Human resource management is the pillar of success in any organization because it enables the identification of the right workforce, motivation, evaluation, and capacity building among employees. It also improves the capability of an organization to attain its mission. A number of organizations invest heavily in their human resource management because the set institutional policies are not attainable without the right workforce in place. The supervisory role in human resource management is one of the most vital components in management since it enhances adherence to set protocols, rules, and procedures.
It also enables the performance of tasks and monitoring or utilization of resources. Dysvik and Kuvaas (2010) posit that the supervisory role carried out by human resource managers may fall into one or all of the following three categories, namely technical, administrative, or interpersonal supervision. It is possible to enhance the effectiveness of HR managers who supervise other workers by developing a proper plan of action that integrates services while dealing with staff’s needs and different situations (Bono, Foldes, Vinson & Muros, 2007). This paper evaluates the supervisory roles I will play as a human resource leader. Particularly, this will be in relation to teams within the production, research, and development (R&D), purchasing, accounting, and finance departments.
One of my critical roles and responsibilities in supervising the team will be the staffing and selection of workers. The latter is a crucial function of a human resource manager. Human resource functions have changed over the years, owing to the rising need to view employees as a responsive system as opposed to the past rigid viewpoint. Keynes (2007) explains that this role creates a harmonic platform that proactively addresses key problems, which calls for the need for trade unions. One of the critical roles I will conduct during staffing and selection will be to ensure that the process sticks to merit as the key requirement (Certo, 2010). This will, in turn, assure employees better security and satisfaction in their roles, positions, and duties. By conducting effective selection, members in the teams within the departments of the organization will not feel threatened. The process will provide an opportunity to improve their skills and enhance overall performance.
In regards to rewarding compensation and motivation management, Keynes (2007) indicates that a poor rewarding system was one of the reasons for the formation of unions in the mid-twentieth century. During that period, there was private ownership of most production processes, although most of them lacked effective human resource skills to trigger better compensation and motivation for workers (Urosevic & Milijic, 2012). Today, human resource management’s greatest roles are effective enough to assess performance, initiate the need for improvement efforts among employees and teams within organizations. As the HR manager, I will guarantee the required capacity for progress towards employees’ self-actualization by increasing salaries and creating a roadmap for sustainability. Improve directly improves employees’ morale and performance (Certo, 2010).
Employee development and modeling will also be crucial. When examining the critical roles that most HR managers have adopted, one cannot fail to focus on modeling and developmental roles. Although learning institutions provide training in different aspects, employees should cooperate with employers and fellow workers in order to boost their capacity at the workplace (Weightman, 2008). In this case, my role will be to develop and model the various teams within the finance, production, and HRM departments in order to create the necessary environment for all categories of employees. Close supervision will model employees on a continuous basis and, at the same time, improving their productivity. Weightman (2008) adds that modeling sets a clear role model and a definite pathway to follow when addressing the concerns and issues affecting employees.
Negotiation and change management will also be part of my responsibility. The role of negotiating by human resource managers has taken a central position for all employees. Weightman (2008) explains that human resource management eliminates key bureaucracies and brings employees closer to the top leadership. Through my leadership, I will facilitate teamwork to encourage the involvement of all workers when discussing their views at the workplace. To infer a greater need for negotiations, Keynes (2007) argues that internal and external change agents often propose changes towards improving the welfare of employees and the ultimate productivity of a firm. As a result, there will be no need for industrial actions to create either a rise in payments or improved working conditions.
The mode of communicating with my employees will also form an important pillar in the supervisory plan of action. Democratic leadership has been lauded owing to its ability to bring more stakeholders to the decision-making panel in order to have a holistic and acceptable resolution on emerging issues. I will use democratic leadership in my role as an HR manager by adopting a culture of teamwork, continuous communication, and development. Employees, through their team leaders, will share their views and concerns freely. Members from different departments will be encouraged to collaborate and share ideas whenever there is a need. Urosevic and Milijic (2012) emulate Mary Jo Hatch’s model of cultural dynamics by emphasizing how the culture of communication and cooperation helps to propel the growth of an organization. Communication and harmonization of goals are possible only through effective communication. In an organization, communication among groups is the most critical factor that determines success in delivering any goal. Through the various teams, norms and communication channels will be developed and utilized for the benefit of organizational members.
I will also motivate and inspire performance within my team members. The model of human resource leadership style, which is effective in building motivation, is very critical in determining the success rate of an organization. Convincing workers that the organization’s mission and vision are viable can assist in staff motivation and development. Therefore, they should put all their energies, creativity, and innovativeness in the workplace. Weightman (2008) explains that when employees are motivated, they always put more effort and focus on achieving specific objectives, whether individually or in groups. My motivation method will include providing rewards to teams when they realize preset objectives. This will make all the members work closely and frequently communicate in ensuring they that obtain the desired rewards (Certo, 2010).
Utilization of a number of tools will solve emerging challenges and assist in facilitating tough supervisory decisions. In their publication, Urosevic and Milijic (2012) argue that bringing employees closer to the top leadership can advance participatory leadership through the adoption of new structures. In the past, long hierarchical structures have made it difficult to supervise the lower-level staff members. Job description, work plan, and schedules are also crucial areas in this discussion. In their publication, Dysvik and Kuvaas (2010) elaborate that some of the problem-solving tools that managers in organizations use to avert poor performance include defining job positions, devising a work plan, and ensuring that various working teams operate within the given schedules.
As a leader, employing the aforementioned tools in supervision will be critical in ensuring that employees and teams do their tasks appropriately. Reports, policy, and procedure manuals will have to be developed and monitored. Policies in an organization are significant in establishing better operational methods. According to Weightman (2008), clear policies define acceptable behaviors within an organization. Procedures and reports will be critical in ensuring the sustained performance of workers and teams. Poor performance, fights, and misconduct of employees in an organization are some of the problems that several employers and HR managers deal with on a regular basis. Addressing this problem under disciplinary action has raised several concerns among professionals since most leaders terminate the tenure of their workers in an unfair manner.
Weightman (2008) asserts that a lack of guidance and proper communication by leaders in an organization is the root cause of misconduct among workers that often lead to poor performance. The absence of clear goals, policies, regular performance reviews, and position descriptions are the main causes of disciplinary issues in the workplace. In my leadership style, I will take a proactive stance in creating positive reinforcement programs, promoting learning, development, and training programs, designing work balance programs, and offering employee counseling (Films Media Group, 1986). To sum up, the ability of an HR leader to pursue the needs of employees and the required supervisory roles in an organization relies on the leader’s capacity to comprehend the existing organizational culture. This understanding enables the generation of changes necessary for a new culture that promotes organizational strategies. An understanding of organizational culture based on the underlying cultural values, beliefs, communication, perceptions, and relationships among employees is a critical factor for improving workplace productivity.
References
Bono, J., Foldes, J. J., Vinson, G., & Muros, J. P. (2007). Workplace Emotions: The Role of Supervision and Leadership. Web.
Certo, S.C. (2010). Supervision: Concepts and Skill-Building. New York: McGraw-Hill Education.
Dysvik, A., & Kuvaas, B. (2010). Exploring the relative and combined influence of mastery-approach goals and work intrinsic motivation on employee turnover intention. Personnel Review, 39(5), 622-638.
Films Media Group. (1986).Personnel: employee relations and problems. Web.
Keynes, M. K. (2007). The general theory of employment, interest, and money. Oxford: Macmillan Publishers.
Urosevic, S., & Milijic, N. (2012). Influence of demographic factors on employee satisfaction and motivation. Organizacija, 45(4), 174.
Weightman, J. (2008). The Employee Motivation Audit. Cambridge: Strategy Publications.