You are on page 1of 6

The first definition of HRM is that it is the process of managing people in organizations in a structured and thorough manner.

This covers the fields of staffing (hiring people), retention of people, pay and perks setting and management, performance management, change management and taking care of exits from the company to round off the activities.
The second definition of HRM encompasses the management of people in organizations from a macro perspective i.e. managing people in the form of a collective relationship between management and employees.

Human Resource Management: Objectives To help the organization reach its goals. To ensure effective utilization and maximum development of human resources. To ensure respect for human beings. To identify and satisfy the needs of individuals. To ensure reconciliation of individual goals with those of the organization. To achieve and maintain high morale among employees. To provide the organization with well-trained and well-motivated employees. To increase to the fullest the employee's job satisfaction and self-actualization. To develop and maintain a quality of work life. To be ethically and socially responsive to the needs of society. To develop overall personality of each employee in its multidimensional aspect. To enhance employee's capabilities to perform the present job. To equip the employees with precision and clarity in transaction of business. To inculcate the sense of team spirit, team work and inter-team collaboration.
Human Resource Management: Functions In order to achieve the above objectives, Human Resource Management undertakes the following activities: 1. Human resource or manpower planning. 2. Recruitment, selection and placement of personnel. 3. Training and development of employees. 4. Appraisal of performance of employees. 5. Taking corrective steps such as transfer from one job to another. 6. Remuneration of employees. 7. Social security and welfare of employees. 8. Setting general and specific management policy for organizational relationship. 9. Collective bargaining, contract negotiation and grievance handling. 10. Staffing the organization. 11. Aiding in the self-development of employees at all levels. 12. Developing and maintaining motivation for workers by providing incentives. 13. Reviewing and auditing manpower management in the organization 14. Potential Appraisal. Feedback Counseling. 15. Role Analysis for job occupants. 16. Job Rotation. 17. Quality Circle, Organization development and Quality of Working Life. Human Resource Management: Scope The scope of HRM is very wide: 1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and

retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. 3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organisation SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company's strategies through HR activities such as recruiting, selecting, training and rewarding personnel People

One of the first aspects of your HRM strategy is determining the type of person who is needed to work in the organization. This is not just a matter of personality but also of the personalities and work styles that are needed to help your organization achieve its overall business strategy. Do the people in your organization need to be numbersoriented, outgoing and focused on sales, or a combination of both? Consulting firms such as Bernard Hodes Group or human resources management software such as Oracle's PeopleSoft can help your organization create and manage an effective "people framework."

Programs
Your organization's programs include several elements. The first is attracting the kinds of people you've decided are the right fit. How will the organization advertise positions and recruit the talent you've decided you need? After you've made the right hires, you have to look at how to train people to do their jobs effectively. In addition to training, your organization must decide how to retain employees after hiring and initial training. Your organization should also determine if there will be a bonus structure, a rewards program or further training that will lead to promotion in the future.

Culture
A large part of your HRM strategy relates to the overall culture of the organization. You should take the time to determine the leadership and management style of the organization. Is it autocratic, "open door," proactive or dictatorial? Your organization's senior management should decide on a closely related range of styles in order for a culture to "trickle down." On the other hand, what beliefs, values or missions does the organization want to achieve? This could be related to customer service, beating the competition or rising to the top of the market itself. One of the best ways to begin thinking about your organization's culture is to research how other organizations and human resources professionals have created a culture. You can start your research on the Web via Workforce Management or the Society for Human Resources Management.

Structure
HRM strategy also extends to your organization's structure. You must decide what jobs will carry out which functions. Along with this, you should determine which jobs go with which departments--and who is going to manage those departments. A human resources consulting firm can help you with this structure or you can learn about job descriptions and job evaluation at HR.com.

Development

One of the final pieces of your HRM strategy is the development of the organization. You've already decided how to train the people you bring in, but what are the plans for training them in the long run? Will you offer leadership training as part of the overall development plan? Will you give employees the opportunity to take courses that will allow them to apply for promotion? Does the organization plan to publish "learning plans" that allow an employee to map out his future career, even if it isn't in the department in which he started out? Talent and learning management system providers like GeoLearning or Learn.com can help you map out development plans, see sample learning strategies, and decide how to manage training within your organization.

Human Resources Management Key Skill #1: Organization

Human Resources management requires an orderly approach. Organized files, strong time management skills and personal efficiency are key to the Human Resources function. Youre dealing with peoples lives and careers here, and when a manager requests a personnel file or a compensation recommendation that lines up with both the organization and the industry, it wont do to say, Hold on. Ill see if I can find it.
Human Resources Management Key Skill #2: Multitasking

On any day, an HR professional will deal with an employees personal issue one minute, a benefit claim the next and a recruiting strategy for a hard-to-fill job the minute after. Priorities and business needs move fast and change fast, and colleague A who needs something doesnt much care if youre already helping colleague B. You need to be able to handle it all, all at once.
Human Resources Management Key Skill #3: Discretion and Business Ethics

Human Resources professionals are the conscience of the company, as well as the keepers of confidential information. As you serve the needs of top management, you also monitor

officers approaches to employees to ensure proper ethics are observed. You need to be able to push back when they arent, to keep the firm on the straight and narrow. Not an easy responsibility! Of course, you always handle appropriately, and never divulge to any unauthorized person, confidential information about anyone in the organization. See what everyone in HR is talking about every morning. Become a member of HR Daily Advisor and receive your FREE special report, 5 Mistakes Everyone Makes with Job Descriptions And How to Avoid Them.
Human Resources Management Key Skill #4: Dual Focus

HR professionals need to consider the needs of both employees and management. There are times you must make decisions to protect the individual, and other times when you protect the organization, its culture, and values. These decisions may be misunderstood by some, and you may catch flak because of it, but you know that explaining your choices might compromise confidential information. Thats something you would never do.
Human Resources Management Key Skill #5: Employee Trust

Employees expect Human Resources professionals to advocate for their concerns, yet you must also enforce top managements policies. The HR professional who can pull off this delicate balancing act wins trust from all concerned.
Human Resources Management Key Skill #6: Fairness

Successful HR professionals demonstrate fairness. This means that communication is clear, that peoples voices are heard, that laws and policies are followed, and that privacy and respect is maintained.
Human Resources Management Key Skill #7: Dedication to Continuous Improvement

HR professionals need to help managers coach and develop their employees. The goal is continued improvement and innovation as well as remediation. And looking to their own houses, the HR professional also uses technology and other means to continuously improve the HR function itself.
Human Resources Management Key Skill #8: Strategic Orientation

Forward-thinking HR professionals take a leadership role and influence managements strategic path. In gauging and filling the labor needs of the company, devising compensation schemes, and bringing on board new skill sets leading to business growth, they provide the proof for the often-heard management comment, People are our most important asset.
Human Resources Management Key Skill #9: Team Orientation

Once, companies were organized into hierarchies of workers headed by supervisors. Today, the team is king. HR managers must consequently understand team dynamics and find ways to bring disparate personalities together and make the team work.

Human Resources Planning = Resources 2. Definition : process by which an organisation ensures that it has the right number & kind of people at the right place and at the right time , capable of effectively and efficiently completing those tasks that help the organisation achieve its overall objectives..

Importance 1) Each Organisation needs personnel with necessary qualifications, skills, knowledge, experience & aptitude . 2) Need for Replacement of Personnel - Replacing old, retired or disabled personnel. 3) Meet manpower shortages due to labour turnover - Indian Airlines, Gas Authority of India headless for 10 months. 4) Meet needs of expansion / downsizing programmes - As a result of expansion of IT companies the demand for IT professionals are increasing. PSUs offering VRS to employees to retrench staff and labour costs. DOT.COMs firing staff.

4. 5) Cater to Future Personnel Needs - Avoid surplus or deficiency of labour. 75% of organisations are overstaffed. Redeployment of staff to other units. 6) Nature of present workforce in relation with Changing Environment - helps to cope with changes in competitive forces, markets, technology, products and government regulations. Shift in demand from ERP to internet programming has increased internet programmers demand at Wipro, Infosys etc. ITI retrained its existing workforce in the new electronic telephone system.

HRP Process - Determination of Quality of Personnel Job Analysis process of collecting and studying information relating to the operations and responsibilities of a specific job. determination of tasks which comprise the job and of skills, knowledge, abilities and responsibilities required of the worker for a successful performance and which differentiates one job from all others. products of Job Analysis are Job Description & Job Specification 7. Steps in Job Analysis Collection of Organisational Structure Information Selection of Representative Position to be Analysed Collection of Job Analysis Data Developing Job Description Developing Job Specification

Job Analysis Process of Obtaining all pertinent Job Facts Job Description A proper definition & design of work. A statement containing : Job Title Location Job Summary Duties & Responsibilities Materials, Tools & Equipment used Forms & reports handled Supervision given / received Working conditions Hazards & Safety precautions Job Specification A statement of human qualifications necessary to do the job containing : Education & Qualifications Experience & Training Knowledge & Skills Communication skills Physical requirements - Height, Weight, Age Personality requirements - Appearance, Judgement, Initiative, Emotional stability

11. Purpose / Use Of Job Analysis Organisation & Manpower planning Recruitment & Selection Job Evaluation & Wage, Salary administration Job Re-engineering Employee Training & Managerial Development Performance Appraisal Health & Safety

HR Demand Forecast process of estimating future quantity and quality of manpower required for an organisation . External factors - competition, laws & regulation, economic climate, changes in technology and social factors Internal factors - budget constraints, production levels, new products & services, organisational structure & employee separations

15. Forecasting Techniques Managerial Judgement - Managers discuss and arrive at a figure of inflows & outflows which would cater to future labour demand. # Ratio-Trend Analysis - Studying past ratios, ie No. of Workers Vs Volume of Sales, forecasting future ratios and adjusting for future changes in the organisation. . Work-Study Technique - Used when length of operations and amount of labour required can be calculated . # Delphi Technique - From a group of experts the personnel needs are estimated.

16. HR Supply Forecast process of estimating future quantity and quality of manpower available internally & externally to an organisation. Supply Analysis Existing Human Resources Internal Sources of Supply External Sources of Supply
Job design means to decide the contents of a job. It fixes the duties and responsibilities of the job, the methods of doing the job and the relationships between the job holder (manager) and his superiors, subordinates and colleagues.

Importance of Job Design


Job design is a very important function of staffing. If the jobs are designed properly, then highly efficient managers will join the organisation. They will be motivated to improve the productivity and profitability of the organisation. However, if the jobs are designed badly, then it will result in absenteeism, high labour turnover, conflicts, and other labour problems

Factors Affecting Job Design


The guidelines influencing or factors affecting job design are depicted below.

You might also like