Any organization worth its name is guided by its own vision, mission, goals, objectives and action plans. These are the main ingredients that show the character of an organization and are felt in all aspects of its operations. The main aim of human resource management in the organization is the optimization of an organization’s performance to enable employee satisfaction which is well-planned. The achievement of an organization’s objectives and goals largely depends on the attitudes and behaviors of its employees. The management and employees of an organization need to familiarize themselves with the business goals and objectives of their organization s as to work in harmony. This also includes have a good knowledge of than organization’s vision and mission statement including its action plans. Some companies combine both their mission and vision into one paragraph or statement whereas others create annual mission statements according to their business strategies for a particular year. The mission and vision statements are closely related to the management of performance in an organization (Ogedegbe, 2014).
The first process of performance management is the designing of an organization’s mission and vision statement. This is because it defines the organization’s objectives in providing answers on what should be done or obtained. It includes the expectations of the society and the values of the organization and gives a clear picture of what the organization is all about. In recent years the mission and vision of many organizations has been the motivation of employee and the allocation of greater human resources to help improve and determine the operations and performance of the organization which help to establish common values to all members of the organization.
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It is in this light that the human resource management of any organization should take these business components seriously. This is because they need to formulate their strategies in recruitment, hiring, training and maintaining new employees in line with the core values and purpose of their company’s vision and mission. This will help them to easily direct the workforce to work towards common goals and objectives of the organization while following through with its action plans. The human resource management should come to the realization that the organization’s human resources are real people and not just a workforce that can be easily mobilized.
The success or failure of the organization to meet its goals and objectives is highly dependent on how well the human resource management has been able to recruit, hire, train, and maintain its workforce. People have ambitions, feelings and desires and as such should be well oriented to the company’s core values and purpose. It is the job of the human resource management to recruit the right kind of individuals whose ambitions, interests, capabilities and competencies are in line with the goals and objectives of the organization. The mission and vision statements are important to the organization because they determine the type of goals and objectives the organization will pursue. This will then inform which action plan the company will adopt to achieve its goals and objectives and, therefore, fulfill its mission and vision (Hess et al, 2015).
For the organization to fulfill its mission and vision it must recruit the right kind of staff to help it achieve its goals. The human resource management should have assessment programs which are accurate. Keeping of accurate recruitment assessment helps the company to get the right kind of staff who are able to help the organization to achieve its goals and objectives. This should be part of a staffing strategy that the human resource management can use to ensure that the company runs smoothly where every employee understands his roles and obligations. It is the desire of every employee to become part of the organization that he feels is well run and organized something that they perceive soon after making their application submission for the recruitment process. This feeling should also continue even after they undergo the training process which should help them understand the company more. This will help them improve their performance due to complete understanding of what the organization stands for. The compensation that the employees receive because of good performance is paid as some sort of recognition which goes a long way in boosting their morale and the creation of a conducive working environment (Wattanasupachoke, 2009).
The human resource management know that the greatest resource of the organization is its workforce. It is therefore, imperative for the organization to hire the right kind of staff. The hiring process is of importance to the human resource management because new recruits have the potential of either improving the performance of the company or subverting it. Human resource should ensure that the recruits understand the mission, vision, goals and objectives of the organization. It will instill a sense of direction and purpose to the new employees and assure them that the organization is well-organized. By doing this, the human resource management will be managing the expectations of new employees and reduce incidences of displaced expectations and disillusionment. The goals and objectives of the company should be imparted to new employees at a very early stage to help them make informed decisions. The organization can greatly reduce employee turnover and increased job satisfaction when employees are well-informed of their duties and obligations in line with the organization’s goals and objectives (Hess et al, 2015).
References
Hess, K. M., Orthmann, C. H., & LaDue, S. E. (2015). Management and supervision in law enforcement. New York: Cengage Learning.
Ogedegbe, R. J. (2014). Achieving organizational objectives through human resource management practices. European Journal of Business and Management , 6 (16), 18-22.
Wattanasupachoke, T. (2009) Strategic human resource management and organizational performance: a study of Thai enterprises. Journal of Global Business Issues, 3(2), 139- 148.
