Why we hate HR

This shows the critical role and function f human resources management (HARM) in an organization. However, some concerns are articulated in the article â€Å"Why We Hate HER†. The author did some research on the effectiveness and efficiency of HARM function, finding that the HARM does not do their own Job virtually and accountably to maximize the human resources–finding the best hires, nurturing the stars, and fostering a productive work environment. Although some of the author's points may be somewhat radical, some points are knowledgeable.In the following analysis, own opinions are presenting to analyze and evaluate the author's arguments about the HER function in organizations. HER People aren't the Sharpest Tacks in the Box (Disagree) As I mentioned before, employees are valuable assets of an organization to offer necessary labor and worthy expertise. They are executors and performers following the top level management to make efforts and contributions to the organi zation. They are also related to the development and progress of an organization. Where do these employees come from?HER professionals hire them; and then train them to maximize their function and obligation. â€Å"HER is something of an umbrella term, encompassing many various functions within its scope. As the strength of [an organization] relies upon the strength of its employees, the effective management of an organization's human resources can propel the [organization] toward higher levels of performance. † (Kennedy, May/June 2004, Para. 2&3). This reveals the importance of HARM in an organization to regulate and manage employees and human relations across the different departments.In addition, the author divides the HER people into two classifications. One is intelligent people who fare poorly in meatier role, but not poorly enough to be fired so that exile from organization mainstream into HER apartment. Another type is those who enter the field by choice and with the best of intentions, but for the wrong reasons such as liking working with people. From own view, this classification is somewhat subjective and biased. Human resources people are employees of an organization as well.In order to execute their function, cursorily choosing and arranging them is not a wise way to improve the role of HARM so that the possibility of exile should be tiny. The ability and quality of HER people should be high enough to control the entrance of new employees, improvement of experienced employees, and human relations across the entire organization. HER Pursues Efficiency in Lieu of Value (Agree) The worth of deliverables is a vital measurement to assess the effectiveness and efficiency of HARM.This means the HER people are not measured by what they do but by what they deliver to not only the employees and line managers, but also the investors and customers. Recently, â€Å"the rapidly changing dynamics of the marketplace are forcing [organizations] to question whether they have the appropriate [knowledge], processes, and technology to deliver†¦ HER services that add alee and are cost effective† (Donahue, June 1996, Para. 2). This reflects two different kinds of deliverables, adding value and saving cost.Capital asset is used to produce value-added. The way of value creation is usually divided into two forms: material capital and human capital. In the perspective of human capital, it â€Å"refers to the aggregation of knowledge, skills, and vigor endowed in people, and it is the main body of value creation. With the emergence and popularity of human capital theory, people began to attach importance to human capital in economic growth, which accordingly contributes to the increase in human capital investment† (Ghana & Run- titan Jinn, March 2006, Para. ). This shows the tendency of value creation by HARM to the development of an organization. Specifically, HER people should connect right employees to the suitable position while selecting. Afterward, they should train the employees appropriately to deliver valuable and useful information so that new employees could better understand the organization, position, and responsibility. Finally, through performance appraisal, some issues and matters should be fixed. All Hess ways could add value into the organization to improve the progress.Cost saving is another type of deliverables that performs in the opposite way of adding value. It closely related to the financial executives so that the cooperation between financial function and HER function is tight and vital. â€Å"Financial executives need to make sure their organization's HER function runs smoothly and cost efficiently†¦ By performing a structured analysis of HER service delivery, [organizations] often can gain perspective on the proper course to follow to transform the HER function (Donahue, June 1996, Para. 11).The way of cost effectiveness by HARM could be communication among executives an d determination a realizable strategy in order to deliver HER services for equity and diversity in the future. HER isn't Working for You (Neutrality) HARM is restricted by legal labor regulations promulgated by the government authority, such as Equal Employment Opportunity, Fair Labor Standards, and Occupational Safety and Health. In addition, the organization itself has own policies and rules to be followed by HARM. This means HER people have to accept both the outsider and insider supervisions with reasonable caution to make sure it does not UN afoul of the rules.Usually, they pursue standardization and uniformity in the face of a workforce that is heterogeneous and complex because this way is relatively easy to regulate and manage the employees and functions. They have a tension created by HRS role as protector of the organization's assets so that compliance is put in the first place. Nothing would be smooth all the time. There are still some exceptions that violate the strict ru les. These exceptions should be considered by HER people under their management.Therefore, at this time, the way used by HER people o deal with the exceptions is important since it not only shows the capability of adoption, but also relates to the maintenance of relationship between employees and functions. In the article of â€Å"Why We Hate HER†, the author is somewhat radical that all the exceptions are not considered carefully and dealt with well by HER people because they follow the rules strictly without any exception. The author also describes that bureaucrats everywhere abhor exceptions–not Just because they open up the organization to charges of bias, but because they require more than rote solutions.From own viewpoint, the author's explanation is reasonable and understandable, but not absolute. Klein (Seep. 1998) found that â€Å"[Organization] human resource managers†¦ Often get no respect because they work in the so called â€Å"soft† end of th e company and seemingly don't directly affect the bottom line† (Para. 1). This reveals the reason why HER people do not accept some exceptions: the influence of accepting exceptions is diminutive that has no effectiveness and efficiency to the organization. Under this condition, some exceptions are ignored, not Just because HER people are lazy to find the solutions.Therefore, although there may be some excuses from HER people, most exceptions are considered carefully by HER people. The reason why some employees feel ignored may be that HARM do not give out a reasonable explanation timely and persuasively. Conclusion In my opinion, some of the author's main points are reasonable and persuasive, but some others may be somewhat radical. The importance of HARM cannot be ignored. It acts as a transporter between employees and employers, working for both of them. The function of HARM is to add value into the organization and save cost to maintain the worth of the organization. Why we hate HR This shows the critical role and function f human resources management (HARM) in an organization. However, some concerns are articulated in the article â€Å"Why We Hate HER†. The author did some research on the effectiveness and efficiency of HARM function, finding that the HARM does not do their own Job virtually and accountably to maximize the human resources–finding the best hires, nurturing the stars, and fostering a productive work environment. Although some of the author's points may be somewhat radical, some points are knowledgeable.In the following analysis, own opinions are presenting to analyze and evaluate the author's arguments about the HER function in organizations. HER People aren't the Sharpest Tacks in the Box (Disagree) As I mentioned before, employees are valuable assets of an organization to offer necessary labor and worthy expertise. They are executors and performers following the top level management to make efforts and contributions to the organi zation. They are also related to the development and progress of an organization. Where do these employees come from?HER professionals hire them; and then train them to maximize their function and obligation. â€Å"HER is something of an umbrella term, encompassing many various functions within its scope. As the strength of [an organization] relies upon the strength of its employees, the effective management of an organization's human resources can propel the [organization] toward higher levels of performance. † (Kennedy, May/June 2004, Para. 2&3). This reveals the importance of HARM in an organization to regulate and manage employees and human relations across the different departments.In addition, the author divides the HER people into two classifications. One is intelligent people who fare poorly in meatier role, but not poorly enough to be fired so that exile from organization mainstream into HER apartment. Another type is those who enter the field by choice and with the best of intentions, but for the wrong reasons such as liking working with people. From own view, this classification is somewhat subjective and biased. Human resources people are employees of an organization as well.In order to execute their function, cursorily choosing and arranging them is not a wise way to improve the role of HARM so that the possibility of exile should be tiny. The ability and quality of HER people should be high enough to control the entrance of new employees, improvement of experienced employees, and human relations across the entire organization. HER Pursues Efficiency in Lieu of Value (Agree) The worth of deliverables is a vital measurement to assess the effectiveness and efficiency of HARM.This means the HER people are not measured by what they do but by what they deliver to not only the employees and line managers, but also the investors and customers. Recently, â€Å"the rapidly changing dynamics of the marketplace are forcing [organizations] to question whether they have the appropriate [knowledge], processes, and technology to deliver†¦ HER services that add alee and are cost effective† (Donahue, June 1996, Para. 2). This reflects two different kinds of deliverables, adding value and saving cost.Capital asset is used to produce value-added. The way of value creation is usually divided into two forms: material capital and human capital. In the perspective of human capital, it â€Å"refers to the aggregation of knowledge, skills, and vigor endowed in people, and it is the main body of value creation. With the emergence and popularity of human capital theory, people began to attach importance to human capital in economic growth, which accordingly contributes to the increase in human capital investment† (Ghana & Run- titan Jinn, March 2006, Para. ). This shows the tendency of value creation by HARM to the development of an organization. Specifically, HER people should connect right employees to the suitable position while selecting. Afterward, they should train the employees appropriately to deliver valuable and useful information so that new employees could better understand the organization, position, and responsibility. Finally, through performance appraisal, some issues and matters should be fixed. All Hess ways could add value into the organization to improve the progress.Cost saving is another type of deliverables that performs in the opposite way of adding value. It closely related to the financial executives so that the cooperation between financial function and HER function is tight and vital. â€Å"Financial executives need to make sure their organization's HER function runs smoothly and cost efficiently†¦ By performing a structured analysis of HER service delivery, [organizations] often can gain perspective on the proper course to follow to transform the HER function (Donahue, June 1996, Para. 11).The way of cost effectiveness by HARM could be communication among executives an d determination a realizable strategy in order to deliver HER services for equity and diversity in the future. HER isn't Working for You (Neutrality) HARM is restricted by legal labor regulations promulgated by the government authority, such as Equal Employment Opportunity, Fair Labor Standards, and Occupational Safety and Health. In addition, the organization itself has own policies and rules to be followed by HARM. This means HER people have to accept both the outsider and insider supervisions with reasonable caution to make sure it does not UN afoul of the rules.Usually, they pursue standardization and uniformity in the face of a workforce that is heterogeneous and complex because this way is relatively easy to regulate and manage the employees and functions. They have a tension created by HRS role as protector of the organization's assets so that compliance is put in the first place. Nothing would be smooth all the time. There are still some exceptions that violate the strict ru les. These exceptions should be considered by HER people under their management.Therefore, at this time, the way used by HER people o deal with the exceptions is important since it not only shows the capability of adoption, but also relates to the maintenance of relationship between employees and functions. In the article of â€Å"Why We Hate HER†, the author is somewhat radical that all the exceptions are not considered carefully and dealt with well by HER people because they follow the rules strictly without any exception. The author also describes that bureaucrats everywhere abhor exceptions–not Just because they open up the organization to charges of bias, but because they require more than rote solutions.From own viewpoint, the author's explanation is reasonable and understandable, but not absolute. Klein (Seep. 1998) found that â€Å"[Organization] human resource managers†¦ Often get no respect because they work in the so called â€Å"soft† end of th e company and seemingly don't directly affect the bottom line† (Para. 1). This reveals the reason why HER people do not accept some exceptions: the influence of accepting exceptions is diminutive that has no effectiveness and efficiency to the organization. Under this condition, some exceptions are ignored, not Just because HER people are lazy to find the solutions.Therefore, although there may be some excuses from HER people, most exceptions are considered carefully by HER people. The reason why some employees feel ignored may be that HARM do not give out a reasonable explanation timely and persuasively. Conclusion In my opinion, some of the author's main points are reasonable and persuasive, but some others may be somewhat radical. The importance of HARM cannot be ignored. It acts as a transporter between employees and employers, working for both of them. The function of HARM is to add value into the organization and save cost to maintain the worth of the organization.