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Attributes of Effective Human Resource Management


For an organization to have effective human resource management that can replicate regular functions with consistency and constancy, it identifies the strength and commitment of employees. The human resource managers in the organization should have the critical attributes of organizing, which include being a good communicator, developing outstanding leadership and conflict management skills, being an expert in organization and multitasking, and being aware of ethical responsibilities.

A human resource manager should be a great communicator, whereby the manager can communicate effectively to all levels of management in the organization. The manager should give clear instructions to the workers of what they are supposed to deliver while attending to their duties. Be aware of how to communicate when addressing the issues that arise in the organization. And also, use the appropriate method while making announcements concerning all the people in the organization (. Sinčić Ćorić, D., & Pološki Vokić, N. (2009).

A good human resource manager should develop outstanding leadership and conflict management skills. Through these skills, the manager can make decisions that favor the organization towards achieving its goals. Being ready to handle and solve all the conflicts that arise either among employees, between employees and supervisors, or even between the employees and the top-level management of the organization (RefSaeed, B et al. 2019).

For the management of human resources to be effective, the human resource manager should be aware of the ethical responsibilities through ensuring fairness and justice to all the employees in the organization. They should give promotions to those who deserve it and punish those who do not equally follow the organization’s rules. Through this, the manager can create and maintain an environment that encourages potential workers to be more productive and work to their fullest towards achieving the goals set.

A human resource manager should also be an expert in organizing and multitasking. To survive as a human resource manager, one should be comfortable multitasking, whereby one can deal with and balance the planned tasks and those that arise without being prepared for them. Also, know about organizing tasks like selection and recruitment, employee payroll, and employee relations.

Have good negotiation skills. Both the employees and the managers may negotiate on the salaries and other job conditions. Through doing this, they examine an individual’s skills and what the company requires. By engaging in this activity, both parties want what is best and variable for them (Rousseau, D. M., et al., (2006). Employees that require to travel while attending to their duties or relocate from one place to another may negotiate with the manager for allowances. The allowances are allocated for food, housing, clothing, and traveling.

Know the vision and work towards achieving it. The human resource manager should be aware of the organization’s long-term goals and vision, and mission. After knowing this, the manager and the human resource management team have to make sure that every organization member is aware (DeCenzo, D., al, (2016). They should start from the first hired to the recently hired employees. The growth of the organization should be the priority to ensure effective management. The employees and the contractors involved follow the systems and service policies of the organization.

In conclusion, for an organization to have effective human resource management. The human resource managers employed should have the above-discussed attributes. Through this, the organization can maximize profits and work towards achieving its future set goals.


DeCenzo, D. A., Robbins, S. P., & Verhulst, S. L. (2016). Fundamentals of human resource management. John Wiley & Sons.

Michael, A. (2019). A handbook of human resource management practice.

RefSaeed, B. B., Afsar, B., Hafeez, S., Khan, I., Tahir, M., & Afridi, M. A. (2019). Promoting employee’s pro-environmental behavior through green human resource management practices. Corporate Social Responsibility and Environmental Management, 26(2), 424-438.Terence Michael, A. (2019). A handbook of human resource management practice.

Rousseau, D. M., Ho, V. T., & Greenberg, J. (2006). I-deals: Idiosyncratic terms in employment relationships. Academy of management review, 31(4), 977-994.

Sinčić Ćorić, D., & Pološki Vokić, N. (2009). The roles of internal communications, human resource management, and marketing concepts in determining holistic internal marketing philosophy. Zagreb International Review of Economics & Business, 12(2), 87-105.


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