Question

What is HR management and it's purpose? What 3 concepts are important to it? What is performance management and it's 4 steps?

Answer 1

HRM is the practice of organizationally managing staff in a organized and comprehensive way. It includes the areas of recruiting (hiring employees), retention of workers, setting and handling salaries and benefits, success management, change management and taking care of the company's exits to complete the operations. This is the traditional definition of HRM which leads some experts to define it as a modern version of the earlier used Personnel Management function.

It's all about organizations men. No wonder some multinationals (MNCs) label HR executives as people administrators, people enablers and practice as people management. Throughout the organisations of the 21st century, the HR manager or the people manager are no longer seen as someone who is taking care of the tasks defined in the conventional way. Some companies do have various divisions that deal with hiring, payroll, and retention etc. Alternatively, the HR manager is responsible for balancing employee expectations with respect to the management goals and reconciling each to ensure employee satisfaction and accomplishment of management goals.

Train managers to provide effective management of the results. The overall performance improvement process can be significantly enhanced by providing managers with the ability to better formulate goals, provide and receive input, write up reviews and provide encouragement. This is also important to learn how to properly execute the assessment meeting.
Suitable distinction and promotion of top performers. Use the process of performance management to identify the organisation 's true superstars. Then such people are paid accordingly. When the organization's highest merit boost is 5 percent, and the average employee gets 3.5 percent, so there is very no difference and you risk losing top talent.

Fix bad results and resolve. This would not be enough enough to reward high-performers and neglect low-performers. Similarly, it will be difficult to take the bottom 20 per cent and remove them. Identify the factors which lead to poor results, instead. There may be opportunities for development that can help, or conflict issues that can be resolved. A low-performer can often become a high-performer given the correct direction. Where termination or similar actions are required, these decisions are made easier by first examining all the possibilities.

Foster continuous feedback. Waiting to tell an employee how they're doing until the end of the year doesn't help the high- or low-performing worker either. Low performers never get the correction of course they would need to turn things around, and that can lead to an awkward meeting of appraisals. High performers are also benefiting from continued feedback. Acknowledging well done research will keep them involved and on track.