HOW MUCH DO WE VALUE AND RESPECT HUMAN RESOURCES?

We are informed by the basic principles of human resources management that human beings are the most important assets of an organization. Indeed, the success of any organization depends mainly on how effectively it manages its human resource.
Greater resources for any organization is more easily achieved if the human resources policies and procedure s are closely linked with its corporate objectives and specific plans. That corporate culture, value and organizational climate have a major influence on the achievement of excellence by the human resources in an organization.
But is it correct that the most of us are happy to put aside the human resources consideration when it suits us as leaders of Institutes and different organizations, when it Interferes with profit margins, or when it challenges our leadership and management style? That while as we should always aim to harmonies our values and beliefs with those of our staff, and indeed as an organization we can change everything about ourselves expect our core values and beliefs, we quickly choose to forget this when it Suits individuals.
Are board member in corporation offering leadership by ‘providing the way’ by inducing employees to have the same aims as the leadership or are they in competition with their employees?
Does your staff view you as intelligent, objective and trust worthy? Rules of cooperate governance demand that corporation boards offers motivation to staff through humaneness, humility, commitment, courage, sternness and disciple.
Are you aware that when you value and trust employees, they take responsibility for what they do and respond best when they are given a freedom of action.
Did you also know that success is measured by the recognized efforts all, not through chest thumping when we make a few successes without consideration to those who clearly sweated it out for us.
Now while this demand of profit making Institutions, it becomes imperative for human rights and governance organizations. In addition, rules of corporate governance demand that boards should continuously strive to ensure the maintenance of motivation and job satisfaction among employees and encourage commitment by walking the talk and talking the walk.by Kanene
Many leaders assume that they are the organization, that to be chair to is to run an organization with an iron fist, which must not only be felt but also seen.
Harnessing the collective skills of board members and the executive Team is forgotten whenever there is a challenge at hand. Encouraging directors to participate is only relevant when it is in support of the chair’s agenda and is conveniently forgotten when things are not going the leader’s way. Rules of corporate governance remind us that this affects the efficiency and eventually productivity of the organization.
Directors in their working hours must be continually vigilant if they do not wish to experience the most horrible nightmares possible.
Thus board members are no longer Christmas tree to be seen, nor will their liability be judged within their level of skills, knowledge and experience. Rules of Corporate Governance demand that a director participates effectively and should not blindly rely on the judgment of others but that they must exercise ordinary care should they have any facts, which awaken suspicion and put a prudent person on guard. In such a case, a degree of care commensurate with the evil is required.
Whereas the authority to exercise the organization’s powers is delegated not individually, but collectively to the board, the duty and extension liability are owed by each director individually. So if you are a board member anywhere, remember you have contractual obligations to participate fully for effectiveness and productivity of your organization but in case of legal or financial liability to the firm, you shall be individually liable. The exercise of due care is therefore highly demanded of you.