Unit 21: Human Resources Management

   Unit 21: Human Resources Management

 

 

Executive Summary

         The People department serves as the backbone to every organization.  Traditionally referred to as human resources, the people team defines how a company manages its employees and establishes company culture.  As today’s HR managers know, HR manages numerous processes that occur in constant cycles.  Incremental improvements in the accessibility and security of employee information can result in significant increases in efficiency and cost-savings.

        
In all established companies, from the growing software start-up to multi-national banks, the HR department operates in a multi-faceted role.  As an independent business unit, HR owns the management of its employees.  As a business partner to other internal departments, the people team often works with department heads on various organizational development initiatives, including resource planning, employee relations, risk management and performance management.

 

Introduction

The terms ‘human resource management’ (HRM) and ‘human resources’ (HR) have largely replaced the term ‘personnel management’ as a description of the processes involved in managing people in organizations. The concept of HRM underpins all the activities, the

Various models of HRM and discussing it’s aims and characteristics.

Human resource management is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and

Collectively contribute to the achievement of its objectives. Storey (1989) believes that HRM can be regarded as a ‘set of interrelated policies with an ideological and philosophical underpinning’.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

HUMAN RESOURCE MANAGEMENT

What Is Human Resource Management?

An Organization entails of people with formally delegated roles who work together to achieve the organizations goals. A Manager is the person responsible for carrying out the organizations goals, and who does so by overseeing the efforts of the organization’s people.

         Human Resource Management is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.

These Include:

         Conducting Job analyses

         Planning labor needs

         Selecting Job candidates

         Orienting and training new employees

         Managing wages and salaries

         Providing incentives and benefits

         Appraising performance

         Communicating

         Training and developing

         Building employee commitment

 

 

 

 

 

 

 

 

Human Resource Manager’s Duties?

         Line Function

The human resource manager guides the activities of the people in his or her department, and perhaps in related areas (like Company’s Warehouse).

         A Coordinative Function

The human resource manager organizes personal activities, a duty often referred to as functional authority (or functional control). Here he or she ensures that line managers are contravening the firm’s human resource policies and practices (for example, adhering to ethic’s policies)

 

 

 

         Staff (assist and advise) Functions

         Assisting and advising Line managers is the nucleus of the human resource manager’s Job. Here he or she counsels the CEO, so the CEO can better understand the personal aspects of the company’s strategic options

 

What is Personnel Management?

 

         "Personnel Management is that stage of management which deals with the effective control and use of manpower as illustrated from other sources of power. The methods, tools, and techniques designed and operated to secure the enthusiastic participation of labor represent the subject matter for study in personnel administration." ~ Dale Yoder

 

It is the sub-system of the whole management structure in an organization. The production and distribution of goods and services is succeeded by the Personnel department. This department assesses the efficiency of the workers and also provides them incentives which can be either monetary or non-monetary. They also assign the departments such as sales and marketing, production, maintenance, etc., where the employee has to work, depending on the skills and knowledge occupied by the employee.

 

Functions of Personnel Management

 

         Building the organizational structure and planning

         Managing the wage and salary of the employees and provide appraisals

         Offering employee benefits and services such as insurance plans, pension plans, fringe benefits, Provident Funds (PF), etc.

         Negotiating on labor union activities like collective bargaining, trade union issues, contract agreements, grievance handling, etc.

         Auditing the employee policies and practices, to ensure the adeptness of those policies.

 

 

MANPOWER PLANNING

Manpower Planning which is also called as Human Resource Planning comprises of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are befitting for the achievement of goals of the organization. Human Resource Planning has got a crucial place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in set formulae.

 

The system as follows:

 

         Analyzing the current manpower inventory

         Crafting future manpower forecasts

         Evolving employment programmers

         Designing training programs

 

Importance of Manpower Planning

 

         Key to managerial functions

         Efficient utilization

         Motivation

         Better human relations

         Higher productivity

 

 

 

 

 

 

 

 

 

 

 

 

Functions of Human Resource Manager

 

The human resources of a corporation consist of all people who perform its activities. "Human resource management (HRM) is affected by the personnel policies and managerial practices and systems that impact the workforce. It can be defined as a strategic and articulate approach of an organization’s most valued assets - the people working there, who individually and collectively donate to the achievements of the objectives of the business.

Professor Pfeffer (Bernadin, H.J.,) clarifies that "traditional sources of success (e.g., speed to market, financial, technological) can still endow competitive leverage, but to a lesser degree now than in the past, withdrawing organizational culture and capabilities, derived from how people are managed, as comparatively more vital."

The performing’s of HRM (Human Resource Management) are to employ people, to develop their resources and to employ maintain and to reimburse their services for the organization etc.

Organizational Design

Acquiring HRM capability should begin at the origins and involves collaborations between people, technology and the tasks to be performed in framework with the organizations objectives, goals and strategic plan (e.g. job design, team building, restructuring etc.)

Furthermore the staffing, which involves recruitment, employee orientation, selection, promotion and termination and the performance management including individual calculations, improving progressions and measuring work performance

HRM is also concerned with employee and organizational development programs to sustain and improve employee skills as well as reward systems, benefits and acquiescence available for staff (similarly: laws, policies, health and safety)

Each and every of these functions influences concurrently performance. One can say that HMR is affected with maintaining and ideally enlarging organizational performance and profit. This is done by managing the human resources with a focus on intensifying customer base that gives profit to the company

HRM can clout the motivation in several ways, for example it can implement merit pay or incentive compensation systems for achieving specific goals. For example, changes in merit pay and promotion policies might transform employee perceptions of reward orientation and of equity and fairness conceivably.

 

 

Contributing To Organizational Purposes

If a retail business like Marks & Spencer offers its employees rewards in kindred to their individual sales it will increase their impelling power and make them more sales oriented and cut-throat, due to the personal advantage. These will instantaneously increase the sales of the organization and thus the profit. Marks and Spencer`s have more well defined three-month bonus periods in which if a store makes a higher profit than anything they forecast, they will receive a bonus etc.

HRM also sets the responsibilities to be performed within the organization, how many staff is required and which position involves which tasks, which is why the staffing level performs for example an important role for organizational performance and staff`s motivation leads to an optimum of workforce use and to good organizational performance

Finally, Delaney et al, states that how the workplace is structured should affect organizational performance to the degree that skilled and motivated employees are involved in determining what caliber work is performed and how this work gets undertaken

An effective work structure will proliferate financial performance as indexed by productivity, cash flow, and market value because it raises employee’s motivation and thus productivity / performance.

 

 

Roles and Responsibilities of Line Managers

Line authority gives managers the right (or authority) to issue influence to issue orders to other managers or employees. It creates a superior-subordinate relationship. Line managers have line authority. The direct conduct of people has been an integral part of every line manager’s duties, from president down to first-line supervisors.

 

 

 

 

 

 

 

Responsibilities Include

         Placing the right person on the right Job

         Starting new employees in the organization (orientation)

         Training employees for jobs that are new to them

         Improving the job performance of each person

         Gaining Cooperation and developing smooth working relationships

         Creating and developing maintaining department morale

         Protecting employee’s health and physical condition

         Interpreting the company’s policies and procedures

         Developing the abilities of each person

 

Line Managers

 

Line staff relationship is generally collaborative. For example, in recruiting and hiring, the line manager describes the credentials employees need to fill specific posts. Line managers, who interviews and selects the one he or she wants.

In training, the line manager again describes again describes what he or she describes what he or she expects the employee expects the employee to be able to do.

 

 

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