Background
In the twentieth century, managers learned how to manage physical labor effectively. In the XXI century, an essential task of the manager is the need to master the art of effectively managing the mental and creative work of the employees of an organization, using various tools, one of which is time management. In performing the essential management functions, the manager relies on specific resources: people, finances, and raw materials. At his disposal is another unique resource – time. I want to refer to the article by Nisa Eksili Human Resources Management: Challenges in the Digital Society, as humanity enters a new information age.
The Gist of the Article
This article reveals the need for time management in human resource management in an organization. The main emphasis is on recognizing the importance of time management in the human resource management process and its direct relationship to human resource management strategies. The author states the need for time management at present is due to such factors as the instability of the global economy and market conditions; the constant need for change and innovation (Eksili, 2022). All of them lead to specific actions about the organization’s employees. Namely, they require delegating significant powers to employees and constantly increasing the number of tasks to be solved.
At the same time, it is essential to organize the activities of the staff so that they are aware of their goal and objectives facing them, competently set priorities, and can carry out flexible planning of their time. Before a manager begins to implement time management in the organization must determine which personnel management strategy is initially implemented in the company, the “strategy of coercion” or “strategy of persuasion” (Eksili, 2022). The first area of time-management technologies concerns management systems. Here the focus is on the organization of the system as a whole, and the effective use of each employee’s time becomes a consequence of a properly structured system.
These days, total quality management, business process re-engineering, project management, and other organizational time management technologies are responsible for this area. Suppose an employee is only required to strictly follow the manager’s instructions and fulfill job descriptions, then application of “enforcement strategy” and managerial technologies of the first group, which directly affect (Eksili, 2022). It is explained by the fact that the performance and the results of the staff member’s activity directly depend on the functioning of the whole organization and the competent regular management. In the case where the performer needs to show creative initiative, make independent decisions directly in the of work, react flexibly and immediately to changes taking place around changes, as well as take responsibility and not only follow and carry out prescribed actions, time management technologies become necessary and time-management technologies become necessary and urgent of the second group.
Practical Relevance
Thus, in practice, for the successful functioning of the organization and to achieve effective results, a manager must be able to perform time management competently. It is essential to consider the nature of the work performed and especially the human resource management strategy implemented at a given time in the organization. It is essential to be aware of the need to apply time management and the impact of its technologies on the behavior of employees, who, in turn, can turn into active actors. By implementing time management in an organization, a manager will be able to correlate the goals of the organization and the goals of the employee. It will help steer them in the right direction and get a non-linear improvement in the process of organizational functioning. Competent and regular Time-management also gives employees the understanding that inefficient use of their working time leads to the reduction of personal profit of each employee, and not only its material side.
Reference
Eksili, N. (2022). Human Resources Management: Challenges in the Digital Society. In Increasing Supply Chain Performance in Digital Society (pp. 262-277). IGI Global.