Management of Human Resources to Maximize Employee Production

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Management of Human Resources to Maximize Employee Production

Human resource management is an important department in a company owing to the fact that it bridges the gap between employees and organization itself (Frohman, 1984). Every successful company must have a good human resource management department that ensures proper hiring of the right workforce who form the backbone of the organization. Besides, policies that govern employees conduct and performance are equally supposed to be implemented by Human resource management department. Hence, well devised HR policies will definitely boost commitment and empower employees at workplace. Moreover, human resource is charged with the duty of initiating development, capacity building as well as training of employees. The latter enhances long term retention of skilled and competent workforce for optimum productivity.

Recruitment of employees using the in demand; approach has been significantly affected by working elements which are highly valued. For instance, official salary and professional growth are two integral considerations when hiring skilled human resource. The In demand employees are mainly focused on career growth and training possibilities while discharging their duties. Besides, they tend to be ambitious. The latter quality may affect recruitment process since such an employee is highly likely to seek new positions or greener pastures within the first year in employment. This usually occurs if they find out that there is no room for career growth and development. In order to successfully attract, recruit and retain in demand employees, an organization needs to be well endowed with policies that cater for development needs such as training programs alongside offering room for career growth. Companies should seek to develop career progression rather than offering incentives and bonuses in recruitment of in demand employees.

Nurses who work in health care organizations that are restructured are often affected during restructuring period and after the process is over. Lack of participation and information has been found to be the major aggravating factor. As such, nurses find it difficult to cope effectively after the restructuring process. Affected staff in restructured health care organizations experience job insecurity, pressure, stress and depressed quality of life. In addition, they are negatively affected both psychologically and physically. At this point, it is imperative to emphasize that organizational restructuring is a major change agent at workplace. It may lead to significant reduction of the total workforce. Most reconstructed health care organizations require reduced number of staff including the top management (Kwon & Jeon, 2007). Downsizing of staff in health care organizations due to organizational restructuring is indeed at some point of operation but may adversely affect the dedicated workforce if not executed excellently. Decreasing the number of employees does not always save cost since such a managerial action may sometimes cause understaffing and subsequent loss of optimum productivity. Snow (2010) argues that understaffing may lead to serious workload which reduces and also delays overall production of an organization. On the other hand, decrease in the number of employees which does not cause understaffing cuts down on operational costs and other overheads that an organization can incur bearing in mind that excess workers are not overworked. This may only be a possibility if an organization is able to work with minimum number of employees without increased workload.

The modern day healthcare system has myriad of emerging medical issues. To begin with, assisted reproductive technologies are employed when there is need to assist people with medical conditions that prohibit them from giving birth. According to Penzias (2011), there are other technologies that are used to assist in procreation apart from natural method. Legal documents are signed by parents describing their decisions on storage and creation of embryos. Organ donation is among specific issues in healthcare and anybody who is at least eighteen years and medically healthy c can be an organ donor. Donors are free to donate any part of their body including lungs, heart, kidney and liver (Murphy, Cochran & Thornton, 2009). Another issue common in healthcare is assisted suicide. Although it has been propagated by some medical quotas as a necessity, it is vital to note that the actual act is strictly prohibited and is against the law in most states. Most people who prefer assisted suicide often argue that it the best way to ease emotional and physical pain as well as elude the reality of financial burden.

References

Frohman, M. A. (1984). Human Resource Management in Action: Human Resource Management and the Bottom Line: Evidence of the Connection. Human Resource Management, 23(3), 315-334.

Kwon, D., OH, W., & Jeon, S. (2007). Broken Ties: The Impact of Organizational Restructuring on the Stability of Information-Processing Networks. Journal of Management Information Systems, 24(1), 201-231.

Murphy, F. F., Cochran, D. D., & Thornton, S. S. (2009). Impact of a Bereavement and Donation Service incorporating mandatory required referral on organ donation rates: a model for the implementation of the Organ Donation Taskforces recommendations. Anaesthesia, 64(8), 822-828.

Penzias, A. S. (2011). Improving results with assisted reproductive technologies: individualized patient-tailored strategies for ovulation induction. Reproductive BioMedicine Online, 2243-46.

Snow, T. (2010). Agencies claim cuts are leaving wards dangerously understaffed. Nursing Standard, 25(13), 5.

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