All Managers Are Hr Managers

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“All Managers are HR Managers?”

Executive summary:

In this paper the relationship between managers and HR managers will be discussed with regard to some of the primary HRM practices, such as recruitment, performance appraisal, compensation and benefits, and training & development.

The importance of HR to organizational success is discussed highlighting the importance of HR and its use as a strategic tool. Both HRM and management are reviewed and the interrelationship between the two is established within the structure of SME’s.

Many smaller companies don’t have separate HR departments and often don’t implement elaborate HR systems, but rather limit these activities to the processing of administrative tasks and the more strategic matters are controlled by senior management.

There is particular attention given to SME’s as there is an interesting contrast between the HR elements in large corporate organizations and SME’s. Differences in organizational size leads to different ways of handling HR related tasks. So are all managers in fact HR managers?

This depends on the complexity within an organisation and because of this complexity this statement is both correct and incorrect.

Table of Contents:

[1]………………………………………. Introduction

[2]……………………………………….. Organisational size and complexity

[3]……………………………………….. Management and HRM

[3.1]………………Human Resource Management
[3.2]……………….Management
[3.3] ………………The importance of HR Practices in Organisational success [3.4]……………….Importance of Management
[3.5] ………………Figure A: Skills needed at various Managerial levels

[4]………………………………HR Practices and relevance to management

[4.1]……………… Recruitment
[4.2]……………… Performance appraisal
[4.3]……………… Compensation and benefits
[4.4]……………… Training and Development

[5]………………………………Discussion

[6]…………………………….. Conclusion

[7]……………………………. References

“All Managers are HR Managers?”

[1] Introduction:

Management approaches in both large and small organisations are very similar in structure and responsibility, HR management however differs between the two.

There is a major difference between large firms and SME’s when it comes to handling their Human resources. This paper discusses the relevance of the statement with regards to the size and complexity of the organisation, importance of HR practices to organisational success and the relation of HRM and management.

[2] Organisational size and complexity:

HRM procedures and activities in small to medium organisations are far less institutionalised and formalised than in larger organisations. Therefore many smaller companies don’t have separate HR departments and often don’t implement elaborate HR systems, but rather limit these activities to the processing of administrative tasks and the more strategic matters are controlled by senior management. The reason for this can be attributed to complexity:

This complexity greatly affects the managers’ freedom of choice and their control. In a large company the increased complexity leads to departments that involve specialized managerial expertise. This draws much of the HR responsibilities away from all managers and allows a specialized manager to control and monitor the HR responsibilities. This does not mean that the other managers have no HR skills and abilities but rather that most of the complex HR systems are controlled and implemented by one department. Thus within large firms it can be suggested that all managers are not HR managers all though it is still vital that all managers are familiar with the importance of HR systems and have some HR skills themselves.

In the case of an SME the structure is less complex and most of the general responsibilities fall on a fewer number of managers. Because of this less complex system these managers are required to have expertise in a number of areas and are often responsible for the control and implementation of HR systems.

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