HR's Role in Manufacturing

Role of HR in manufacturing industry

The HRD function within the manufacturing industry is often linked with events of payroll and administrative work. As stated by Federici, Boon and Den Hartog (2019), HRD concentrates on mediating between the employees and the management. However, the most important role of the HRD in the manufacturing industry is during the time of labour strikes and unrest

Functions of the HR

Talent Acquisition or events related to recruitment

Compensation based management

Benefits Administration

Training and development of the employees

Performance Appraisal and Management

Employee and Labor Relations

Compliance Management

Development of the human resource function

Building linkages to other function: HR development system is designed to stren gth the functions within the company these functions can be extended to marketing, financing and corporate planning and are of great significance Balancing specialisation and diffusion of specific function: HR is inclusive of a varied range of functions and the line people need to be involved in various aspects of HR. As stated by Brown et al. (2017), action is the sole responsibility of the line people and HR should work on strengthening the role accordingly Balancing adaptation and changing the organizational culture: As stated by Ahmad (2017), HR systems are designed to meet the dynamic organizational culture. The role of HR is to modify the existing culture in order to enhance the effectiveness of the organization. There exists opposing views, Kumar et al. (2017), proposed the first view stating that HR development needs to be designed as per the suitability of the work culture. However, the second view states, HRD should be successful enough to change the culture. Both events seem to be highly different from one another, yet they are complementary and it could be easily suggested that HRD should plan on taking the organization forward which can be done only if the design anticipates change and evolution in future Focus on enabling the possible capabilities: The prime purpose of the HRD is to help the business to enhance the “enabling ' capabilities. These capabilities are inclusive of development of organizational health, quick decision making possibility and ability to achieve high levels of productivity among the employees (Lopez-Cabrales, Bornay-Barrachina and Diaz-Fernandez, 2017) Attention to the contextual factors: After considering a series of contextual factors of the business the issues can be settled. The HRD needs to work on the aspect of subjective division and what tides would be implemented to ensure smooth functioning of the organization

Traditional and contemporary approaches of recruitment and selection

Performance management

Process:

At the beginning of the process the employee and supervisors talk about the prime job responsibilities and the expected outcomes for setting performance objectives. The meeting can help in making plans for training and development for the performance planning in future Throughout the performance management cycle the supervisor to assess the program in meeting the expectation and objectives for communicating when required At the end of the cycle the supervisor develops a written assessment for the employees meeting the defined expectations

Timing of the assessments

The event related to appraisal needs to be conducted during the time supervisor feels that it would be of value (Poba-Nzaou, Uwizeyemungu. and Clarke, 2018)

Employee in career position who has successfully attained the regular expected status

Performance needs to assessed in form of writing for once a year and the preference is most probably before the annual salary date, irrespective of the fact whether or not the employee is eligible for the hike in salary

For employees on a period of probation, needs to be assessed at least once during the period of probation. The frequency of appraisals can be increased if the supervisor feels they are valuable

The performance management needs to be written and consists of the following:

Information of the employee regarding the job responsibilities and expected outcomes

Ratings and comment on overall performance in regards to establish objectives and outcome

Feedback in regards to the area of concerns, while outlining the areas of improvement

However, it becomes important to understand the fact that the supervisors need to take proactive measures for ensuring proper systematic intervention for answering the needs of the employees and enhancing the level of performance management. As influenced by Ganesh (2018), following things needs to be considered by the supervisor on the way to performance management:

Work on identifying the scope related to professional development and options needed for skills to support career growth

Employees should be given out leaflets to reflect on the actions

Reference list

Ahmad, Z., 2017. HR Manager Roles in the Context of Globalizing MNC Environment: Empirical Study. Management Studies and Economic Systems, 54(5305), pp.1-11.

Brown, M., Kulik, C.T., Cregan, C. and Metz, I., 2017. Understanding the change–cynicism cycle: the role of HR. Human Resource Management, 56(1), pp.5-24.

Federici, E., Boon, C. and Den Hartog, D.N., 2019. The moderating role of HR practices on the career adaptability–job crafting relationship: a study among employee–manager dyads. The International Journal of Human Resource Management, pp.1-29.

Ganesh, A., 2018. Competencies of HR Manager in Managing the Employee Welfare and Development in Construction Chemical Industry. Training & Development Journal, 9(1), pp.10-17.

Kumar, G.M., Jyothi, T., Sankar, T.B., Srinadh, S. and Srinivas, B.R., 2017. The roles and respon sibilities of a human resource manager in an organisation. International Journal of Management, IT and Engineering, 7(9), pp.216-223.

Poba-Nzaou, P., Uwizeyemungu, S. and Clarke, C., 2018. Patterns underlying required HR and IT competencies: a content and cluster analysis of advertisements of HR manager positions. The International Journal of Human Resource Management, pp.1-24.