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Crucial Role of Managers
Managers must find ways to get the highest level of contribution from their workers. And they will not be able to do that unless they are aware of the many ways that their under-standing of diversity relates to how well, or how poorly, people contribute.
R. Roosevelt Thomas Jr.
Human Resource Planning The process of attracting, developing and
maintaining a talented and energetic workforce to support organisational mission, objectives and strategies.
A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques.
2 important components of human resource planning:
a. Requirement - forecasting human requirement involves the determining the number and types of employees needed.
b. Availability- when employee requirements have been analyzed, the firm determines whether there is a surplus or shortage of manpower.
Aspects of human resource planning
1. Systematic forecasting of manpower needs
2. Performance management analyzing, improving and monitoring
3. Career management determining, planning and monitoring the career aspirations
4. Management Development - assessing and determining the developmental needs of managers for future succession requirements.
HRM involves
An attempt to treat all labour management processes – from recruitment and training to remuneration and retrenchment – in a strategic fashion by integrating them with the broader business concerns of the enterprise.
HRD “HRD is the process of increasing
knowledge, skills, capabilities and positive work attitude and value of all people working at all levels in a business undertaking”(Khan, 1987).
“Human Resource Development is a series of organized activities, conducted within a specified time and designed to produce behavioral change.”(Prof. Leonard Nadler 1965)
HRD involves
Increase in:
- Knowledge- Skills- Capabilities
Requires:
- Positive work attitude and value
- Series of organised activities
- Time frame for the organised activities
- Behavioural change
Objectives
HRM:social, organisational, functional, personal goals
-union management relation-employee relations-placement and orientation-employee assessment-compensation
HRD- Career planning- Talent management - Motivation- Stress management- Work life balance- TQM
Functions
HRM- Acquiring- Developing- Motivating- Retaining
HRD- need analysis- HRD audit- Developing- Career enhancement
strategies- Designing, implementing,
evaluating HRD programs
Activities
HRM- HRP- T&D- Performance
Appraisal - Compensation
HRD- Coaching- Counselling - Mentoring- Performance
mapping- Job enrichment
Challenges HRM
- Globalisation- Corporate reorganisation- New organisations- Changing demographics- Changing employee
expectations- New IR approach – the
paradigm shift
HRD
- Meeting changed aspirations
- Keeping pace with changes: socio-economic and technological
“HRD in the organizational context is a process in which the employees of an organization are continuously helped in a planned manner
The Definition
The facilitation process
Acquire or sharpen their capabilities that are required to perform various functions associated with their present or expected future roles
Develop their general capabilities as individuals, so as to discover and exploit their inner potentials for their own or organizational development purposes
Develop organization culture in which superior subordinate relationships, team work and, collaboration among sub-units is strong and contributes to the professional well being, motivation and pride of employees.”
The Connecting Point
The basic premise on which HRD is based are:– Recognition of Human potential by analysis
of strengths and weaknesses;– Development of potential through various
learning programs; – Optimum utilization of the potentials thus
developed by human resources.
Productivity : the equation
Productivity = Output Input
HRM and HRD answer the HOW of increase in productivity by addressing the most important input
MANPOWER
Productivity Low labour productivity is often highlighted as a major factor
behind high cost of production and low profits. .Low productivity leads to loss of market competitiveness and
slow industrial progress. A set of productivity standards needs to be developed and
established at enterprise level, ensuring that employees also would gain from productivity growth.
Labour productivity indexing and standardization in respect of different industries and economic sectors are to be developed.
Medium and long-term labour productivity targets will have to be declared based on corresponding projections.
The fact that the skill requirements in the labour market are constantly rising as a result of globalization and technological change is noted.
Talents of young people, and the need to provide opportunities for them to develop those talents, are recognized.
More effective and more competent workers will help enterprises to remain competitive in global and regional markets.