HRM Functions

Integral to the human resource management (HRM) function and the responsibilities of other departmental managers and supervisors are the functions of selecting, appraising and disciplining employees. Bohlander and Snell (14) identify these functions as linked to the development of human capital, and further comment that human capital is rapidly becoming known as the most vital type of capital needed for organizational growth and advancement in a hypercompetitive environment being shaped by the intangible assets of the corporation in the form of employees' skills, knowledge, commitment and motivation. As this essay will demonstrate, effective supervision in HRM and departmental managerial positions requires competency in the key areas of employee selection, performance appraisals, and disciplinary procedures designed not solely to punish but also to effect change in workers behaviors and attitudes.

With respect to selecting employees, managers are well advised to avoid hiring out of desperation, to develop appropriate interview questions and formats that focus on key behaviors and skills that are needed for the job, to carefully check all references given by an applicant, and to avoid overselling the position ("HR by the Numbers," 30). At its core, appropriate employee selection depends upon matching the individual to the job. This requires a comprehensive job description that clearly delineates the behavior

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re an opportunity for the company and the employee to achieve mutual goals and objectives. As such, they are learning opportunities. What is necessary is for the appraisal to be directly related to the job requirements and to specific standards and measures known to the employee as well as the supervisor. Since supervisors frequently conduct appraisals of subordinates, there are some very specific steps that should be taken in order to prepare for the interview, to wit: "* Review the record and personal history of the person by collecting all the information you have, including that from other people. Look into the person's background, service-time with the company, previous positions held and what progress the person has made since joining the company. Study any notes made of previous appraisals with the person. * Consider the work the person is doing. Become familiar with the standards and responsibilities of the position in order to judge how he or she is doing. Determine what a person in that position must do to be a success. * Pick a time for the interview. Avoid scheduling it for when you or the person might be very busy or could be interrupted. Do not start the interview unless you're sure you can finish it (Weis
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Approximate Word count = 1448
Approximate Pages = 6 (250 words per page)

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