ESTHER WANGA (MBA STUDENT)
Question: Using Human Resource functions as reference, discuss the challenges facing Kenyan managers in the process of employees’ procurement, development and motivation. (20 Marks)
Human resource management is a term used to describe formal systems devised for the management of people within an organization. Armstrong, M (2006). This is a vital and significant department in an organization for it is mandated with the responsibility of; recruiting and selection of employees, training and development, dealing with employee and labor relations, appraising the performance of employees, developing policies, administration and records among others. In this paper we shall focus on the challenges facing Human Resource managers in relation to employee procurement, development and motivation.
Employee procurement involves the process of recruitment and selection of people with the required skills in an organization. As Human Resource managers strive to fulfill this obligation, they encounter various challenges.
Political influence is one of the key challenges. This is true in the sense that after recruitment, selection and identification of a professional with satisfactory credentials, some influential people in the government may impose an individual on the organization or government ministry or may be involved in the lobbying and canvassing for the selection of their preferred individual. This has caused much frustration to the managers in Kenya.
Slow recruitment process analysis is another challenge to the managers in Kenya. As much as they may desire immediate and speedy placement process, bureaucracy may hamper that process by requiring a number of signatories to authenticate the selection. It is not surprising for this process to take long periods causing a department in an organization to suffer shortage of staff for months. The Kenya Public Commission sets an infamous example in this area.
Lack of required skills faces many organizations. This makes it hard for the Human Resource managers to find talented and experienced people. This is because other organizations take prior precautions in the retention of skilled employee by applying motivation and empowerment theories to secure their loyalty and job satisfaction according to Tharow (1998). Some organizations may manage to convince the talented and experienced people to shift loyalties and this may transfer the challenge from one organization to another.
Recruiting the right people for the right job and training them to improve performance pauses a challenge to the managers especially when the higher learning institutions have not trained sufficient personnel like doctors who give essential services and pilots in the aviation industry. The managers need to develop new roles and agenda in delivering organization excellence such as partnering with senior managers and becoming agents of continuous transformation and shaping a culture that will improve the organization’s capacity for change (Aghazadeh, 1999)
The Human Resource department is mandated with the responsibility of maintaining the employee welfare. The HIV/AIDS pandemic that is affecting the whole globe has caused the government to force organizations to include the global HIV/AIDS policy into their organizational policies. This does not auger well with top managers in most private firms and organizations. In such cases, top managers may force the Human Resource managers to discriminate against people by requiring them to go through rigorous blood screening processes to determine their HIV/AIDS status since the organization is putting into consideration the financial and time implications that may be used to recruit other staff in case people affected with HIV/AIDS succumb to the disease. The dilemma of obeying the top managers and complying to the laid down HIV/AIDS policy may pause grave challenges to the Human Resource manager....
References: 1. Aghazadeh, S. (1999). Human Resources Management: Issues and Challenges in the New Millennium, Management Research News Journal, Volume 22, Issue 12 pp 19-32
2. Armstrong, M. (2006). A Handbook of Human Resource Management. 10th edition. London: Kogan Page.
3. H.T. Graham and Roger Bennett, Human Resources Management, 9th edition, Pearson Education Limited.
4. E. M. Waweru, (2007) Management of Human Resources in Kenya, Kenya Literature Bureau, Nairobi.
5. Milne, P. (2007) Motivation, Incentives and Organizational Culture, Journal of Knowledge Management, Vol. II, No 6, pp 28-38.
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