Personal Reflective Journal - HRM
People-related issues should be the concern of Human Resources Management Department, who should be responsible for such activities as selecting employees, training and motivating them, appraising them, and so forth.
Personally, I don’t totally agree with the above statement.
Firstly, it’s incomplete to say that people-related issues should be the concern of Human Resources Management Department. In terms of management, no matter it is human resources management, operations management, or marketing management, the core is about people; especially in China, throughout its history, the mastery of “human management” is a necessity for anyone to become successful, and thus it has always been the concern of all departments, especially the leaders at the strategic level.
Secondly and most importantly, it’s inappropriate to say that Human Resources Management Department should be responsible for staffing, training and development, performance appraisal, and so forth. It might be true 40 years ago in what was defined by Dave Ulrich as Wave One, that emphasized the administrative work of HR, where HR personnel focused on terms and conditions of work, delivery of HR services and regulatory compliance; however, theories, practices and goals of HRM have developed to a more prominent level, the Wave Three, so that HR professionals can turn strategies into HR priorities to deliver on strategic promises. In other words, it is also widely accepted that line managers use various HR practices to select, train, develop, coach, appraise, reward and manage their subordinates. From my personal experience, I have attended a few interviews as an interviewee: the first round was usually the HR round, in which I would go through certain standard procedures such as personality tests and filling a few forms; the second round would be a mixed round, in which both a HR specialist and a line manager would be involved, and questions to test the practical capabilities, motivation,
Personally, I don’t totally agree with the above statement.
Firstly, it’s incomplete to say that people-related issues should be the concern of Human Resources Management Department. In terms of management, no matter it is human resources management, operations management, or marketing management, the core is about people; especially in China, throughout its history, the mastery of “human management” is a necessity for anyone to become successful, and thus it has always been the concern of all departments, especially the leaders at the strategic level.
Secondly and most importantly, it’s inappropriate to say that Human Resources Management Department should be responsible for staffing, training and development, performance appraisal, and so forth. It might be true 40 years ago in what was defined by Dave Ulrich as Wave One, that emphasized the administrative work of HR, where HR personnel focused on terms and conditions of work, delivery of HR services and regulatory compliance; however, theories, practices and goals of HRM have developed to a more prominent level, the Wave Three, so that HR professionals can turn strategies into HR priorities to deliver on strategic promises. In other words, it is also widely accepted that line managers use various HR practices to select, train, develop, coach, appraise, reward and manage their subordinates. From my personal experience, I have attended a few interviews as an interviewee: the first round was usually the HR round, in which I would go through certain standard procedures such as personality tests and filling a few forms; the second round would be a mixed round, in which both a HR specialist and a line manager would be involved, and questions to test the practical capabilities, motivation,