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Human Resource Management - Managing The Managers

In any business, the individual manager holds the key to successful human resource management, employee satisfaction and good performance.

And if anyone were in any doubt, they need only refer to a massive Gallup survey of 24 major companies over a quarter of a century. It demonstrates a clear relationship between success and employee contentment, but no correlation whatsoever between a company's overall satisfaction rating and individual units' achievements.

For example, at one restaurant chain, only 40% of people in the average work group said they were happy. However, certain groups recorded far higher contentment and results. The strong indication is that local managements made the decisive difference.

They are in control (or at least they should be) of the critical levers for human resource management: setting targets, providing the tools for the job, recruiting able co-workers, and acting as a caring supervisor. But this won't be possible without caring managers higher up.

Judging managers heavily on workforce reactions seems to make sense. In the restaurant chain, there was a range from zero to almost 100% for group happiness. In a different company, the worst scoring group got 15%, the average was around 60% and the best were again in the high 90s. The implications, particularly in the service industry, run deep.

Firstly, the training of line managers is of the utmost importance in human resource management. It's almost unbelievable but nevertheless the case that branch managers can go for years after promotion before they are taught in the art of handling and looking after people. Secondly, the duration of appointments must be considered carefully.

If managers are moved on too quickly, it can lead to unsettlement of staff and policies. You have to strike a balance between the need for career enhancement for promising managers and preserving the stability of other staff and giving them the care they want and deserve. However, superior results must be rewarded.

Recognising the importance of the management relationship, Ricardo Semler of Semco asks his staff to provide their own assessment of their managers through twice-yearly multiple choice questionnaires; any manager falling below 70% ratings is putting their job at risk. Thus, Semler forces the manager to concentrate on the real challenge of human resource management: getting the best from others by doing the best for them.

The above article on human resource management was written by Robert Heller, renowned management expert and co-author of the website Thinking Managers along with world renowned thinker and creativity expert Edward de Bono.

Source: www.a1articles.com