HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
BY
RITTIK CHANDRA
Published by:
RITTIK CHANDRA
RITTIK PUBLICATION
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Dedicated to the youth of the world
HUMAN RESOURCE MANAGEMENT ( H R M )
Definition 1 – Integration
“HRM is a series of integrated decisions that form the employment relationships; their quality contributes to the ability of the organizations and the employees to achieve their objectives.”
Definition 2 – Influencing
“HRM is concerned with the people dimensions in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. This is true, regardless of the type of the organization – government, business, education, health, recreational, or social action.”
Definition 3 – Applicability
“HRM planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and social objectives are accomplished.”
MEANING OF HRM: -
HRM is management function that helps managers to recruit, select, train and develop members for an organization. Obviously HRM is concerned with the people’s dimensions in organizations. HRM refers to set of programs, functions, and activities designed and carried out
Core elements of HRM
People: Organizations mean people. It is the people who staff and manage organizations.
Management: HRM involves application of management functions and principles for acquisitioning, developing, maintaining and remunerating employees in organizations.
Integration & Consistency: Decisions regarding people must be integrated and consistent.
Influence: Decisions must influence the effectiveness of organization resulting into betterment of services to customers in the form of high quality products supplied at reasonable cost.
Applicability: HRM principles are applicable to business as well as non-business organizations too, such as education, health, recreation and the like.
OBJECTIVES OF HRM: -
Societal Objectives: To be ethically and socially responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization.
Organizational Objectives: To recognize the role of HRM in bringing about organizational effectiveness. HRM is only means to achieve to assist the organization with its primary objectives.
Functional Objectives: To maintain department’s contribution and level of services at a level appropriate to the organization’s needs.
Personal Objectives: To assist employees in achieving their personal goals, at least in so far as these goals enhance the individual’s contribution to the organization. This is necessary to maintain employee performance and satisfaction for the purpose of maintaining, retaining and motivating the employees in the organization.
SCOPE OF HRM: -
From Entry to the Exit of an employee in the organization.
Scope of HRM can be described based on the following activities of HRM. Based on these activities we can summarize the scope of HRM into 7 different categories as mentioned below after the activities. Lets check out both of them.
HRM Activities –
HR Planning
Job Analysis
Job Design
Recruitment & Selection
Orientation & Placement
Training & Development
Performance Appraisals
Job Evaluation
Employee and Executive Remuneration
Motivation
Communication
Welfare
Safety & Health
Industrial Relations
7 Categories of Scope of HRM
Introduction to HRM
Employee Hiring
Employee and Executive Remuneration
Employee Motivation
Employee Maintenance
Industrial Relations
Prospects of HRM
ROLE OF HRM
Advisory Role: HRM advises management on the solutions to any problems affecting people, personnel policies and procedures.
Personnel Policies: Organization Structure, Social Responsibility, Employment Terms & Conditions, Compensation, Career & Promotion, Training & Development and Industrial Relations.
Personnel Procedures: Relating to manpower planning procedures, recruitment and selection procedures, and employment procedures, training procedures, management development procedures, performance appraisal procedures, compensation procedures, industrial relations procedures and health and safety procedures.
Functional Role: The personnel function interprets and helps to communicate personnel policies. It provides guidance to managers, which will ensure that agreed policies are implemented.
Service Role: Personnel function provides services that need to be carried out by full time specialists. These services constitute the main activities carried out by personnel departments and involve the implementation of the policies and procedures described above.
Role of HR Managers (Present)
Humanitarian Role: Reminding moral and ethical obligations to employees
Counselor: Consultations to employees about marital, health, mental, physical and career problems.
Mediator: Playing the role of a peacemaker during disputes, conflicts between individuals and groups and management.
Spokesman: To represent of the company because he has better overall picture of his company’s operations.
Problem Solver: Solving problems of overall human resource management and long-term organizational planning.
Change Agent: Introducing and implementing institutional changes and installing organizational development programs
Management of Manpower Resources: Broadly concerned with leadership both in the group and individual relationships and labor-management relations.
Role of HR Managers (Future)
Protection and enhancement of human and non-human resources
Finding the best way of using people to accomplish organizational goals
Improve organizational performance
Integration of techniques of information technology with the human resources
Utilizing behavioral scientists in the best way for his people
Meeting challenges of increasing organizational effectiveness
Managing diverse workforce
Managerial Functions of HRM
Planning: Plan and research about wage trends, labor market conditions, union demands and other personnel benefits. Forecasting manpower needs etc.
Organizing: Organizing manpower and material resources by creating authorities and responsibilities for the achievement of organizational goals and objectives.
Staffing: Recruitment & Selection
Directing: Issuance of orders and instructions, providing guidance and motivation of employees to follow the path laid-down.
Controlling: Regulating personnel activities and policies according to plans. Observations and comparisons of deviations
Operational Functions of HRM
Procurement: Planning, Recruitment and Selection, Induction and Placement
Development: Training, Development, Career planning and counseling.
Compensation: Wage and Salary determination and administration
Integration: Integration of human resources with organization.
Maintenance: Sustaining and improving working conditions, retentions, employee communication
Separations: Managing separations caused by resignations, terminations, lay offs, death, medical sickness etc.
CHALLENGES OF MODERN MANAGEMENT
Globalization: - Growing internationalization of business has its impact on HRM in terms of problems of unfamiliar laws, languages, practices, competitions, attitudes, management styles, work ethics and more. HR managers have a challenge to deal with more functions, more heterogeneous functions and more involvement in employee’s personal life.
Corporate Re-organizations: - Reorganization relates to mergers and acquisitions, joint ventures, take over, internal restructuring of organizations. In these situations, it is difficult to imagine circumstances that pose a greater challenge for HRM than reorganizations itself. It is a challenge to manage employees’ anxiety, uncertainties, insecurities and fears during these dynamic trends.
New Organizational forms: - The basic challenge to HRM comes from the changing character of competitions. The competition is not between individual firms but between constellations of firm. Major companies are operating through a complex web of strategic alliances, forgings with local suppliers, etc. These relationships give birth to completely new forms of organizational structure, which highly depend upon a regular exchange of people and information. The challenge for HRM is to cope with the implications of these newly networked relations more and more, in place of more comfortable hierarchical relationships that existed within the organizations for ages in the past.
Changing Demographics of Workforce: - Changes in workforce are largely reflected by dual career couples, large chunk of young blood between age old superannuating employees, working mothers, more educated and aware workers etc. These dynamic workforces have their own implications for HR managers and from HRM point of view is a true challenge to handle.
Changed employee expectations: - With the changes in workforce demographics, employee expectations and attitudes have also transformed. Traditional allurements like job security, house, and remunerations are not much attractive today, rather employees are demanding empowerment and equality with management. Hence it is a challenge for HRM to redesign the profile of workers, and discover new methods of hiring, training, remunerating and motivating employees.
New Industrial Relations Approach: - In today’s dynamic world, even unions have understood that strikes and militancy have lost their relevance and unions are greatly affected by it. The trade union membership has fallen drastically worldwide and the future of labor movement is in danger. The challenge before HRM is to adopt a proactive industrial relations approach which should enable HR specialist to look into challenges unfolding in the future and to be prepared to convert them into opportunities.
Renewed People Focus: - The need of today’s world and business is the people’s approach. The structure, strategy, systems approach which worked in post war era is no more relevant in today’s economic environment which is characterized by over capacities and intense competition. The challenge of HR manager is to focus on people and make them justifiable and sustainable.
Managing the Managers: - Managers are unique tribe in any society, they believe they are class apart. They demand decision-making, bossism, and operational freedom. However in the post liberalization era, freedom given to managers is grossly misused to get rid of talented and hardworking juniors. The challenge of HRM is how to manage this tribe? How to make them realize that the freedom given to them is to enable them make quick decisions in the interest of the organization and not to resort to witch-hunting.
Weaker Society interests: - Another challenge for HRM is to protect the interest of weaker sections of society. The dramatic increase of women workers, minorities and other backward communities in the workforce has resulted in the need for organizations to reexamine their policies, practices and values. In the name of global competition, productivity and quality the interests of the society around should not be sacrificed. It is a challenge of today’s HR managers to see that these weaker sections are neither denied their rightful jobs nor are discriminated against while in service.
Contribution to the success of organizations: - The biggest challenge to an HR manager is to make all employees contribute to the success of the organization in an ethical and socially responsible way. Because society’s wellbeing to a large extent depends on its organizations.
STRATEGIC HUMAN RESOURCE MANAGEMENT
Strategy:
“Strategy is a way of doing something. It includes the formulation of goals and set of action plans for accomplishment of that goal.”
Strategic Management:
“A Process of formulating, implementing and evaluating business strategies to achieve organizational objectives is called Strategic Management”
Definition of Strategic Management: -
“Strategic Management is that set of managerial decisions and actions that determine the long-term performance of a corporation. It includes environmental scanning, strategy formulation, strategy implementation and evaluation and control.”
The study of strategic management therefore emphasizes monitoring and evaluating environmental opportunities and threats in the light of a corporation’s strengths and weaknesses.
Steps in Strategic Management:
Environmental Scanning: Analyze the Opportunities and Threats in External Environment
Strategy Formulation: Formulate Strategies to match Strengths and Weaknesses. It can be done at Corporate level, Business Unit Level and Functional Level.
Strategy Implementation: Implement the Strategies
Evaluation & Control: Ensure the organizational objectives are met.
IMPORTANCE & BENEFITS OF STRATEGIC MANAGEMENT
Allows identification, prioritization and exploration of opportunities.
Provides an objective view of management problems.
Represents framework for improved co-ordination and control
Minimizes the effects of adverse conditions and changes
Allows major decisions to better support established objectives
Allows more effective allocation of time and resources
Allows fewer resources and lesser time devoted to correcting ad hoc decisions
Creates framework for internal communication
Helps to integrate the individual behaviors
Provides basis for the clarification of responsibilities
Encourages forward thinking
Encourages favorable attitude towards change.
ROLE OF HRM IN STRATEGIC MANAGEMENT
Role in Strategy Formulation: HRM is in a unique position to supply competitive intelligence that may be useful in strategy formulation. Details regarding advanced incentive plans used by competitors, opinion survey data from employees, elicit information about customer complaints, information about pending legislation etc. can be provided by HRM. Unique HR capabilities serve as a driving force in strategy formulation.
Role in Strategy Implementation: HRM supplies the company with a competent and willing workforce for executing strategies. It is important to remember that linking strategy and HRM effectively requires more than selection from a series of practice choices. The challenge is to develop a configuration of HR practice choices that help implement the organization’s strategy and enhance its competitiveness.
HUMAN RESOURCE DEVELOPMENT
Definition 1: Organizing and enhancing capacities to produce.
HRD is a process of organizing and enhancing the physical, mental and emotional capacities of individuals for productive work.
Definition 2: Bring possibility of performance and growth
HRD means to bring about the possibility of performance improvement and individual growth.
Human resource development is a process to help people to
Impressum
Verlag: BookRix GmbH & Co. KG
Texte: RITTIK CHANDRA
Bildmaterialien: RITTIK CHANDRA
Lektorat: RITTIK CHANDRA
Tag der Veröffentlichung: 07.07.2013
ISBN: 978-3-7309-3562-0
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TO THE YOUTH OF THE WORLD