Scenarios of Critical Decisions One May Need To Make As a Manager

Human Resource Management involves handling personnel decisions which have an impact in the performance of any organization or company. These decisions may include hiring, position assignment, training, deciding on employees’ benefit and compensations among others.

For that case most organization’s executives appreciate human resource manager’s experiences and skills in assessing personnel (Charles & Gareth, 2001). Although human resource managers perform hard tasks in strategic planning and budgeting for employees, the most difficult task is handling issues of staffing, refereeing disputes between two personalities, firing employees, maintaining ethical cultures and reprimanding irresponsible employees in the course of monitoring them (Armstrong, 2006).

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Performing these duties can be challenging to human resource managers and most employees fear and dislike them because of these mandates. Let us have a look at some of the critical decision, mentioned above; one may need to make as a manager regarding employees.

When a resource manager is required to lay off some people, he or she should spare the new employees and lay off employees with lowest performance evaluation. One of the major duties of a human resource manager is to ensure performance of each employee is at a standard that maintains competitive advantage for the organization.

Being the sword bearer, if there is a need to reduce employees, it would be fair to maintain only the employees who have a good performance history (Armstrong, 2006). The newly employed employees should be spared at all costs because their ability is not yet evaluated and their potential not known.

They should be given a chance to get oriented into the organization’s culture and therefore the culture of the company will be defined from the performance bases and employees will be more careful on their performance culture in what Charles & Gareth (2001) analyzed as a set of shared mental assumptions that interpretation and action in an organization define appropriate behavior for various situations.

The second situation is establishing a dress code and this touch on the culture and ethics at work place. For this case, the best approach is to have employees discuss it amongst themselves and let them weigh the effects of each choice on the performance of the organization.

As a human resource manager you should ensure the dressing code of their choice should not compromise the organization’s code of ethics, performance and policies. As a result employees will easily adapt to the new culture without feeling intimidated because they are involved on deciding an issue which is directly affecting them (Erdogan & Bauer, 2010).

The third decision is based on closely monitoring employees at work or trusting them to work on their own. For better performance, a manager requires to know that human resource is managed closely for better performance otherwise there would be no need for human resource managers (Erdogan & Bauer, 2010).

To ensure that these resources are doing the right thing at the right time, they are supposed to be closely monitored so that they maximize their input into the organization activities hence high output.

In conducting performance appraisals, a manager should do so on the basis of behavior rather than knowledge for some reasons. First, a knowledgeable employee who is disobedient and badly behaved at work cannot translate the objectives of an organization into reality but a cooperative well behaved employee can be managed and developed into a high performing guru in the company (Black, 2003).

For that case therefore good conduct and behavior at work should precede knowledge. All these choices should be made in a way that hints the kind of ideals, goals and standards of behavior that are aimed at achieving organization’s goals and objectives.


Armstrong, M. (2006). A Handbook of Human Resource Management Practice (10th ed.). London: Kogan.

Black, R. (2003). Organizational Culture: Creating the Influence Needed for Strategic Success. London UK:

Charles, W., & Gareth R. (2001). Strategic Management. Boston: Houghton Mifflin.

Erdogan, B., & Bauer, T. (2010). Organizational Behavior. Irvington, NY: Flat World Knowledge.


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