MILKO ANTONIO B. PANES
Mullins Lawyers in Need of Human Resource Manager
The purpose of this report is to persuade the management of Mullins Lawyers on why they have to employ this applicant as Human Resource Manager in their organisation. The primary focus of this report is (1) the lack of the needed competence and focus of the Managing Partner to manage the Human Resource of the organisation and (2) on how the Human Resource Manager will address the challenge that will contribute to the objectives and success of the firm. This report is limited to the information about the Mullins Lawyers. The methodology used in this investigation is data gathering through the internet and research on books.
Three major topics make up the report: The role/functions of Human Resource Manager, Lack of competence of the Managing Partner, and Contribution of the Human Resource Management to the success of the organisation.
2. Functions of Human Resource Manager
This is the text of the virtual Job Advertisement posted by Mullins Lawyers, 2012 (Appendix A).
“The Human Resource Manager is responsible for all human resources operational functions within the firm that will encompass a mixture of day-to-day HR functions and administration, as well as the delivery of staff initiatives. The role sits within the management team and will be responsible for providing HR guidance, advice and support to the partnership, whilst building and maintain key internal and external relationships”.
Human Resource Manager’s roles and functions are vast that encompasses almost all corners of concern of an organisation. Too broad in a sense that the Human Resource Manager must have the holistic approach in ensuring that the HR services from the top down to the bottom of the organisations hierarchy were delivered.
The Occupational Outlook Handbook (2010 -11 Edition) enumerated the major work areas of HRM. It started from Recruitment, Training, Payroll and Benefits, Conflict Resolution and Record Keeping Duties. For E. Perry and C. Kulik, (2008), HRMS functions covers the 1) Organisational Culture Development and Maintenance; 2) Occupational Health and Safety Compliance; 3) Career Planning; 4) Recruitment Activities; and 5) Training.
There were several Human Resource Management tasks that were not expressly stated in the list of their functions but executed by the HRM Managers. The most sound were those laid down by Nankervis, Compton, Baird and Coffey et al (2011, pp. 25). For them, the Human Resource Manager’s vital responsibility is to effectuate measures that will ensure the appropriate (1) utilisation of labour, that (2) the organisation’s targets are hit within timeline and that (3) the expenditures are reasonable to meet the present and future requirements.
3. Competence of Partner Manager
An investigation was conducted on the organisation’s competence to manage their human resources. Evidence disclosed that John Mullins is the Firm’s Managing Partner responsible for the leadership and management affairs of the company (Appendix B)(Mullins Lawyers, 2012). Managing Partner in business parlance is “the highest formal job title given to a senior partner in charge of a firm's overall practice, management and day-to-day operations. This job title is commonly used in accounting and law firms” (Business Dictionary, 2012). John being the senior partner in-charge of the management has the upper hand in the Human Resource Management operations. There was no evidence however that John performs the functions of Human Resource Management in his capacity as Managing Partner. It is noteworthy to state that the firm specifically indicated the task of the Human Resource Manager in the job advertisement. It turns out however that the function of Managing Partner as defined earlier is identical with HR Manager.
Whilst John possessed superior competence...