My Personal Human Resource Philosophy Coursework Paper (Coursework Sample)

Author’s Name: _________________________
Institutional Affiliation: ____________________My Personal Human Resource Philosophy
As a business manager, one will always be involved in human resource management (HRM). Good or bad, it will always be there for one to tackle. HRM is something that we all must practice if we are going to be triumphant. The reason is straightforward; human resources are the most significant assets we have in most businesses.
Adopt a Staffing Plan
Before we begin to think about hiring, we will need as a minimum a fundamental staffing plan. The plan should reform how many employees we expect to hire, the type of employee we are searching, and what they will be likely to do. The plan should also deal with how the employee expenditure will be covered. A staffing plan should be well synchronized with our corporate plan, and it should tackle items of debate that will probably take place during applicant interviews. The plan does not have to be detailed or extensive, just something that deals with the major concerns at an acceptable level so that shrewd management decisions can be made depending on its content (Morgan, 2006).
Finding High-Quality Human Resources
A significant component of good HRM is finding the right employees for the job we are doing. This is where the notion of culture comes into play. Our human resources are the most significant asset we have, so we want them to be of high value to our business, and that signifies they need to have the same culture as we and our business.
To get high value workers, we will have to spend some time searching for them. Here are ways of searching new workers: (a) advertisements in publications (general or trade particular), (b) word-of-mouth by existing workers, associates and customers, (c) co-op program throughout schools and (d) campus staffing activities (Bolman & Deal, 2007).
Testing Potential Applicants
There are lots of ways to screen potential workers. Let's look at numerous key methods that reflect effective HRM techniques. We should be choosy as to our recruiting grounds. We would not look for a brain doctor at the bus stop, so do not look for the right hand person there either - unless the business in question pertains to metro mass transit. Make sure that where we are looking for staff is favorable to finding what we are looking for. A small and antagonistic organization should not be looking for likely recruits from huge and clumsy institutions that reward prolonged existence rather than leadership and rational risk taking.
My Philosophy
If our business is going to be rather huge, we might want to design guidelines to describe HRM policies that we aim to follow. The guidelines should deal with things like: at will service, salaries, perquisites and additional benefits, performance appraisals, layoffs, and terminations. It does not have to be anything imaginary. A single page or two for every topic might be just fine. The more strong our organization, the more we will want to be reliable about HRM. Having it in black and white will assist us in doing just that (McGuire, 2012).
Retaining Workers
Implementing our business ideas will require good-quality staff. Once we find them, we do not want to lose them. During a worker’s time with an organization, there are countless forces that act on him/ her that influence conduct. Think of these influences as little pushes. In the most simplistic terms, we are either pushing an employee towards the door, or dragging them deeper into the folds of our business. Assuming that we have made a good appointment and we want to retain workers, the ploy is to identify personal needs of employees and furnish to those needs, within reasoning, to keep dragging them away from the door. Even if you cannot drag them away from the door, as a minimum do not do things to kick them out of the door.
Worker Performance
A conventional approach to HRM is to conduct yearly employee performance evaluations. Why? Do workers only perform yearly? Is there a performance evaluation season? Do you only dismiss or fire workers yearly? The big picture to bear in mind is that our institution works as a team, whether we see it that way or not. Everybody will be quietly assessing employee performance and comparing that with their wage, perquisites and additional benefits to see if things are just. The perception of impartiality aids in keeping the team operating well. Prejudice, actual or perceived, can disturb the team at all stages. Our job is to provide for fairness, or prepare for anger, rebellion and departure (College, 2016).
Laying Off
If we are managing things well, and we have a practically steady marketplace, there should not be much of a need to lay off workers. Our business staffing plans should be well organized such that both help us grow the business in a stable and well-articulated manner. Sit down with the employees and make an effort to work other angles that can keep them connected with our business. We have invested in your workforce, so as a good HRM plan, we do not want to toss away that investment and jeopardize it going to one of the competitors by laying off a worker.
Also consider that if we are laying off and rehiring workers, we will look like an HRM yo-yo, and that cannot aid but weaken employee confidence in the organization’s position, and send a misery indication to our competitors. If we have to dismiss a worker, just be sincere and open about the causes why, and try to give as much advance notice as likely so they can search for other job. This...