Why I Hate Hr

Why I Hate HR MGT/431 Why I Hate Hr The issue we are addressing in this assignment below is the problems of human pick Management the author has written the topic Why we hate HR? . He has listed several issues faced such by the human resource management managers and there is quite a form of times having to distance themselves from the employees. He has started his causal agency by talking about why human-resource does not do such a good job, and how can we fix it? hen he continues with the pungent criticism of the general outlook of people towards HR , and considers that the HR people just find a great excuse of partying, c onlying it a HR leadership training program at the nigh expensive resorts. Considered by many as a waste of time and money. Author Keith Hammonds, Deputy editor of Fast Company magazine lit up HR managers with his long August 2005 article entitled, Why We Hate HR. He made a number of harsh accusations about HR people. As we have assistn the article is pr ovocative.I know many people think such accusations are true for more or less in the line of work, though as generalizations either are wrong. Should HR say nothing, or what just should they say instead? In fact Human Resource is making vast leaps forward as we speak. Instead of bashing pet peeves in the profession we should look into what is working. Punching at a problem rarely encourages improvement, though it gets lots of notice and expected email, both from vexed HR people and those who love to instigate them. Its time for an equally pointed response.The author drags out most of the cliche, tired- merely-not-yet-dead accusations. He ploughs out four in particular that HR people are not the sharpest tacks, that they are paper and policy mongers, that they are by treating everyone exactly equally the mistaken belief this is fairness, and that the HR managers cannot see the bigger picture. The last is truly the key issue. The others, nonetheless, grow from this. If they miss th e larger picture of creating value, they are abstracted it not only for the companies they work for, but the singles and their needs as well.It is irrelevant to compare Human Resource to finance and other support operations. As all HR managers make pretty much the same accusations about all of these sectors. They joke about blinker eyed accountants who only focus on lockstep processes and cant see the value of investing in pioneering ventures. HR managers at the same time support divisions needle line executives for their tendency to brush forth technical issues in their hurry to take shortcuts just to make their bonus numbers. Such digs may be humorous, but none of this is constructive. Not the Sharpest Tacks looking at HR in perspective against Keiths claim that HR Managers are generally dull, side-lined executives who couldnt make it in other fields. Keith alludes to, but doesnt spell out that HR is relatively new as a profession without the 400 year history that, for example, accounting has. It was born out of paysheet administration to take on a chaos of work that line executives didnt want to make time for such as hiring, familiarizing with familiarity atmosphere, training, terminations, HR legal issues, human rights, health and safety rules and literally dozens of other tasks loosely related to people.It can be a punching bag for all departments and Head Honchos and add to that few break aways have to deal with the complexity of issues that HR does. Clear cut accounting rules have become increasingly complex lately, but nothing to compare with the massive grey celestial spheres and differing legislation that HR executives routinely have to deal with many of which offer few absolute, clear-cut answers to tell your chief executive officer or staff. Do really dumb people get stuck in HR? As per Keiths views many line managers, still sideline weaker managers into the sound and assign them mainly paper-pushing tasks, party-planning and police duty as he notes.Nevertheless those who may look like losers frequently arent. HR is often asked to impose rules, sometimes some that dont fit with most employees, mostly not thought up by HR at all, but by irritated fuming CEOs demanding spontaneous responses to routine organizational problems better handled in other ways. In one situation HR was routinely held responsible for a poorly designed bonus plan that time after time paid out top awards, including even south sea cruises, to some of the welt performing area head, which were only good at sweet talking.Dumping weak executives into HR shows as much or more a failing of line managers than of the individuals who end up in the HR function. This will be fatal going forward and wont be allowed to continue. A bigger issue is whether precedential teams can learn to effectively absorb the input of their HR members as valuable. Agreed not everyone is great, but HR certainly isnt the only area with some weaker players by any means as ever y function holds its share of those who couldnt make it elsewhere, but have hung on where they started, barely coping with the basics.What Keith doesnt wait to be aware of is that most executives never reach the top jobs in any case, nor could they. Organizations thrive because theyre tough on people in every function and ideally only the best rise to the top. Conclusion Keith Hammonds, author of, Why We Hate Hr, clearing has no good feeling towards Human Resource Managers. Team B strongly believes if we did not have HRMs in organizations today, there would clearly be a lot of confusion and no learning training in todays workforce.Keith spends a lot of time talking down on human resources but does not clearly go away any facts about his opinions. Team B is disagrees with the author on this article as it has been stated above these are truly just and only opinions from an individual who clearly hates human resources. References Hammonds, K. H. (2005). Why We Hate Hr. Noe, R. A. , Hollenbeck, J. R. , Gerhart, B. , & Wright, P. M. (2007). Fundamentals of human resource management (2nd ed. ). New York, NY McGraw-Hill.