HUMAN RESOURCE MANAGEMENT

Human resources is a term with which many organizations describe the combination of

traditionally administrative personnel functions with performance, Employee Relations

and resource planning. The field draws upon concepts developed in

Industrial/Organizational Psychology. Human resources has at least two related

interpretations depending on context. The original usage derives from political economy

and economics, where it was traditionally called labor, one of four factors of production.

The more common usage within corporations and businesses refers to the individuals

within the firm, and to the portion of the firm's organization that deals with hiring, firing,

training, and other personnel issues. This article addresses both definitions.

To allow the HR of an organization to update the employee details when ever there is a

change in the employee profile pertaining to that organization. To bring onto a string the

employee specific suggestions and make them free to post their requirements to the HR

thus bringing the organization more specific regarding the maintenance of the

organization.
HUMAN RESOURCES
Modern analysis emphasizes that human beings are not "commodities" or "resources",

but are creative and social beings in a productive enterprise. The 2000 revision of ISO

9001 in contrast requires to identify the processes, their sequence and interaction, and to

define and communicate responsibilities and authorities. In general, heavily unionized

nations such as France and Germany have adopted and encouraged such job descriptions

especially within trade unions. One view of this trend is that a strong social consensus on

political economy and a good social welfare system facilitates labor mobility and tends to

make the entire economy more productive, as labor can move from one enterprise to

another with little controversy or difficulty in adapting.

An important controversy regarding labor mobility illustrates the broader philosophical

issue with usage of the phrase "human resources": governments of developing nations

often regard developed nations that encourage immigration or "guest workers" as

appropriating human capital that is rightfully part of the developing nation and required

to further its growth as a civilization. They argue that this appropriation is similar to

colonial commodity fiat wherein a colonizing European power would define an arbitrary

price for natural resources, extracting which diminished national natural capital.

The debate regarding "human resources" versus human capital thus in many ways echoes

the debate regarding natural resources versus natural capital. Over time the United

Nations have come to more generally support the developing nations' point of view, and

have requested significant offsetting "foreign aid" contributions so that a developing

trades, professions, and the arts.

An extreme version of this view is that historical inequities such as African slavery must

be compensated by current developed nations, which benefited from stolen "human

resources" as they were developing. This is an extremely controversial view, but it echoes

the general theme of converting human capital to "human resources" and thus greatly

diminishing its value to the host society, i.e. "Africa", as it is put to narrow imitative use

as "labor" in the using society.

In a series of reports of the UN Secretary-General to the General Assembly over the last

decade [e.g. A/56/162 (2001)], a broad inter sectoral approach to developing human

resourcefulness has been outlined as a priority for socio-economic development and

particularly anti-poverty strategies. This calls for strategic and integrated public policies,

for example in education, health, and employment sectors that promote occupational

skills, knowledge and performance enhancement.

In the very narrow context of corporate "human resources", there is a contrasting pull to

reflect and require workplace diversity that echoes the diversity of a global customer

base. Foreign language and culture skills, ingenuity, humor, and careful listening, are

examples of traits that such programs typically require. It would appear that these

evidence a general shift to the human capital point of view, and an acknowledgment that

human beings do contribute much more to a productive enterprise than "work": they

bring their character, their ethics, their creativity, their social connections, and in some
cases even their pets and children, and alter the character of a workplace. The term

corporate culture is used to characterize such processes.

The traditional but extremely narrow context of hiring, firing, and job description is

considered a 20th century anachronism. Most corporate organizations that compete in the

modern global economy have adopted a view of human capital that mirrors the modern

consensus as above. Some of these, in turn, deprecate the term "human resources" as

useless.

In general the abstractions of macro-economics treat it this way - as it characterizes no

mechanisms to represent choice or ingenuity. So one interpretation is that "firm-specific

human capital" as defined in macro-economics is the modern and correct definition of

"human resources" - and that this is inadequate to represent the contributions of "human

resources" in any modern theory of political economy.

Though human resources have been part of business and organizations since the first days

of agriculture, the modern concept of human resources began in reaction to the efficiency

focus of Taylorism in the early 1900s. By 1920, psychologists and employment experts in

the United States started the human relations movement, which viewed workers in terms

of their psychology and fit with companies, rather than as interchangeable parts. This

movement grew throughout the middle of the 20th century, placing emphasis on how

leadership, cohesion, and loyalty played important roles in organizational success.

Although this view was increasingly challenged by more quantitatively rigorous and less

"soft" management techniques in the 1960s and beyond, human resources had gained a

permanent role within an organization.

The objectives of HRM may be as follows :

• To create and utilize an able and motivated workforce, to accomplish the basic

organizational goals.

• To establish and maintain organizational structure and desirable working relationships

among all the members of the organization.

• To secure the integration of individual or groups within the organization by co-

ordination of the individual and group goals with those of the organization.

• To create facilities and opportunities for individual or group development so as to

match it with the growth of the organization.

• To attain an effective utilization of human resources in the achievement of

organizational goals.

• To identify and satisfy individual and group needs by providing adequate and

equitable wages, incentives, employee benefits and social security and measures for

challenging work, prestige, recognition, security, status.

• To maintain high employees morale and human relations by sustaining and improving

the various conditions and facilities.

• To strengthen and appreciate the human assets continuously by providing training and

development programs.
• To consider and contribute to the minimization of socio-economic evils such as

unemployment, under-employment, inequalities in the distribution of income and

wealth and to improve the welfare of the society by providing employment

opportunities to women and disadvantaged sections of the society.

• To provide an opportunity for expression and voice management.

• To provide fair, acceptable and efficient leadership.

• To provide facilities and conditions of work and creation of favorable atmosphere for

maintaining stability of employment.

Management has to create conductive environment and provide necessary prerequisites

for the attainment of the personnel management objectives after formulating them.
MIMIMUM QUALIFICATIONS

• Six years’ progressive experience in:

- systems design, development ( Cobol and Microsoft Visual Studio .Net 2005

or later) and implementation;

- Oracle and Microsoft Sequel Server; and

- management, implementation, upgrading and support of PeopleSoft Financial

and HRMS ERP systems

• Experience in coaching and managing team performance and ability to provide

effective leadership

• A university degree in computer science, math or applied sciences

• Proven experience in project management and the ability to manage or

simultaneously oversee multiple projects

• Excellent analytical, problem solving, written and verbal communication skills

• Ability to positively interact with team members across the organization and external

service providers

• Proven experience in application development, testing and implementation and

understanding of business processes

• Ability to act as a role model to all employees by living the City of Waterloo’s Vision

and Values
HUMAN RESOURCE MANAGEMENT FUNCTIONS:

1. Selection

2. Training and Development

3. Performance Evaluation and Management

4. Promotions

5. Redundancy

6. Industrial and Employee Relations

7. Record keeping of all personal data.

8. Compensation, pensions, bonuses etc in liaison with Payroll

9. Confidential advice to internal 'customers' in relation to problems at work

10. Career development

 http://en.wikipedia.org/wiki/Human_resources

 http://www.scribd.com/human_resources

 http://www.syngress.com/solutions

 http://www.hungryminds.com