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Small enterprises do not have huge Human Resource departments to undertake the six R's of Recruiting (hiring), Retooling (training), Retaining (keeping), Reviewing (appraising), Rewarding (compensating) and Recycling (upgrading, re-assigning or outpacing) people. There are no formal screening tests, no rigorous interviews, no exhaustive background checks. Employees' performances are not periodically assessed nor are there regular feedback sessions. Training is often done "on the job" and as one goes along. People leave or stay depending on their personal relationship with the owners or management. Bonuses rely on the largesse of the boss and may come once a year.. read more..
In small enterprises, entrepreneurs deal with their people directly on a daily basis. These are very few layers of commands, perhaps one or two. It is essential, therefore, that entrepreneurs master the art of motivating people who are, needless to say, very complex beings. Finding out what motivates them to do anything is a life-long endeavor. There is no one theory, framework, or model that can explain people motivation. At best, all we can do is infer motivation from the day-to-day contact that people have with one another. These daily contacts allow us to postulate some basic concepts on how to motivate people. read more..
Entrepreneurs who manage small enterprises carry the burden of developing their people directly, particularly those who are in charge of critical functions. Small enterprises cannot afford to free their managers to attend training seminars. Management development therefore becomes the task of the entrepreneur himself or herself. The entrepreneur sets the direction, tells the people how to achieve their targets and guides them through all the necessary steps and processes in order to produce their best work. read more..
First impressions count a lot. Once people are hired, these hands-on entrepreneurs evaluate their staff up close, based on what they actually see and hear on the job. There are no formal evaluation formats but there are enough face to face encounters to forego with such bureaucratic processes. Promotions are earned through directly observed behavior and overt expressions of loyalty. While enterprises remain very small, informal staff evaluation methods may suffice. However, once enterprises grow, the task of measuring people becomes increasingly difficult. For one, face-to-face contact starts diminishing. Second, since staff evaluations tend to get ".. read more..
Business enterprises need a lot of teamwork to reach their goals. It is not sufficient that they recruit people who are competent. They must ensure that the entire organization is cohesive, coordinated, and complementary to one another. Cohesiveness means that the different parts of the enterprise pursue the same goals, live the same values, and share a common culture. Coordination means that the different functional areas (marketing, operations, finance, administration) know what the others are doing so that they can calibrate their work processes and deliverables. Coordination also means cross-functional collaboration in activities that require the involvement.. read more..
Why is there more and more importance being placed on Human Resources Management (HRM)? It is proven by many highly developed countries that investment in their human capital is the most important factor towards economic development and emancipation from the bondage of dearth. It is also becoming an interest among many institutions nowadays as capability building ensures continued productivity of their institutions. Thus, the continuous search for the best HR structure, innovative training programs for field, factory or office personnel is at stake and becoming a challenge to human resources practitioners. But many do not discern the human resource implications of environmental trends. It is.. read more..
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