Understanding Of Contemporary People Management Is Critical To The Success Of Every Manager Essay Help

People management is a way of dealing with people and their related tasks and activities. This is a mechanism in an organization that optimize the ability and performance of the workers while attaining the strategic objectives of the respected organization as per the employer’s will. People management primarily put under considerations the behavior of people within an organization, how they treat and react in workplace setting although considering processes, procedures and policies of an organization. Similarly, human resources departments and divisions in an organization are mainly focused on several areas such as recruitment process, training sessions and development, appraisal and performance evaluation, employees pay and compensation and learning progress (Rihan 1998). Generally, people management and human resource management are used interchangeably because both entails almost same tasks and activities. But in growing world of knowledge, another term came into existence i.e. contemporary people management, it is the slightly updated version of the traditional human resource management because contemporary people management also comprises of knowledge sharing and communication activities. Moreover, contemporary people management has been regarded as a more suitable unit title representing an evolving perspective to how people are generally handled in today’s organizations. The good people management is that they can make a significant contribution to the organizational success. If organizations treat their workers in a manner that the employees feel is fair and moral, then all the other things are equal, they are likely to experience lower turnover levels than organizations that treat their workers badly.

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In the broader perspective, people management is same as human resource management and it is covering several major areas of the organization such as recruitment process, management activities, and offering support, assistance and guidance to an organization’s workforce. These activities may include: pay, recruiting, process improvement, organizational growth, protection, health, benefits, encouragement of the employee, coordination, administration and development. There are various definitions for the people management or human resource management and all includes performances of the multiple tasks and activities. Hence, Armstrong (2006) has described human resource management as a structured and unified way of handling a company’s most valuable resources, the workers, who engage completely to work and fulfills the objectives of the respected company. Through this notion it is evident that human resource management or people management is a mechanism of organizations aimed to enhance company performance in line with their organization’s goals (Johanson 2009). The main concern in people management is how staff are treated inside organizations, concentrating on practices and structures (Collings & Wood 2009).

It is mentioned above that people management and human resources management are same thing but there are few important aspects that does not come under the category of the traditional human resources management, therefore here comes the concept of people management practices (Snell, Shadur & Wright 2001) applies to all applicable procedures that companies should implement to promote and enable the exchange of knowledge, information and communication among all the departments and areas of an organization. People are the key element of organizational development, so strategies are bound to fail that rely on processes and procedures exclusively. To enhance performance, managers need to work diligently with their workers on the ground to introduce positive and effective transformation. Therefore, it is important for businesses to continually evaluate and develop management and leadership competence and skills of their people so that they can enhance the performance of their workers, improve productivity and expand the business. An effective manager is generally seen as someone who encourages his employees and form a culture in which communication journeys are achievable (Collins & Payne 1991). This includes putting workers aware about business requirements and core competencies; addressing each worker as a separate person and questioning them what they individually need out of the organization; ensuring use of their suggestions; engaging in transparent, mutual correspondence; and participating in professional development and employees training to persuade them that they have a bright future with the organization. This all comes from the effective people management and therefore, behavior of managers always needs to be consistent with the values of the organization accordingly.

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Activities in people management are most beneficial if used in configurations that effectively complement one another. There is growing body of evidence that when people can manage practices in packages, they show better performance outcomes. Therefore, it is better to consider about each activity of workers and staffs in the domain of people management in order to understand the relationship between different people and areas. In fact, packages are sets of people-management practices compatible with each other. Practices must be integrated in appropriate manner to be successful; the various aspects of people management within an organization complement each other. Literally all of the past research has concentrated on varying forms of people management activities and analyzed linkages between these areas and a variety of performance indicators, so effective people management is likely to be related to organizational success. Contemporary human management principles generally consider that  human resources can not be manipulatedas other financial and technical resources get manipulated, therefore dynamic and careful management is required to completely know the potentials of each worker and staff. Discrepancies of people management theory concentrate various aspects of work relationship management, highlighting different national or industrial domains in different organizational culture (Rotich 2015).

From a historical perspective, people management or human resource management is a part of the human relations revolution of the early 20th century, when scholars started to record procedures of creating business value through strategic style of workforce management (Rotich 2015). Originally, the role was governed by transactional work, such as recruitment and compensation management, but due to globalization, corporate restructuring, technological advancement and further analysis, people management is now centered on strategic measures such as mergers and acquisitions, leadership development, career development, corporate and labor policy, ethical issues, sustainability and equality. Those, among other programs, lead to compassionate people’s management or the management of human resources as a contemporary issue due to their continuous developmental essence (Rotich 2015). Contemporary people management has been changed from its traditional perspectives till nowadays. Contemporary people management considers as an important component in the success of every manager with people responsibilities (Tadić & Barać 2009). In the history, organizations were not inclined to handle human resources but to manage staff, which included only organizational procedures affecting their workers but now several managerial roles and tasks get improved due to involvement of people management in the various internal departments and areas of the organizations.

The responsibility of the people management or human resources domain comprises of almost whole organization and perform vital role for the strategic objectives of the company. The success and progress of any business mainly depend on the strong and effective people management which is as same as a good cook for making a delicious food. In a similar manner, human resource helps managers. The activities practiced by people management are to supervise the hiring process, from initial job posting, pay and benefits package setting and applicant screening to planning and interview participation. The human resources team can take the management responsibility in these initial stages by sorting the candidates down to a select few using different approaches, such as interviews and tests. Human resource has the requisite experience, depending on the skills, to recognize suitable candidates that are ideally suited for the company. Through traditional selection processes, they will also be adequately screened and will have the expertise to fulfill the required documentations. Managers can get interested in the interviews at the latter stages, assured they are talking to the top job applicants. It allows managers tremendous time and effort, and guarantees that the most suitable candidate for the position is provided (Mintzberg 1994)

Proper people management plays an important role in creating an environment in which employee satisfaction contributes to organizational progress. The fact that human resources are the only living resource in an organization which makes use of every other resource of the organization refers back to this. Moreover, managing an organization successfully can be more or less equated to managing its human resources effectively. Realizing this, experts are constantly developing new and improved people management procedures. In order to remain successful in this era of fierce competition, companies should remain aware of the latest developments in the area of people management which play critical role in the success of an organization (Rehin & Sreedharan 2017).

References 

Armstrong, M 2006, A handbook of human resource management practice. Kogan Page Publishers.

Collings, DG & Wood, G 2009, A critical approach. Human Resource Management: A Critical Approach, pp.1.

Collins, B and Payne, A 1991, Internal marketing: a new perspective for HRM. European Management Journal, vol. 9, no. 3, pp.261-270.

Johnson, P 2009, HRM in changing organizational contexts (DG Collings, & G. Wood, Eds), Human resource management: A critical approach (pp. 19-37). London: Routledge.

Mintzberg, H 1994, Rounding out the manager’s job. Sloan Management Review, vol. 36, pp.11-11.

Rehin, KR and Sreedharan, R 2017, People management in today’s dynamic era: A closer look. Splint International Journal of Professionals, vol. 4, no. 2, pp.32.

Rihan, I 1998, What is Human Resources Management.

Rotich, KJ 2015, History, evolution and development of human resource management: a contemporary perspective. Global Journal of Human Resource Management, vol. 3, no. 3, pp.58-73.

Snell, SA Shadur, MA & Wright, PM 2001, Human resources strategy: The era of our ways. The Blackwell handbook of strategic management, pp.627-649.

Tadić, I & Barać, ŽA 2009, Impact of Employees’ Social Characteristics on Companies’ Performance: Case of Croatia. The Business Review Cambridge, vol. 12, no. 2, pp.186-193.