Cover Letter

Cover Letter
Professionalism is vital in managing people and other human resource functions. In managing people, professionalism is essential in motivating them to perform and create a positive environment for career growth and the overall good performance of the organization .Professionalism entails competency, integrity and honesty, specialized knowledge and skills, accountability, self regulation and enhancement of one’s image.
In human resources function, professionalism entails wielding specialized knowledge and skills. Professionals are renowned for their specialized knowledge developed through deep personal commitment to improve their skills and in most cases; they have academic credential that serve as the basis for this specialized knowledge. As such, a professional in human resource function work in sustained, thoughtful and serious ways to keep their skills and knowledge constantly updated (Earley & Bubbs, 2004).
Competency is a major trait that is exhibited by professionals and entails being reliable, ability to uphold one’s promises and capability of making situations right and managing expectations. Further, it should be noted that professionals stress of finding solution to problems and avoid making excuses (Earley & Bubbs, 2004).
Self regulation is a vital trait that shows that one is a self started and is able to work under pressure. Genuine human resource professionals exhibit high levels of respect to people around them and show emotional intelligence by taking into account the needs and emotions of others (Lewthwaite, 2006).
Human resource professionals exhibit accountability in their actions, words and thoughts, especially in cases where they make mistakes. Actually, accountability is closely related to integrity and honest and acts as a starting point to get respect from both junior and senior employees (Lewthwaite, 2006).
Human resource professionals must portray the qualities of integrity and honesty in order to effectively handle human resources functions. These qualities are imperative for them to be trusted and keep their words. As such, they do the right things no matter how difficult a situation may be and do not compromise their values. Further, human resource professionals are willing to learn from others and are usually humble (Lewthwaite, 2006).
Enhancing one’s image is instrumental in enhancing professionalism in work places. Professionals are clean, neatly dressed and show confidence. Good image is vital in being a role model to others and is instrumental in gaining respect (Earley & Bubbs, 2004).
Professionals in human resource functions honor their commitment and keep their work. They admit in situations where they are unable to perform a specific duties are willing to seek help from other professionals. In addition, they are responsible in whatever they do in order to realize the goals of the organization (Earley & Bubbs, 2004).
Part 2
The three developmental needs in my quest to develop high levels of professionalism are continuous learning, developing emotional intelligence and building work place expertise.
Developing emotional intelligence is vital in an excellent development of a career. When dealing with people, one is bound to meet people with different emotional needs thus it is imperative for a professional to develop emotional intelligence (Scarpello, 2008). My strong point in the case of emotional intelligence are being able to listen attentively and actively to people working under my jurisdiction, observing what is happening to the work force and assist workers to realize their emotional needs and dealing with conflicts diligently. However, my weakness occurs in situations where intense conflict among employees has occurred and is taking psychological dimension calling for mediation. Further, I consider following up emotional states of employees as contravening their rights to privacy. In order to enhance my career aspiration as a human resource expert, I believe I can promote my emotional intelligence by constantly working with employees as a team and seeking assistance from a number of human resource texts that deal with the behavior of employees.
Continuous learning is a vital element for developing professionalism when managing people. Through continuous learning, one gets acquainted with knowledge of the ever-changing information and knowledge in the human resource management (Mankin, 2009). My strong point in pursuing continuous learning is premised on the ability to learn through the internet and attend seminars on leadership and the management of people. My only weakness is failure to effectively balance between work life and learning due to the busy nature of the profession. In my opinion, I can attain the needs for continuous learning through attending continuous seminar on leadership and engaging in gaining skills through internet learning tools and social media. Continuous learning is instrumental in promoting professionalism in work places and thus ma priority when managing people.
Building work place expertise is vital for human resource function. The work place environment is usually different from that in school and thus one needs to learn on different dynamics in work places (Jacobsen, 2006). My strong point in relation to this need are ability to learn and master issues that are related to the real work environment, ability to work and develop cohesive teams, work under pressure, and being responsible for my actions and that of my subordinates. My weakness in relation to this need are difficulty in dealing with people from different cultural backgrounds especially those whose views are different from mine, being lenient especially to those who make mistakes and adopting consultative leadership style resulting in I being seen as a less assertive leader. I can improve this need in order to realize career aspiration by being tolerant in work places where people are from different cultural backgrounds, consulting widely on issues that I may not be conversant with in order to develop workplace experience and engaging continuously in teamwork in order to understand the tenets of managing people.
Part 3
I have always envisioned a job position that offers me an opportunity to exemplify principles of professionalism in my career as a human resource advisor. In pursuit of this goal, I would ensure that I carry out my advisory role within the relevant legislations. This will ensure that the human resource advice is in compliance with the minimum standards that are set for the organization to attain (Mathis, & Jackson, 2009). I would support positive as well as active approach towards working with the employees. This would ensure that my focus will not be on solving problems that has occurred, but identifying emerging weaknesses and offering proactive advice as to how the organization should stop the identified problems from materializing. I will also remain supportive of employees in their day to day work, whenever such a need arises. In delivery of my human resource management advisory services, I would ensure that the organization establishes an equitable work environment. This is a professional principle that will ensure that nobody will be discriminated against in the organization in spite of their social cultural, economic and health status. Successful human resource management will only be attained through the accommodation of diversity in the work place. As the human resource advisor, I would ensure that my services are aligned with the organizations overall goals and objectives. This will enhance the contribution of the human resource department in enhancing the ability of the organization to attain its mission and vision. Professionally, I will offer my services in the organization in manner that promotes learning as well as personal development within the organization. In delivery of my services as the human resource management advisor, I will ensure that I act within the confines of moral integrity and professional code of ethics. This will promote the common good of all individuals in the organization while at the same time ensuring that the services adopted in the organization are within the confines of sound ethics (Lengnick-Hall, & Lengnick-Hall, 2003).
In delivery of my services, I may be asked to offer advice in a scenario where the organization is faced with crises where high numbers of employees are complaining of discrimination in terms of gender, race and health. In that case, I would act in a manner that promotes equity. I would thus bring to the attention to employees and their supervisors on the organizations anti discrimination codes as well as the legal provisions prohibiting discrimination in such organizations. To promote this equity, I would establish communication channels where the victims report the matter and appropriate disciplinary action taken against those perpetrating such discrimination (Lengnick-Hall, & Lengnick-Hall, 2003).
Another scenario where my advisory services may be required is in a scenario where management is expecting to implement particular change to the organization. I would act professionally, informing the top management on the need to involve employees in change decision making. With their involvement guaranteed, this would significantly enhance their willingness to engage with the organization. Through educating them on the need for change, their acceptance levels would be significantly improved. As a human resource manager, I would not discriminate on the involvement of employees in the organization. I would ensure that no employees are coerced to accept a particular course of action or decision in the change decision making process. As a result of this, the organization would boost employees’ morale in undertaking this change while at the same time increasing the potential efficacy of the change implementation process. Change management process is a rather involving act, which requires organizations to identify potential areas that are likely to hinder the effective attainment of the organization’s goals and objectives (Scarpello, 2008).
Part 4
I am very comfortable when it comes to shedding of light on corporate politics. For many years, many organizations had experienced internal politics. The outcome of these politics has either enhanced the performance of such organizations or hindered the ability of such organizations’ to attain their overall goals and objectives. As a result of this, political attitudes as well as actions within an organization should not be ignored. In stead of ignoring them, they should be identified and the potential solutions towards solving of such problems identified. This will play an important role in identifying ways in which the organization can influence such politics in a positive manner whenever they arise (Stone, 2008).
Politics in organizations refers to processes as well as behaviors and actions engaged by individuals and through which they realize and access power. Politics in organizations are aimed at securing power. There is thus a need for the organization to recognize the potential existence of such politics. Nevertheless, there would be a significant need among managers to identify the motives behind such politics. This would ensure that politics that promotes common good as well as attainment of organization’s vision are promoted. On the other hand, there would be a need for the organization to ensure that such politics are not driven by personal interest or mere discrimination in the organization. Politics that promotes performance as well as attainment of the overall goals and objectives of an organization should thus be encouraged (Amos, 2008).
In the past, many individuals perceived organizational politics negatively. It was seen as contributing negatively to the unity as well as productivity of individuals within the organization. Nevertheless, there is increasing understanding of the reality that organizational politics are real in today’s world. Often, employees engage in a win-win politics. When this is done, organizations significantly enhance their ability to attain their overall goals and objectives. Nevertheless, when some people lose in such situations, they brand such moves as politics. There would be a need for me as the human resource manager to help the top management scan organization politics and de motivate politics that are likely to reduce performance within the organization. On the other had, the organization would promote politics whose motives are likely to promote the performance of the organization. The top management should influence politics in a manner that enables them retain their power while at the same time ensuring that the organization’s overall goals and objectives are met. Politics are not always cunning moves by individuals for individual gain purposes. They are also triggered by the complexity as well as demands in the organization. It is triggered by allocation of duties and differences in personalities. There is thus a need for me as a human resource manager to scan these sources and ensure that the organization adopts them in a manner that enhances their productivity while at the same time ensuring the reduction or elimination of such politics in organizations (Ivancevich, 1998).
It is thus, with full confidence that I am capable of performing the advisory role in your organization. Through my services, your organization will benefit significantly. It will enhance the ability of the organization to execute its human resource goals. In addition, it will increase the ability of the organization to manage its employees and boost their productive capability. Through adoption professional human resource principles, the organization will increase its ability to operate within the confines of sound human resource management. Through effective service provision, the organization will significantly enhance its ability to serve customers. It will increase the ability of employees to execute their goals and objectives.

References
Amos, T. (2008). Human resource management. Wetton, Cape Town: Juta.
Earley, P., & Bubb, S. (2004). Leading and managing continuing professional development: Developing people, developing schools. London: P. Chapman.
Ivancevich, J. M. (1998). Human resource management. New York, Ny : Homewood, Il: McGraw-Hill, Irwin.
Jacobsen, M. (2006). A learning technology in continuing professional development. New York, N.Y: Edwin Mellen Press ltd.
Lengnick-Hall, M. L., & Lengnick-Hall, C. A. (2003). Human resource management in the knowledge economy: New challenges, new roles, new capabilities. San Francisco, Calif: Berrett-Koehler.
Lewthwaite, J. (2006). Managing people for the first time: Gaining commitment and improving performance. London: Thorogood.
Mankin, D. (2009). Human resource development. New York: Oxford University Press.
Mathis, R. L., & Jackson, J. H. (2009). Human resource management essential perspectives. Australia: South-Western Cengage Learning.
Price, A. (2011). Human resource management. Andover: Cengage Learning EMEA
Scarpello, V. G. (2008). The handbook of human resource management education: Promoting an effective and efficient curriculum. Los Angeles: Sage Publications.
Stone, R. J. (2008). Human resource management. Milton, Qld: John Wiley & Sons Australia.

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