HRM Environment
HRM Environment
HRM Environment
What is HRM?
Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. It can be done by the line Managers HRM is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. HRM is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives. HRM is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value.
Importance of HRM
Human Resource Management has a place of great importance. According to Peter F. Drucker, The proper or improper use of the different factors of production depend on the wishes of the human resources. Hence, besides other resources human resources need more development. Human resources can increase cooperation but it needs proper and efficient management to guide it. Importance of personnel management is in reality the importance of labour functions of personnel department which are indispensable to the management activity itself. Because of the following reasons human resource management holds a place of importance
Importance of HRM
1. It helps management in the preparation adoption and continuing evolution of personnel programmes and policies. 2. It supplies skilled workers through scientific selection process. 3. It ensures maximum benefitout of the expenditure on training and development and appreciates the human assets. 4. It prepares workers according to the changing needs of industry and environment. 5. It motivates workers and upgrades them so as to enable them to accomplish the organisation goals. 6. Through innovation and experimentation in the fields of personnel, it helps in reducing casts and helps in increasing productivity. 7. It contributes a lot in restoring the industrial harmony and healthy employer-employee relations. 8. It establishes mechanism for the administration of personnel services that are delegated to the personnel department.
Importance of HRM
Thus, the role of human resource management is very important in an organisation and it should not be undermined especially in large scale enterprises. It is the key to the whole organisation and related to all other activities of the management i.e., marketing, production, finance etc. Human Resource Management is concerned with the managing people as an organizational resources rather than as factors of production. It involves a system to be followed in business firm to recruit, select, hire, train and develop human assets. It is concerned with the people dimension of an organization. The attainment of organizational objectives depends, to a great extent, on the way in which people are recruited, developed and utilized by the management. Therefore, proper co-ordination of human efforts and effective utilisation of human and others material resources is necessary.
Objectives of HRM
(i) To ensure effective utilisation of human resources, all other organisational resources will be efficiently utilised by the human resources. (ii) To establish and maintain an adequate organisational structure of relationship among all the members of an organisation by dividing of organisation tasks into functions, positions and jobs, and by defining clearly the responsibility, accountability, authority for each job and its relation with other jobs in the organisation. (iii) To generate maximum development of human resources within the organisation by offering opportunities for advancement to employees through training and education.
(iv) To ensure respect for human beings by providing various services and welfare facilities to the personnel. (v) To ensure reconciliation of individual/group goals with those of the organisation in such a manner that the personnel feel a sense of commitment and loyalty towards it. (vi) To identify and satisfy the needs of individuals by offering various monetary and nonmonetary rewards.
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT. The main functions of human resource management are classified into two categories: (a) Managerial Functions and (b) Operative Functions (a) Managerial Functions Following are the managerial functions of Human Resources Management.
HRM v/s PM
Human Resource Management derives its origin from the practices of the earlier personnel management, which assisted in the management of people in an organisation setup. Human Resource Management leverages setting up the systems and procedures for ensuring efficiency, controlling and providing equality of opportunities for all working for the organisation. Human Resource Management (HRM) differs from Personnel Management (PM) both in scope and orientation. HRM views people as an important source or asset to be used for the benefit of organisations, employees and society. It is emerging as a distinct philosophy of management aiming at policies that promote mutuality-mutual goals, mutual respect, mutual rewards and mutual responsibilities.
HRM v/s PM
The belief is that policies of mutuality will elicit commitment, which in turn, will yield both better economic performance and greater Human Resource Development (HRD). Though a distinct philosophy, HRM cannot be treated in isolation. It is being integrated into the overall strategic management of businesses. Further, HRM represents the latest term in the evolution of the subject.
HRM v/s PM
There are several similarities between Human Resource Management (HRM) and Personnel Management (PM) (a) Both models emphasize the importance of integrating personnel/HRM practices with organisational goals. (b) Both models vest Personnel/HRM firmly in line management. (c) Human Resource Management (HRM) and Personnel Management (PM) both models emphasise the importance of individuals fully developing their abilities for their own personal satisfaction to make their best contribution to organisational success. (d) Both models identify placing the right people into the right jobs as an important means of integrating personnel/HRM practice with organisational goals.
The future creative careers, will require more involved approach to career development,
which will include : (i) Share employees with strategic partner organisations (customers of suppliers) in lieu of internal moves. (ii) Encourage independence : Employees may go elsewhere for career development, possibly to return in a few years. (iii) Fund-groups of employees to set-up as suppliers outside the organisation. (iv) Encourage employees to think of themselves as a business and of the organisations various departments as customers. (v) Encourage employees to develop customers outside the organisation. (vi) Help employees develop self-marketing, networking and consultancy skills to enable them to search out, recognise or create new opportunities for both themselves and the organisation. (vii) Identify skilled individuals in other organisations who can contribute on a temporary project basis or part-time.
(viii) Regularly expose employees to new people and ideas to stimulate innovation. (ix) Balance external recruitment at all levels against internal promotion to encourage open competition, competitive tendering for jobs to discourage seeing positions as someones territory which causes self-protective conformity. (x) Forster more cross-functional teamwork for self-development. (xi) Eliminate the culture of valuing positions as career goals in favour of portraying a career as a succession of bigger projects, achievements and new skills learned. The concept of position is part of the outside static concept of the organisation. Positions are out. Processes and projects are in. (xii) Abandon top-down performance appraisal in favour of selfappraisal based on internal customer satisfaction surveys and assessing people as you would suppliers. (xiii) Replace top-down assessment processes with self-assessment techniques and measure performance in term of results.
Todays HR manager
2. Human Resource Man as an Educator : It is not enough that a human resource man has command-over the language, which, however, remains his primary tool. He should be deeply interested in learning and also in achieving growth. Basically, human beings like to grow and realise their full potential. In order to harmonise the growth of individuals with that of the organisation, a personnel administrator must not only provide opportunities for his employees to learn, get the required training and assimilate new ideas but also he himself should be a teacher. A personnel man who simply pushes files and attends labour courts for conciliation purposes and other rituals of legal procedure for the settlement of industrial disputes is not a personnel administrator of the future.
Todays HR manager
3. Human Resource Man as a Discriminator : A human resource administrator must have the capacity to discriminate between right and wrong, between that which is just and unjust and merit and non-merit. In other words, he should be a good judge when he sits on a selection board, a fair person when he advises on disciplinary matters and a good observer of right conduct in an organisation
Todays HR manager
4. Human Resource Man as an Executive : The human resource man must execute the decisions of the management and its policies with speed, accuracy and objectivity. He has to streamline the office, tone up the administration and set standards of performance. He has to coordinate the control functions in relation to the various other divisions and, in doing so he should be in a position to bring unity of purpose and direction in the activities of the personnel department. He must ask relevant questions and not be merely involved in the office routine whereby the status quo is maintained. He should have the inquisitiveness to find out causes of delay, tardy work and wasteful practices, and should be keen to eliminate those activities from the personnel functions which have either outlived their utility or are not consistent with the objectives and purposes of the organisation.
Todays HR manager
5. Human Resource Man as a Leader : Being basically concerned with people or groups of people, and being placed in the group dynamics of various political and social functions of an organisation, a Human resource man must not shirk the role of leadership in an organisation. He, by setting his own example and by working towards the objectives of sound personnel management practices, must inspire his people and motivate them towards better performance. He should resolve the conflicts of different groups and build up teamwork in the organisation.
Todays HR manager
6. Human Resource Man as a Humanist : Deep faith in human values and empathy with human problems, especially in less developed countries, are the sine qua non for a Human resource man. He has to deal with people who toil at various levels and partake of their joys and sorrows. He must perform his functions with sensitivity and feeling.
Todays HR manager
7. Human Resource Man as a Visionary : While every leading function of an organisation must evolve its vision of the future, the primary responsibility for developing the social organisation towards purposive and progressive action fall on the personnel man. He should be a thinker who sets the pace for policy-making in an organisation in the area of human relations and should gradually work out new patterns of human relations management consistent with the needs of the organisation and the society. He must ponder on the social obligations of the enterprise, especially if it is in the public sector, where one has to work within the framework of social accountability. He should be in close touch with socio-economic changes in the country. He should be able to reasonably forecast future events and should constantly strive to meet the coming challenges.