how resource non manegment can cause humans
Answers
Answer:
Human resources plays an essential role in developing a company's strategy as well as handling the employee-centered activities of an organization.
Human Capital Value.
Business Budget Control.
Employee Conflict Resolution.
Training and Development.
Improving Employee Satisfaction.
Human Resources Cost Savings
Answer:
Human resources have two roles in risk management. First, people are a source of risk, e.g., shortage of employees, people doing sloppy work, an employee refusing to take on additional responsibility, or a key employee leaving two months after completion of a one-year training program. Second, people are important in handling risk, e.g., people using their ingenuity to solve unexpected problems, employees going the extra mile for the good of the organization, a key employee redesigning her own job to avoid unnecessary delays in getting work done, or an employee persuading a talented friend to apply for a position in the business.
Human resources include more than regular full-time employees. They include all management and labor personnel, family and non-family members, full-time and part-time people, and seasonal and year-round employees.
Human resources play important roles in farm businesses of all sizes. Orientation and training matter as much for one employee as for 20 employees. A business with just two people can have serious conflicts that jeopardize the business’ continuity and success. No team of people is so small as to avoid the need for leadership or so large as to make leadership impossible.
Risk specialists have traditionally focused mostly on important causes of risk such as weather, disease and natural calamities, and ways to deal with the risk. Risk management has paid little attention to human resources and human resource calamities such as divorce, chronic illness, accidental death, or the impact of interpersonal relations on businesses and families. Including human resources in risk management reflects the fact that people are fundamental to accomplishing farm goals. Human resources affect most production, financial, and marketing decisions. People can help or get in the way of accomplishing what managers have planned.
Smaller family businesses do not escape the impact of people. In these businesses, as in larger businesses, people are a source of risk and are important to the business’ ultimate success or failure. Overdependence on family members for management and labor negatively affects family business effectiveness and efficiency. A family may have highly talented people in one management or labor area but fall short in another area. Confronting human resource risk may take the family business outside its usual boundaries to fill critical labor and management gaps.
A manager’s paradigms are the mind-sets reflecting the knowledge, beliefs, perceptions, and assumptions about the world in which he or she functions, e.g., hard work brings success. Human resource paradigms are the eyeglasses through which managers see people and their ability to contribute to the business. How the management team views and feels about human resources directly affects human resource management. Note the contrast between these two sets of paradigms:
People are an unfortunate and unavoidable obstacle.
Good people don’t want to work in agriculture.
Hired labor doesn’t care about the business.
The management team, not employees or the rest of the family, determines the paradigms that shape the human resource environment. Managers choose their paradigms. Managers can change their paradigms. In turn, managers’ human resource planning, hiring, training, communication, and discipline practices mold the work force. The causation is from management to labor, not labor to management.
Managers incorporate their paradigms into the business’ culture. Each business’ culture reflects its uniqueness, i.e., its values, beliefs, jargon, norms, and traditions. By changing its paradigms, the management team can change the business’ culture and the environment within which its people are functioning. To illustrate, a paradigm that views employees as not caring about the business will cause management to be hesitant to ask for their opinions or delegate responsibility to them. This leads to a culture in which employees are distrusted and isolated from management. A paradigm that views workers as caring and dedicated to the business will lead to managers trusting them and asking for their input on important decisions. The result is a trusting culture and mutual respect.
Together, paradigms about people and the business’ culture determine the environment within which people do their jobs. A positive human resource environment reduces risk and increases the business’ ability to handle the risk that does exist.
Explanation:
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