Once Human Resource managers have delegated duties to employees, it is important to let them work on the tasks (Huselid, 2005). This is by giving them room to do so. Show authority but do not micromanage your employees. Micromanaging is a vice that can lead to employee turnover. This happens that employees’ expectations are being met in the organization but managers are applying excessive authority on them. Micromanagement causes damage to the employees and eventually to the manager (Dyer et al., 2003). It creates a stressful environment and discontent among employees. Micromanagement prevents employee development. The micromanager delegates duties but there is no effort to challenge employees with learning situations. Micromanagers end up delegating nothing of consequence to the employee, thus depriving employees the opportunity to grow within the organization (Dyer et al., 2003).
The micromanager often reprimands mistakes causing employees to hide their mistakes and avoid taking risks.
Managers should not also develop dictator tendencies. It is true that Human Resource management is not about showing friendliness with employees. It is about showing them you appreciate them while implementing authority. Software companies in India focus on the hierarchical aspect. The employees have no say and follow only the rules set in their manuals.
Presenting Employees with Challenges
This is a strategy whereby new employees are given an opportunity to work in an area where they can expect to develop intellectually. This is basically presenting employees with challenges they can overcome. Once employees overcome these challenges it becomes a motivation to them. Software companies in India embrace division of labor. Employees’ abilities are not known.
Sharing information with employees is a critical strategy that should be implemented by any organization (Guest et al., 2003). By sharing information, Human Resource managers are also able to source information from employees. Research findings have shown that perceived measures of performance can be a rational substitute of employees’ communication with management (Huang et al., 2012). This sharing of information includes information such as financial performance in the company.
Many employees are also shareholders in the company (majority of them being through retirement plans) and have a vested interest in the earnings reports. In addition to that, by ensuring employees understand the company performance and implications for the business, managers will help them understand the contributions of their individual performance and company results. If financial performance is low, employees will in turn increase the output which in turn increases productivity (Huang et al., 2012). Updating the staff on earnings will also help in reinforcing how the company is tracking against its strategy and business priorities. These are those strategies that were earlier observed in the business plan. Explaining the business priorities to the staff will help them understand what they need to do to increase company performance. The employees are a key factor in achieving this. Regardless of this, sharing of information has a limit. Software companies in India do not source employee feedback.