HUMAN RESOURCES MANAGEMENT

The scope of human resources management encompasses a wide variety of organizational planning, administrative, and supportactivities. The responsibilities of the human resources man ager involve organizational interactions in both the external and the internal environments (Chruden, and Sherman, 1984).

Managers have for years proclaimed that an organization's people were its most valuable resource. All too often, however, this statement represented the real extent of top

organizational interest in the human component of an organization's resource base. Intensive strategic planning and management was reserved for financial, physical, and technological resources. In the late1970s, however, a

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program must also project an organization's future managerial requirements (Wexley, 1984). This information is essential, if potential managers are to be effectively matched with organizational requirements (Gerstein, and Reisman, 1983). There are, thus, three phases which must be included in an effective management development program. First, a needs assessment of future organizational requirements must be performed. Second, personnel from within the organization must be selected for management development. Lastly, the training and development phase must accurately prepare individuals for higher responsibility, and must accurately project their probable future performance. A variety of procedures may be applied in each phase. The quality and effectiveness of management development training and education are important ingredients in the overall 9effectiveness of a management development program. Of equal importance, however, is the selection of individuals to participate in such programs. A procedure is required which will cull out those individuals who will not likely succeed in a management development training program (McCall, and Lombardo, 1983). Performance appraisal of some type is required. There are ma
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Approximate Word count = 4505
Approximate Pages = 18 (250 words per page)

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