HUMAN RESOURCE CHALLENGES
IN RESEARCH MANAGEMENT
WITHIN THE CONTEXT OF
RESOURCE LIMITED SETTINGS
By Mrs Margaret Mayiga and Catherine Tugaineyo
Association of Research Administrators in
Africa (ARAA) Annual Meeting
Kampala, Uganda 2010
Human Resource Management
(HRM)
 Human Resource Management (HRM) is a strategic and
coherent approach of managing the most important
asset in an organization, the human resources.
 It’s a function within an organization that focuses on;
 recruitment and retain of,
 management of, and
 providing direction for the people who work in the
organization.
HRM Cont’d
 Human resources are an organization's greatest assets because without
them, everyday research functions such as;




managing clients flow,
making daily protocol decisions,
communicating through all forms of media, and
dealing with clients and stake holders could not be accomplished.
 Human resources and the potential they possess are key drivers for an
organization’s success. With globalization and technological advances,
today's organizations are continuously changing.
 Thus, organizational change impacts not only the Research output but
also its employees.
HRM Cont’d
 In order to maximize organizational effectiveness,
 human potentials,
 individuals' capabilities, time, and talents must be
managed and developed.
Hence,
The practice of human resource management
(HRM) and human resource development
(HRD) works to ensure that employees are
able to meet the organization's goals
HRM FUNCTIONS
 Globally, the term HRM and HRD has been used by scholars,
researchers, academics and practitioners.
 HRD evolved from HRM
 In the research world the term admin and HR have
been confused
However
 Confusion arises on the terms or labels for HRM and HRD and its
position in management function.
 The term for HRM has been understood as the only word to represent
and explain the management and development of human resources
from the point of;
 Recruitment to compensation and rewards
Through to
HRM Functions cont’d
Hence
 It is pertinent to examine the terms that evolve- around the
management and development of human resources in
organizations.
Therefore
 In order to achieve this objective, it is important to examine
the difference in terms for HRM and HRD, the history or
starting point for HRM and HRD, their relationships and
the up-coming terms used to refer human resource
management and development.
 Goals of HRM
Employer
Employee
Effectively
make use of
the talents
and abilities
of employees
to achieve the
operational
objectives
Seeks to ensure
that the
individual
employee is
satisfied with
both the working
environment and
the
compensation
and benefits that
he or she
receives
Human Resource management
in Research
 Competitive advantages for Research management
focus
Recent past
Focus
Emerging research
management
Quality Data output and
technology
Focus
Investment in human capital
Knowledge and commitment
and
Enthusiasm of employees
 Shift in Research focus
 From
Physical
Assets
To
Knowledge and
Information
i.e. Intellectual
capital.
 This shift poses challenges in research management
capacities
Challenges
1.
Ability to effectively manage a diverse body of talent
that can bring innovative ideas, perspectives and
views to their work.
 With the mixture of talents of diverse cultural
backgrounds , gender, ages and lifestyles , the
Organization can benefit more from research skills
rapidly which must be one of the Organizational goals to
be attained and support of diversity broadly, will
prevent losing talent to competitors.
Strategy # 1
 Initiating diversity mentoring programs.
Engage consultants to;


Encourage members to move beyond their cultural frame of
reference
Recognize and take full advantage of the productivity
potential inherent in a diverse population
Challenges cont
2. We still hold to some old systems of leading and
managing human resources exclusively for research
output which do not work in today’s context.



Leaders with limited management skills and
inadequate mentorship
Focusing on physical assets instead of intellectual
capital
‘The Responsibilities and objectives of Human Resource Management’, Richmond Anyidoho,June 18,2010.
Strategy # 2
 A more appropriate mode of leadership linked to reforming
management systems and committed to moving beyond
planning to implementation , is essential to the solution .
Planning
Implementation
Effective
Leadership
Challenges cont’d
3. HR management policies and practices are often not
in professional hands.

This includes all line managers
Strategy # 3
Train line managers in current leadership/management
skills that focus on intellectual capital
Challenges cont’d
4. There is lack of support to advocate for funding of
HR solutions to go hand in hand with funding for
Research Programs .
 Some donors limit funding to certain aspects of research

E.g. millions of dollars have been availed to ensure availability
of AIDS and tuberculosis drugs but limited funding has been
committed to ensure that there a sustainable workforce to
administer these drugs
Strategy # 4
 Advocate funding for HR solutions
 Sensitizing donors about the importance of Human
resource solutions
 Involvement of HR managers in budget development
Challenges cont’d
 Another challenge is the unrealistic time frame.
- HR solutions require time (at least three to five years ) to
produce results .
Change takes
time
Conclusion
 The complex conditions under which we work to
address the HR crisis demand a new style of leadership
that;
 Encourages innovation and
 Team work and
 A more professional approach to HR management .
At all levels of the Organization we need committed
leaders and qualified HR managers to translate
organization strategies and HR reforms into
solutions on the ground.
Some References:
 Human Resources for health
http://www.human-resources-health.com/home
 Abstract :The key to improved results in health ,
Mary l O’Neil
Human resources for Health 2008
 Richmond Anyidoho, June 18,2010.’The
Responsibilities and objectives of Human Resource
Management.’
Any Questions ????????
Thank you