A study on “the challenges of human resource management functioning in the

selected private hospital, Guwahati, Assam”.

A synopsis proposal

By

Artimon nongbet

Roll No; 170805

MSW 4th semester

Specialization on: Human resource management

Under supervision of

Maam Farhana Hussain

Assistant Professor

Department of social work

Assam down town University

Gandhinagar, panikhaiti, Guwahati-26

 CONTENT

1. Introduction

2. Literature review

3. Objectives

4. Significance

5. Methodology

6. Conclusion

7. References
 1 INTRODUCTION

The human resource of an organisation is composed off all efforts, skills or

capabilities of all the people who work for the organisation. Some
organisation may call this ‘human resource’ ‘as staff ‘or ‘work force’ or
‘personnel’ or ‘employees; but the basic meaning remain the same. All
those who work for an organisation are workers. However, the organisation
may call those who do manual work as ‘workers’ and describe others who
do non-manual work as ‘staff’. The executives of an organisation are
supposed to manage its human resource in the most effective manner so
that employees work well in the best interests of the organisation and in
their own interests’ too. For this purpose, it is essential that good human
relations are established with the entire workforce. Human resource
management involve the management and development of people in
organisations, formulation and implementation of human resource
practices and policies.

Human resource management is changes very rapidly. Constantly

environmental changes mean that human resource managers face constant
challenges. Human resource management must respond by taking
advantage of gradual yet profound changes in the nature of the field,
current practices, and overall human resource policies, mission and vision
The amount of rate of change are unprecedented (Idalberto,
2000).Organisation that will not adapt to meet environmental challenges
will experience strategic problem(Tththi , 2008). Contemporary human
resource managers need to learn to be competent professionals as the
challenges posed by the new millennium are very complex ,for example
from the industry age to the information age, work performed in factories
by machines is being replaced by work in offices or at computer terminals,
and instead of working with things; people increasingly work with idea and
concepts (Idalberto, 2001) .Human resource management are concerned
with the management and development of the people in organisations.
They are involve in the development and implementation of human
resource strategies and policies and some or all of the following people
management activities: organisational development, human resource
planning, talent management, knowledge management, recruitment and
selection, health and safety, welfare, human resource administration,
fulfilment of statutory requirement, equal opportunity and diversity issues
and any other matters related to employment relationship (Armstrong,
2008). Further, as indicated by (dessler G. 2003) human resource
management is the process of acquiring, training, appraising and
compensating employees,, and attention to their labour relations , health,
safety and fairness concept.

1.1. Human resource function

Human resource management refers to the activities of specialist staff

that are responsibility for the personnel objectives of the organisation. The
head of this department is responsible for establishing and implementing
strategies for human resource of the organisation-its people. Staff
members of this department are responsible for providing guidance and
assistance to both management and employees. In a sense, it is the job to
manage people. They do so by acquiring, retaining and developing the
human resource of the organisation. The policies of the Human resource
department affect the entire workforce. Hence it is their responsibilities to
look after the interests of all- management as well as other employees.

1.2 . Challenges of human resource management function

A challenges is an obstacle which prevents a policy instrument being

implemented, or limits the ways in which it can be implemented. In the
extreme, such barrier may lead to certain policy instruments being
overlooked and the resulting strategies being less effective (Kamuri, 2005).
Challenges emanate both from within the organisation and external issues
from the environment. These include inadequate finances, poor
communication, ill defined accountabilities, organisational culture
challenges, failure to empower or give people more freedom and
authorities to execute policy. In the health care industry Challenges also
emanate from the specialized nature of health care services provision,
conditions of work including health and safety concerns, society
constraints, prejudice and adverse culture. Organisation must identify and
analyse environmental characteristic and development strategies to met
changing trends (Chan and Huang, 2005). The external environment is quit
complex and influence the human resource practise to a large extent; its
include the prevailing political and legal requirement and the labour
market. Torrington D. et al.,(2008) has indicated that the labour market is
the pool of available talent in which employers compete to recruit and
subsequently retain staff. Owing to a rapid expansion of the education
system, the supply of educated labour has increased over time (Banda,
2006). Diversity, increased female participation in the workforce has been
some of the most significant trends over recent decades. Another challenge
is the changing occupational structure leading to a great demand for skilled
staff 9torrington D. et, 2008). Managing résistance to change represent a
particular challenge for personnel management staff, as this expertise has
generally not been a consistent area of focus for training and development
of human resource professionals (Armstrong, 2008).
 Chapter 2
2. RIVIEW OF LITERATURE

Challenges emanate both from within the hospital and external issues from the
Environment. Ikama (2010) asserts that the personal values, perceptions, beliefs
and Attitudes people hold affect their interactions and work relationships with
others who are perceived to be different hence managing diversity in
organizations is not an easy task. Other challenges include resistance to change,
organizational culture challenges, employee retention and turnover, employee
involvement and recognition, managing Costs and legal requirements.

Managing diversity in the work place is a challenge. People are different, they
vary in gender, culture, race, social, physical and psychological characteristics, but
our attitudes towards these differences can be negative or positive, depending
upon individual perspectives and prejudices. Baset-jones, (2005) argues that
diversity is a recognizable source of creativity and innovation that can provide a
basis for competitive advantage. Diversity is also a cause of misunderstanding,
suspicion and conflict in the workplace that can result in absenteeism, poor
quality, low morale and loss of competitive advantage. Organizations have to
manage the resulting paradox (Price, 2007).

Kosset and Lobel (1996) argue that human resource management policies and
practices require organizations to strike a balance between opposing forces or
influences. Shifts in demographics and labour force participation have changed
the composition of employment in favour of women, rising levels of education
have made workers more aware of their uniqueness and fueled the expectation
that companies should tolerate and even accommodate differences among
individuals and groups. The challenge for human resource managers is how to
strike a balance between diversity and commonality. Foot and Hook (2008) have
noted that equality and diversity are major issues that affect everyone in the
workplace. All employees' current and potential have a right not to be
discriminated against unfairly and blocked in their careers for reasons that have
nothing to do with their abilities in relation to their work. Line managers need to
be trained further in understanding what the organization aims to gain from
diversity, and in managing people in such a way that they can achieve their full
potential.

Providing diversity training to everyone might be too costly, but organizations

should lay out their expectations to all employees. Ikama (2010) has noted that
managing diversity in organizations is not an easy task; it brings about challenges
of Communication, perception, cultural, language, ineffective communication of
key objectives resulting in confusion, lack of teamwork and low morale.

Torrington et al (2008) has established that there is always a conflict between the
needs of the employer to push for increased output and efficiency and the needs
of the employee to be protected from the hazards of the workplace. In the mid-
nineteenth century these tensions centered almost entirely on the long hours and
heavy physical demands of the factory system. In the twenty first century the
tensions are more varied and more subtle, but concern about them remains as
great. Health is the concern for good health, it is being physically and mentally
well with body and mind in excellent working order; safety is absence from
danger and avoidance of injury; Welfare is wellbeing, and health and safety are
both aspects of welfare as they are both important to the employee's well being.
Reducing accidents and improving occupational ill health is important for
organizations today and many are taking an increasing interest in areas such as
absenteeism (Foot and Hook 2008).
CHAPTER 3

3. OBJECTIVES OF THE STUDY

1. To find out the various function carried out by the Human resource
department in the organisation.
2. To find out the challenges faced by the department in carrying out these
functions
3. To find out the resources required by them to overcome these challenges

4. SIGNIFICANC OF THE STUDY

The study will be important to the management of hospital as it endeavours to

manage its human resource function. It will enable the decisions makers to come
up with better policies and decisions that provide an enabling environment for
the provision of quality health care.

It also is important to management and staff of others health institute as it will

provide insight on some of the challenges being faced by the human resource
function and how they can deal and avoid them. It will help human resource
professional sharpen their focus on challenging that are being experience globally
and locally and there by provide a rationale for changes that can be adopted
within their own institutions to overcome these challenges
5. METHODOLOGY

The research methodology refers to the principles and ideas on which

researcher based their procedures and strategies. Methodology is the most
important part of any research study in which enable the researcher to form blue
print for the study undertaken. Research methodology involves the initial
identification of the problem to its final conclusion

5.1 Field of study

The researcher has chosen “A Study on the challenges of Human Resource

Management function in private hospital of Guwahati City.

5.2 Universe of study

Researcher will attempt to cover few Private Hospitals of Guwahati City, Assam.
5.3 Research approach

Here the Quantitative approach will be used to meet the objectives in the study.

5.4 Research design

The research design is set of method and procedures used in collecting and
analysis measures of the variable specified in research. In this study a descriptive
designs will be used to describe the challenges of human resource management
in organisation.

5.5 Sampling design

The researcher will use the simple random sampling as a design of study. All the
employees will get a chance to be a part of the study

5.6 Sample size

The sample of 30 respondents will be taken for the study

5.7 Research tools and technique

The data in the study will be collected through questionnaire

5.8 Data collection procedure

The researcher will used both primary and secondary data as a method of data
collection for the study. It will includes open-ended and close-ended
questionnaire

5.9 Duration of data

1week

5.10 Tabulation of data

The analysed data will be represented in the form of tables and charts

5.11 Plan of data analysis

The data will be present in the form of graphs for easy comprehension and
understanding of the facts generated from the research

5.12 Limitation of study

The study should be completed within stipulated time limit

7 BIBLOGRAPHY

Allan price (2017), Human Resource Management in a Business Context, Cengage

Learning London, 3rd edition

K Aswathapppa, Human Resource Management text and cases, eight edition

Chag W. A. & Huang T .C. (2005), Relationship between strategic Human

Resource Management and firm performance a contingency Approach,
International Journal of Man power, Vol. 26, NO 5. Emerald Group Publishing Ltd.