Strategies for effective human resource management
The strategies for effective human resource management are the same as considering the strategies of a successful business-innovation, imagination, growth, drive for customer service, and understanding customer needs. What could be more effective if while customer service is exercised, it should be as to where it will not jeopardize both parties-the customer’s welfare and the company’s policy-with great common sense practices.
In 2005, the management team of Snackfood SBU (strategic business unit) of Masterfoods USA (a division of Mars, Inc.) devised a strategy that promotes a smarter, more financially robust way of producing snacks, such as Snickers Marathon with Protein and Kudos. In that way, it would them capitalize more on their strengths, focus more on what the customer wants and needs, and speed up competition with other snackfood companies (The Growth Gazette, June 29, 2006, “Getting Closer to the Customer in Snackfood”, pp. 1 and 7). The motto of this campaign, which continued thru this year was “Grow the core; drive the trends; make it happen”. To take the motto for the business strategy that blueprints the future of Masterfoods alone is more of an example taken from the correct training, smooth development, and thorough organizational learning.
Management stresses training in job related skills, which enriches employees to manage their time effectively, to incorporate motivational amends (rewards/incentives from improvement in progress to do better) and to practice effective problem solving (conflict resolution, decision-making amongst fellow co-workers) (Denisi and Griffin, 2005, p. 321-323).
The company’s development is vital when focusing on employees’ performance from attaining the skills needed to produce quality service to external corporations and/or customers and clients.
Organizational learning involves exploring in-depth and new ways of managing and/or developing/experimenting with business policies. Change in policies are involved as well as reorganization with the company. Behavior that is either learned, observed or evaluated and developed plays a very important part in HR Management overall. Overlearning occurs when “a new behavior has been learned and continues to be practiced” (Denisi and Griffin, 2005, p. 324). That means that the employee ensures that the behavior learned is totally under his or her belt when applied to any skill that is faced in front of him or her.
An effective human resource management firm is possible with people who are taught properly to train lower-level employees the right way of carrying out business. They must be open to change and must be willing to learn and try new ways of carrying out the policies. The policies, however, must be at a standpoint where company and customer can agree on and it must fit to common sense standards-they must match honor, integral, and moral standards. Pleasing a customer is one thing, but how one represents is another.
WORKS CITED
“Getting Closer to the Customer in Snackfood”, The Growth Gazette, from Masterfoods USA: A division of Mars, Inc., June 29, 2006, (2006) pp. 1 and 7, col. 1.
DeNisi, Angelo S. and Griffin, Ricky W. Chapter 10: Training, Development, and Organizational Learning, pp. 321-324. Human Resource Managment, 2nd Edition. (2006) Houghton Mifflin Company, Boston, New York.