Sample Theology Essay Paper on Managerial Impact on Human Resource Development

Assignment 2: Managerial Impact on Human Resource Development

Introduction
Managerial functions in any institution worldwide is a very vital component that utterly play very important roles essential in the effective running of these institutions. They are the backbone of any organization and in business enterprises. The shareholders as well as employees heavily depended on the effect of managerial practices since; their decisions affect the general operations in the organization. Employees believe that the interpersonal and leadership skills as well as managerial policies adopted by the managers greatly influence the development of human resource within the organization.

This has led to intensive research by various groups and individuals in a bid to discover new knowledge with regard to developing best managerial strategies for effective development of human resources. It has been observed, over time that the pace and level of human capital development in a number of business enterprises is below the expected limits. According to management theories, for employees to achieve performance improvement and development, managers should provide an enabling working environment within the organization. This paper highlights the results of a tested hypothesis of a research on the relationship between managerial practices and human resource development in a business scenario.

Background of the Study
In my previous workplace, I noted a poor plan for human resource development as this affected the performance of employees in their relevant place of work and position. Workers were reluctant and unwilling to attend to their duties and responsibilities as expected. I hastily sought to find out what exactly was the epicenter of the many problems that were very evident among the various processes carried out in organization. Therefore, I carried out a number of tests to establish the possible cause of action behind the poor plan for human resource development and came up with a resolution that indeed, there was a relationship between managerial practices and the process of human resource development. Apparently, this does not only apply to one company but in a number of business environments.

Problem Statement
The human resource development plan in business organization is a very critical process that ought to be given proper attention and indeed, it depends to a greater extent on the leadership styles and the kind of the organization policies adopted in the management process. The impact of such leadership practices affects the development of human-resource. Dinesh (2013) opines that certain business organization are with no doubt faced with a variety of challenges that result to the behavior of the employees, that is; employees either get satisfied or dissatisfied relative to the kind of motivation or criticism they face as far as management roles are concerned. These organizations face a perception and, to some extent, a credibility problem as a value-adding unit of the organization as far as developing the goodwill of an organization is concerned. Managers do not seem to support with the vitality and vigor they ought to incorporate effectively in their leadership styles to spearhead the development of human resource. The possible courses of action that I identified to back up my research hypothesis included lack of problem solving teams, poor communication, lack of job security, lack of flexibility in job assignment, poor strategies for effective incentive remuneration to prolific workers, and poor labor relations.

Methodology
Research design
The descriptive research design was appropriate for my research because the main interest was to explore the viable relationship existing between independent variables (incentive pay, communication, job security, training, and problem solving teams) and dependent variable (human resource development) and describe how these independent variables influence the dependent variable.

Research ethics
Researchers will consider ethical issues while carrying out the research. They will endeavor to secure the actual permission and interests of all those involved in the study. The information collected from the respondents is intended not to be used for any other purpose other than the research and the moral responsibility towards participants will be ensured. It is our duty to protect the rights of the respondents, privacy and sensitivity. The researchers will ensure confidentiality and anonymity of those involved in the study.

Sampling strategy
A sample size of 15 respondents was randomly selected for the study. These randomly selected respondents were determined objectively by means of random number tables. This is because most of the employees were thought to be aware of the information required for the study. The sample size was manageable and enhanced cost saving with a great speed in data collection, which contributed to greater accuracy of the research results.

Validity and reliability
The validity of the study was gained through convergent validity where there was general agreement among variables gathered independently of one another. Reliability of the study was assured through reduction of ambiguous instructions in the questionnaires, reduced biasness in the questionnaires as well as through administration of the questionnaire to a reasonable number of respondents.
Data collection tools and techniques
The personal survey questionnaire was the primary data collection instrument that I used to collect data during the research. The questionnaire was administered through the drop and pick method to the selected respondents. The questionnaire was designed to collect both quantitative and qualitative data. The research instrument comprised of three parts; part one focused on obtaining survey demographics from the respondents with a set of both closed and open ended questions. Part 2 concentrated much on the identification of various human resource development practices and contained four questions. Finally, the third focused on the personal view of the respondent and contained a series of open-ended questions.

Summary of the Data Findings
Managerial practices in any organization in the world affect all facets of the organization’s operations. Therefore, good managerial practices and decision making with regards to the employees translates to an improvement in human resource development. Indeed, a positive relationship or correlation exists between these two factors. The primary focus of the research was to identify how the managerial practices influence the human resource development plan and from the research, I found out that problem-solving teams affect human resource development. Kumar & Krishnaveni (2008) affirm that management practices that do not implement and develop problem-solving teams within their organization face a challenge in ensuring effective development of human resource in their organizations. Communication as far as managers are concerned is a very crucial aspect in human resource development. Poor communication only leads to development of more complex problems, which in turn affect the behavior of employees and may even hamper any efforts to bring desirable change when need arise. On the other hand, it was discovered that job security as dictated by management practices affect human resource development. Cherian & Jacob (2013) hold that proper human resource development strategies begin with giving employees an assurance of their employment within the organization.

Through job security, human resource development can be achieved with the minimum resources available and without jeopardizing with the organization’s desire to attain its goals and objectives. Additionally, it was established that there exist a relationship between flexibility in job assignment by managers and human resource development as rigidity in the same practice proved performance of employees inconsistent and of poor quality. Besides, incentive remuneration as a strategy used or neglected by managers in many contemporary organizations affects human resource development. Incentive remuneration seeks to reward consistency in outstanding performance among employees and thus has a great impact in human resource development. Where managers used incentive remuneration system appropriately, it provides support for human resource development while encouraging employees to attend to their call of duty accordingly. However, it was also discovered that inappropriate use or neglect of incentive remuneration as a strategic means of human resource development would always hamper the desired human resource development in an organization. Additionally, management practices play a greater role in the creation of labor relations, which has a direct influence in development of human resource.

Analysis of Data Results
The data was analyzed to summarize the essential features and relationships of data in order to generalize from the analysis to determine implementation of human resource development practice and their outcomes. Before processing the responses, it was important to edit the filled-in questionnaires for completeness and consistency. Descriptive analysis was used appropriately for proper scrutiny of the research findings before conclusion. Human resource department deals with the recruitment, selection, placement, training, and appraisal of employees within any company. The human resource element entails three managers i.e. the overall human resource manager and two assistants to facilitate effective management of employees in the institutions. Notably, all departments have supervisors and their assistants who manage employees on the ground to facilitate performance. Employees are always required to work within the given schedule and have a specified channel of communication to raise their concerns if any.

Globalization is gradually changing the face of human resource development in many business organizations as it enables managers to understand the different needs of employees effectively hence facilitating their development. Apparently, a number of companies have been able to embrace the best practices of human resource management because of the high level of globalization that necessitates them to operate in the manner that appreciates every aspect of their employees. Dinesh (2013) informs that motivational strategies that most organizations have embraced to drive employees toward the attainment of organizational goals contributes greatly to human resource development. Indeed, most companies would always use salary increments, awards, and the use of attractive titles to motivate their employees toward achievement of the organizational targets. Overall, global competition has facilitated the improvement of the management of human resources in many organizations as they look forward to remain competitive over a longer period.

The management in the human resource department has to put in place motivational schemes to boost the morale of employees and ensure that they adhere to the rules and regulations of the company in conducting their activities. Effective management practices facilitate proper growth and development of human resource in a company as results are realized as required. This can be observed from the high level of commitment and dedication that most employees at the company exhibit in the performance of their duties. The proper channels of communication that make it easier for idea sharing at the company also enables managerial commitment to promoting effective development of human resource. Effective employment of problem-solving teams can positively influence human resource development as well as motivate employees to dedicate their efforts and expertise towards realizing the organizational goals and consequently fulfilling personal goals.

Effective communication has a positive effect on human resource development. Information circulating within an organization need to follow desirable channels from the sender to the receiver and feedback is crucial for any communication to be effective. Cherian & Jacob (2013) propose that formal communication should be utilized appropriately in a bid to foster streamlined flow of information within an organization for efficiency and support to human resource development. Additionally, job security is crucially important and translates to a positive impact on human resource development. Giving assurance of employment to employees enhances positive development as far as human resource development is concerned. Managerial practices should aim at ensuring job security as a crucial tool that enables human resource development along the way. Flexibility in job assignment is a crucially important practice among managers in a bid to boost human resource development.

Managers ought to consider their employees for incentive remuneration as a way of appreciating their outstanding performance at work. The incentive remuneration serves the purpose of motivating employees and how as such contributes to the development of human resource. Dinesh (2013) is of the view that managers should have well designed incentive remuneration systems that seek to honor outstanding performance among employees, which in turn encourages human resource development in such organizations. Additionally, labor relations have a conspicuous effect on human resource development. If labor relations are well incorporated within the managerial practices this would in turn serve to spur human-resource development. Managerial practices should aim at establishing and upholding labor relation as a means of achieving human resource development in such organization.

Conclusion
In conclusion, this paper has established and explicated that indeed, there exists a nexus between managerial practices and human resource development. The paper demystifies a number of managerial practices that if not given appropriate attention, it would not be possible to attain human resource development in any organization. As such, the paper has noted that due to lack of problem solving teams, poor communication, lack of job security, lack of flexibility in job assignment, poor strategies for effective incentive remuneration to prolific workers, and poor labor relations, human resource development cannot be achieved.

Notably, the aforementioned are associated with managerial practices within an organization in such a way that they ought to be implemented in the best way possible to enhance human resource development. Therefore, it would be prudent for organizations to consider advocating managerial practices that aim at build up problem solving teams, implementation of effective communication, job security, flexibility in job assignment, , incentive remuneration, and establishment of labor relation to focus on human resource development. These research findings from my previous area of work can be used generally to reflect a number of such organizations that face the same challenges in the quest for human resource development.

References
Cherian, J., & Jacob, J. (2013). Impact of Self Efficacy on Motivation and Performance of
Employees. International Journal of Business and Management , 80-87.
Dinesh, K. (2013). Impact of HRD Practices in Creating Employee Satisfaction and Improving
Customer Service in Banks. International Journal of Business and Management , 176- 197.
Kumar, R., & Krishnaveni, R. (2008). Role of HRD Practices in Building Organizational
Commitment. Journal of Contemporary Research in Management , 1-20.

MANAGERIAL IMPACT ON HUMAN RESOURCE DEVELOPMENT 2

MANAGERIAL IMPACT ON HUMAN RESOURCE DEVELOPMENT 1