HRM sessionals

8/3/2019 HRM sessionals

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ROYAL INSTITUTE OF MANAGEMENT AND TECHNOLOGY

ASSIGNMENT

ONHUMAN RESOURCE

MANAGEMENTSUBMITTED TO : MISS SARA FAROOQ

SUBMITTED BY : KUSUM CHAUDHARY

DATE : 20th

OCT,2011


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Q.1 What is HRM? Explain the objectives of HRM?

Ans. Human Resource Management(HRM, HR) is themanagementof an

organization's employees. While human resource management is sometimes

referred to as a "soft" management skill, effective practice within an

organization requires a strategic focus to ensure that people resources can

facilitate the achievement of organizational goals. Effective human resource

management also contains an element of risk management for an organization

which, as a minimum, ensures legislative compliance.

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. Human Resource Management can

also be performed by line managers.

Human Resource Management 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.

Human Resource Management is also a strategic and comprehensive approachto managing people and the workplacecultureand 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.

Human Resource Management is moving away from traditional personnel,

administration, and transactional roles, which are increasingly outsourced.

HRM is now expected toadd valueto the strategic utilization of employeesand that employee programs impact the business in measurable ways. The

new role of HRMinvolvesstrategic directionandHRM metrics and

measurementsto demonstrate value.
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Human resources may be defined as the total knowledge, skills, creative

abilities, talents and aptitudes of an organization's workforce, as well as the

values, attitudes, approaches and beliefs of the individuals involved in the

affairs of the organization. It is the sum total or aggregate of inherent abilities,

acquired knowledge and skills represented by the talents and aptitudes of the

persons employed in the organization.

Human resource management is sometimes referred to as:

Organizational management

Personnel administration

Manpower management

Human capital management

Industrial management

Human Resource Management: NatureHuman Resource Management is a process of bringing people and

organizations together so that the goals of each are met. The various

features of HRM include:

It is pervasive in nature as it is present in all enterprises.

Its focus is on results rather than on rules. It tries to help employees develop their potential fully.

It encourages employees to give their best to the organization.

It is all about people at work, both as individuals and groups.

It tries to put people on assigned jobs in order to produce good results.

It helps an organization meet its goals in the future by providing for

competent and well-motivated employees.

It tries to build and maintain cordial relations between people

working at various levels in the organization.

It is a multidisciplinary activity, utilizing knowledge and inputs drawn

from psychology, economics, etc.

Human Resource Management: ScopeThe scope of HRM is very wide:


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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 amenitiessuch 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-managementrelations, joint consultation, collective bargaining, grievance and

disciplinary procedures, settlement of disputes, etc.

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.


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Human Resource Management: FunctionsIn 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.

Q.2 Explain the factors influencing HRM and effectiveness of HRM.

Ans. The factors influencing HRM are as follows :

Environmental Factors of HRM

There are other factors that have great influences on the HRM can be

classified as :

Labor Market

Demographic Factors


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Social Factors

Stakeholders

Economic Factors

Economic environment refers to all those economic forces which havebearing on the HR factor.

SuppliersFor HR dept, suppliers are those who provide human Resourcesto an organization. Ex: Consulting firms, training institutes

CompetitorsCompetition plays significant role in HR function andActivities. Organization need to groom its employees through well managed

HR planning programmes to withstand competition.

CustomersCustomers have their own influence on companies personalFunctions. So everybody in the organization must endeavor to offer products

which gives satisfaction for the money customers pay.

GlobalizationAnother trend is emerging is the globalization of theworld of human civilization. Globalization affects sovereignty, prosperity, jobs, wages, and

social legislations. Companies conducting their business all over the world facing HR

challenges in managing their employees of different backgrounds. So globalization

influencing the whole HRM strategies in a certain level.

Political and Legislative Factors

There are three institutions which together constitute the total political environment. They are i) the

legislature, ii) the executive, and iii) the judiciary.i)

The legislature - The legislature also called Parliament at centrallevel and Assembly at the state level is the law making body. The govt. does the job of implementing

the laws and policies in macro level throughout a country.ii)

The employersThe executive popularly known as the govt. isthe law-implementing body. The legislaturedecides and the

executive acts.iii)

The judiciaryAbove this two is the judiciary which has the role

of watchdog. The main function of the judiciary to ensure that both the legislature and the executive

work within the confines of the constitution and in the public interest.To be specific, HR planning, recruitment and selection, placement , Training and development,

remuneration, employee relations and Separation are conditioned by constitutional provisions.

Labour Market Factors


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A labour market is an area from which an organization recruits its labor force or employees. Just as

customers are a key element of business success so are the employees that

An organization hires to represent their interests. Having quality human resources is very important.

The lack of talented people can cripple a company and foster a negative customer experience,

which could potentially lead to customer dissatisfaction. To grasp

The impact of companys employee turnover level, you must first have asense for the

Performance levels of the leavers and whether you could have had any influence over an

employees decision to depart. However, in these times of high employee mobility and two-career

couples, some employees may leave a firm for reasons unrelated to their jobs (Becker, Huselid &

Ulrich, 2001, p 98). Turnover is one reason organizations must tap into the labor market to fill open

positions. A strategic Human Resources partner can be key asset in developing a plan to address

future employee needs.

Technological Factors

Technology is the process by which inputs from an organizations environment are transformed into

outputs. Every HR function has the potential to be managed electronically. Technology factors are

the scientific advances, which influence the competitive position of the enterprise. Maintaining

awareness of new technologies decreases the probability of becoming obsolete and promotes

innovation. Advancements in technology can impact the transformation plan in many ways. New

technology as cited in Develop Vision and Strategy (nod.) can change the demand for a product,

render current manufacturing processes obsolete, and reduce costs to undercut competitors,

produce new products and a host of other possibilities. So For a fully automated and technologically

sound organization; and organization must hire efficient employees which is the core job of HR

department. This recruitment is not possible without HR because electronics cannot find out the

potentiality of human beings better than human beings.

Social and Cultural Factors

So far it has been universally accepted that employees should be treated equally. However, the growing

diversity implies that individual sub-groups will have different and often conflicting demands, which will

make it necessary to design more focused and diverse personnel policies. An additional, and relatively

neglected, problem is that even within a given national context culture and life forms vary across the

country. Headquarters located in the metropolis most often designs the personnel policy of large national

or international companies. The HR departments design personnel policies and the work is done by

people whose life form is usually career oriented. However, the policies must function for employees in

other parts of the country that are perhaps first generation wage earners and whose values and needs

are quite different. Therefore, it should not come as a surprise if the company has difficulties in getting its

message across to and accepted by front line employees.

Culture refers to the complex whole which includes knowledge, belief, art Morales, laws, customs

and other capabilities and habits acquired by an Individual as a member of society.


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E.g.: Tata and L& T

Tatas culture Hire the right people and let them free

L & Ts culture Theyare known for their professional approachSo different kind of racial, relational, regional, educational backgrounds mix up in a organization.

Another issue is the employees attempt to balance a personal life with an even more encompassing

work life. That is the cause of most of the employees cultural shock. They cannot keep pace with

the culture them working with. So it is difficult for HR personnel to make a balance considering all the

social and cultural factors that is influencing its employees by different point of views and thoughts.

SO HR is becoming more updated an important in an organization.

Social responsibility as a managerial obligation to take actions that protects and improves both the

welfare of society as whole and the interests of the organization. In recent years there have been

multiple corporate ethical issues that have influenced social views on corporate America. The

number of high profile scandals, from Enron to MCI WorldCom, has adversely affected publics

perception of corporate strategy as it relates to decisions that affect shareholder and employee

interests.

Demographic Factors

Demographics, it is the study of population statistics, affects HR profoundly. The influence of

women in work force, the Gen X, Gen Y all influences the HR policies in a certain level of analysis.

Demographical factors are Influencing from the beginning of human race in the world in

management. The supply workers were the baby boomers. Then Gen X workers are highly effective

in terms of productivity and organizational bonding. So day by day HR is changing and also the trend

of HR activities and its different aspect. With the demographic variations HR activities in different

places of the world. Such as China HR policies are different then Americans. South Asian people are

also different so the whole managerial process is different. Demography is a factor that is changing

the trends of HR activities, policies and over all strategies of an organization.

Internal Factors: The Stakeholders

Stake holders are the group of people who have interest in the project, policies, or outcomes of an

organizations decision. Sometimes called constituent groups, they follow the actions of the

organization and lobby to have their interests satisfied. These stakeholders affect strategy

formulation which is the main mission of HR department to achieve. So these people also havemajor effects on the HR management of an organization.

Stakes holders are divided into categories based on their nature of interest with the company. They

prefer different outcomes from different strategies. To deal with these stakeholders it is a great

challenge for HR personnel to satisfy them and continuing the smoothness of the organizations

activity. Stakeholders can be classified into below categories:

Shareholdersthose who owns shares of the


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company

Customerswho are the main motive of a companyto run the profit bringing party, are them.

Suppliers- can influence the skill level of their clientsemployees by interchanging this skills and experiences.

Government- The govt. gives extensive assistancewith implementing employment equity programs in federally regulated corporations, thus

encouraging sensitivity, training, and skill development not only in equity matters but also generally

in management change program. BIU, BYDO these are the organizations of Bangladesh govt. to

develop skills of its people.

PublicAn increasingly important stakeholder is thecommunity itself. Everything of an n organization including HR policies must be supported by the

community where it runs its operation.

Un ions- A firms personal activities will be influenced byits own unionsas well as the unions of other plants. A

trade union may be understood as association of workers or management formed to protect their

own individual interest. All HR activities like recruitment, selection, training, compensation are carried

out in consultation with union leaders. E.g.: The Bokaro steel plant has 68 trade unions. Calcutta

Corporation has about 100 trade unions.

The Employees Sometimes organizations strategy is

influenced by the kinds of competencies of it employees. If employees are motivated, committed

and flexible, the organization might be more willing to grow rapidly to become the market leader

easily.

Top ManagementMuch of the HR planning

recognizes the powerful decisions of CEO leads a organization to the attainment of its goal. So for

influencing the HR policies effectively top management must concern about the overall strategies

and avoid favoritism and other unethical activities to keep the climate more motivating for the

employees.

Conclusion

HRM strategy is determined primarily by organizational strategy. However the environmental factorsthat shape the HRM planning must be considered by the managers and the planners. They must

continue to monitor the environment to get the outmost benefits from its operations. All the factors

that are influencing externally or internally on an organization it must be considered by the managers

very seriously. Coz the HR management is the system that can influence, motivate and get to work

the whole workforce of it to achieve all the goals of it. Thus it can be said that Human resource

management should always be concerned about the environmental factors that influence the HRM

and be ready to keep pace with it for the long term growth of an Organization.


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Importance of HRM

Good HR practices help:

1)attract and retain talent

2) train people for challenging roles

3) develop skills and competencies

4) promote team spirit5) develop loyalty and commitment

6) increase productivity and profits

7) improve job satisfaction8) enhance standard of living

9) Generate employment opportunities.

More importances of HRM are as follows :

1) Every industry requires certain prerequisites for its functioning namely;

raw materials, finance and funding, machinery, etc. similarly, it requires

manpower. And this manpower is the Human Resources and in order to

manage the manpower, Human Resource Management is necessary.

HRM involves managing manpower in order to improve individual, group

and organizational effectiveness.

2) It is important to manage human resources as they help in the prosperity

and progress through the committed and creative efforts and

competencies of their human resources. Edwin Flippo defines the term, HR

management as planning, organizing, directing and controlling of the

procurement, development, compensation, integration, maintenance and

separation of human resources to the end that individual, organizational,and social objectives are accomplished. HRM emphasizes mainly on the

accomplishment of individual or personal objectives of the employees (eg

: promotions), encouraging team work, attaining higher profits, social

development, etc.

3) Recruitment and maintaining good people is essential to the success of

every organization, whether profit or non-profit, public or private. It is

important that organizations, manage human resources on a continuous

basis, due to the growing expectations of employees. HRM works on the

availability of competent and diligent manpower, ensures effective use of

manpower through appropriate placements, constant provision of rewards

, acknowledgements and incentives to the employees encourages andmotivates them to do their best. HRM also attempts to devise the best

possible compensation packages to the employees.

4) HRM encourages team work, facilitates career development and makes an

effort to create the right environment to develop careers of managers

within the organization. A healthy environment can occur only when the

working relationships between all the employees are established, leading

to an overall development of every individual employee as well as the


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organization on a whole. Dr. W.E. Deming once remarked- Abundance of

natural resources is not a requirement for prosperity. The wealth of a

nation depends on its people. HRM also looks into the grievances and

issues faced by the employees and industrial relations. Thus HRM acts as

a fuel for the smooth functioning of an organization and its overall

development and progress.

Q.3 write short note on

1)Job design

2) Job Analysis

Ans.

1) Job design: Work arrangement (or rearrangement) aimed at

reducing or overcoming job dissatisfaction and employee alienationarising from repetitive and mechanistic tasks. Through job design,organizations try to raise productivity levels by offering non-monetaryrewards such as greater satisfaction from a sense of personal

achievement in meeting the increased challenge and responsibility ofone's work. Job enlargement, job enrichment, job rotation, and jobsimplification are the various techniques used in a job design exercise.

Job design means to decide the contents of a job. It fixes the duties andresponsibilities of the job, the methods of doing the job and the relationshipsbetween the job holder (manager) and his superiors, subordinates andcolleages.

Job design also gives information about the qualifications required for doingthe job and the reward (financial and non-financial benefits) for doing the job.Job design is mostly done for managers' jobs. While designing the job, theneeds of the organisation and the needs of the individual manager must bebalanced. Needs of the organisation include high productivity, quality of work,etc. Needs of individual managers include job satisfaction. That is, they wantthe job to be interesting and challenging. Jobs must not be made highlyspecialised because they lead to boredom.

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
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designed badly, then it will result in absenteeism, high labour turnover, conflicts, and

other labour problems.

FACTORS AFFECTING JOB

DESIGN

Job design is affected by organizational, environmental andbehavioral factors. A properly designed job will make it moreproductive and satisfying .If a job fails on this count, it must be

redesigned based on the feedback. The various factors affectingjob design are the following

Organizational factors

Organizational factors include characteristics of task, work flow,ergonomics and work practices.

Characteristics of Task: Job design requires the assembly of a

number of tasks into a job or a group of jobs. An individual maycarry out one main task which consists of a number of inter-related elements or functions. On the other hand , task functions

may be spilt between a team, working closely together or strungalong an assembly line. In more complex jobs, individuals maycarry out a variety of connected tasks, each with a number offunctions, or these tasks may be allocated to a group of workersor divided between them. Complexity in a job may be a reflectionof the number and variety of tasks to be carried out, or the rangeand scope of the decisions that have to be made, or the difficultyof predicting the outcome of decisions.

The internal structure of each task, consists of three elementsPlanning ,Executing and Controlling. A completely integrated job

will include all these elements for each of the tasks involved .Theworkers or group of workers having been given objectives interms of output, quality and cost targets, decide on how the workis to be done, assemble the resources, perform the work andmonitor output, quality and cost standards. Responsibility in a jobis measured by the amount of authority , some one to put to doall these things. The ideal design is to integrate all the threeelements.


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Work Flow: The flow of work in an organization is stronglyinfluenced by the nature of the product or service. The product orservice usually suggests the sequence and balance between jobs,if the work is to be done efficiently .After the sequence of jobs isdetermined, the balance between the jobs is established.

Ergonomics: Ergonomics is concerned with designing and shapingjobs to fit the physical abilities and characteristics of individuals sothat ,they perform the jobs effectively .Ergonomics helpsemployees to design jobs in such a way that workers physicalabilities and job demands are balanced .It does not alter thenature of job tasks, but alters the location of tools ,switches andother facilities, keeping in view that handling the job is theprimary consideration.

Work Practices: Work practices are set ways of performing work

.These methods may arise from tradition or the collective wishesof employees.

Work practices were till now, determined by time and motionstudy which established the standard time needed to complete thegiven job. The study required repeated observations .Theaccuracy of the readings depended on competence of the workstudy engineer .Deviations from the normal work-cycle causeddistortions in measurements, was biased towards existing work

practices with little effort at methods improvement and could becarried out only when, production was under way.

A new technique has now emerged which ,if introduced , coulddrastically alter the work practices. Called the MOST (MaynardOperating Sequence Technique) ,the technique uses a standardformula to list the motion sequence ascribed in index values.

Environmental factors

Environmental factors affect the job design. These factors thathave a bearing on job design are employees abilities andavailability and social and culture expectations.

Employee Abilities and Availability: Efficiency consideration mustbe balanced against the abilities and availability of the people todo the work.

When Henry Ford made use of the assembly line, for example , hewas aware that most potential workers lacked any automobilemaking experience .So, jobs were designed to be simple andrequired little training .Therefore, considerable thought must be


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given, as to who will actually do the work.

Social and Cultural Expectations: During the earlier days, securinga job was the primary consideration. The worker was prepared towork on any job and under any working conditions. Now, it is notthe same. Literacy, knowledge and awareness of workers haveimproved considerably .So also, their expectations from the job,Hence, jobs be designed to meet the expectations of workers.

When designing jobs for international operations, uniform designsare almost certain to neglect national and cultural differences.Hours of work holidays, vacations, rest breaks ,religious beliefs,management styles and worker sophistication and attitudes are

just some of the predictable differences that can affect the designof jobs across international borders. Failure to consider thesesocial expectations can create social dissatisfaction, lowmotivation ,hard to fill job openings and a low quality of work life

,especially, when foreign nationals are involved in the homecountry or overseas.

Behavioral Factors: Behavioral factors includefeedback, autonomy, use of abilities and variety.

2) Job Analysis :Job analysis is the process of describing and recording aspects of

jobs and specifying the skills and other requirements necessary to

perform the job.

Definition:

A job analysis is the process used to collect information about the duties,

responsibilities, necessary skills, outcomes, and work environment of a particular

job. You need as much data as possible to put together ajob description, which is

the frequent outcome of the job analysis. Additional outcomes include recruiting

plans,position postings and advertisements, andperformance development

planningwithin yourperformance management system.

Job Analysis is a process to identify and determine in detail the particular job

duties and requirements and the relative importance of these duties for a given

job. Job Analysis is a process where judgements are made about data collected on

a job.
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The Job; not the person An important concept of Job Analysis is that the analysis

is conducted of the Job, not the person. While Job Analysis data may be collected

from incumbents through interviews or questionnaires, the product of the analysisis a description or specifications of the job, not a description of the person.

Purpose of Job Analysis

The purpose of Job Analysis is to establish and document the 'job relatedness' of

employment procedures such as training, selection, compensation, and

performance appraisal.

What Aspects of a Job Are Analyzed?

Job Analysis should collect information on the following areas:

Duties and Tasks The basic unit of a job is the performance of specific tasks

and duties. Information to be collected about these items may include:

frequency, duration, effort, skill, complexity, equipment, standards, etc.

Environment This may have a significant impact on the physical

requirements to be able to perform a job. The work environment may

include unpleasant conditions such as offensive odors and temperature

extremes. There may also be definite risks to the incumbent such as

noxious fumes, radioactive substances, hostile and aggressive people, and

dangerous explosives.

Tools and Equipment Some duties and tasks are performed using specific

equipment and tools. Equipment may include protective clothing. These

items need to be specified in a Job Analysis.

Relationships Supervision given and received. Relationships with internal or

external people.

Requirements The knowledges, skills, and abilities (KSA's) required to

perform the job. While an incumbent may have higher KSA's than those

required for the job, a Job Analysis typically only states the minimum

requirements to perform the job.


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Q.4)A GOOD HR MANAGER IS NO LONGER JUST

A HIRERAND FIRER OF MEN .explain..it and also

the duties of HR manager.

Ans. Human resource management (HRM) is

thestrategicandcoherent approach to themanagementof anorganization's most valued assets -the people working there who

individually and collectively contribute tothe achievement of the

objectives of the business. The terms "humanresource management"

and "human resources" (HR) have largelyreplaced the term
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"personnel management" as a description of theprocesses involved

in managing people in organizations.HumanResource management

is evolving rapidly. Human resourcemanagement is both an

academic theory and a business practice thataddresses the theoreticaland practical techniques of managing aworkforceIts features

include:

Personnel administration

Personnel management

Manpower management

Industrial managementBut these traditional expressions are

becoming less common for thetheoretical discipline. Sometimesevenindustrial relationsand employeerelations are confusingly listed

as synonyms,although these normallyrefer to the relationship

between management and workers and thebehavior of workers

in companies.

The theoretical discipline is based primarily on the assumption

thatemployees are individuals with varying goals and needs, and

as suchshould not be thought of as basic business resources, such astrucks andfiling cabinets. The field takes a positive view of

workers, assuming thatvirtually all wish to contribute to the

enterprise productively, and thatthe main obstacles to their

endeavors are lack of knowledge, insufficienttraining, and failures

of process.HRM is seen by practitioners in the field as a more

innovative view of workplace management than the traditional

approach. Its techniquesforce the managers of an enterprise to

express their goals withspecificity so that they can be understood and

undertaken by theworkforce, and to provide the resources needed

for them to successfullyaccomplish their assignments. As such,

HRM techniques, when properlypracticed, are expressive of the

goals and operating practices of theenterprise overall
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Human Resources Generalists, Managers, and

Directors,depending on the size of the organization,

may have overlappingresponsibilities. In larger

organizations, the Human ResourcesGeneralist, theManager, and the Director have clearly

defined,separated roles with progressively more

authority andresponsibility in the hands of the

Manager, theDirector , andultimately the Vice

President.HR directors, and occasionally HR managers,

may head upseveral different departments that are eachled by functional or specialized HR staff such as the

training manager, the compensation manager, or an

organization developmentmanager.Human Resources

(HR) staff members are advocates for boththe company

and the people who work in the

company.Consequently, a good HR professional

performs a constantbalancing act to meet both needs

successfully.The Changing HR RoleThe role of the HR

professional is changing. In the past, HRmanagers

were often viewed as the systematizing, policing armof

executive management. Their role was more closely

alignedwith personnel and administration functions

that were viewed bythe organization aspaperwork.When you consider that the initial HR

function, in manycompanies, comes out of the

administration or financedepartment because hiring
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employees, paying employees, anddealing with

benefits were the organization's first HR needs, thisis

not surprising.In this role, the HR professional served

executive agendas well,but was frequently viewed as aroad block by much of the rest of the organization.

While some need for this role occasionallyremainsyou wouldnt want every manager putting his ownspin

on a sexual harassment policy, as an examplemuch

of the HR role is transforming itself.New HR Role

The role of the HR manager must parallel the needs ofhis or her changing organization. Successful

organizations are becomingmore adaptable, resilient,

quick to change direction, andcustomer-

centered.Within this environment, the HR professional,

who is considerednecessary by line managers, is a

strategic partner, an employeesponsor or advocate anda change mentor. At the same time,especially the HR

Generalist, still has responsibility for employeebenefits

administration, often payroll, and employee

paperwork,especially in the absence of an HR

Assistant.Depending on the size of the organization,

the HR manager hasresponsibility for all of the

functions that deal with the needs andactivities of theorganization's people including these areas of

responsibility.

Recruiting.
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Hiring.

Training.

Organization Development.

Communication.

Performance Management.

Coaching.

Policy Recommendation.

Salary and Benefits.

Team Building.

Employee Relations.

Duties of HR manager:

Duties/functions may include, but are not limited to, thefollowing: Manages and organizes multiple functional areas within HumanResources including providing technical direction totechnical/professional and clerical staff within assigned areas. Consults with and advises administrators and employeerepresentatives on personnel-related policies and procedures. Interprets and communicates laws and regulations to ensurethe agency is aware of its legal responsibilities; in conjunction

with the Legal Department Develops and implements personnel rules and regulations, andinterprets and administers human resources-related provisions ofcollective bargaining agreements. Analyzes processes and procedures in assigned functional areasincluding conducting research and statistical analyses, and makes
http://humanresources.about.com/od/selectemployees/Employee_Selection_and_Employee_Hiring.htmhttp://humanresources.about.com/od/selectemployees/Employee_Selection_and_Employee_Hiring.htmhttp://humanresources.about.com/od/training/Training_Development_and_Education_for_Employees.htmhttp://humanresources.about.com/od/development/Change_Management_Organization_Development_Culture.htmhttp://humanresources.about.com/od/development/Change_Management_Organization_Development_Culture.htmhttp://humanresources.about.com/od/development/Change_Management_Organization_Development_Culture.htmhttp://humanresources.about.com/od/interpersonalcommunication/Communication_Email_Newsletters_Meetings_Presentations.htmhttp://humanresources.about.com/od/performancemanagement/Performance_Management_Evaluation_Review_Improvement.htmhttp://humanresources.about.com/od/performancemanagement/Performance_Management_Evaluation_Review_Improvement.htmhttp://humanresources.about.com/od/performancemanagement/Performance_Management_Evaluation_Review_Improvement.htmhttp://humanresources.about.com/od/performancemanagement/Performance_Management_Evaluation_Review_Improvement.htmhttp://humanresources.about.com/od/coachingmentoring/Coaching_Mentoring_Consulting_Learning_Organizations.htmhttp://humanresources.about.com/od/policiesandsamples1/a/how_to_policy.htmhttp://humanresources.about.com/od/policiesandsamples1/a/how_to_policy.htmhttp://humanresources.about.com/od/policiesandsamples1/a/how_to_policy.htmhttp://humanresources.about.com/od/salaryandbenefits/Salary_Benefits_Variable_Pay_Bonuses_Profit_Sharing.htmhttp://humanresources.about.com/od/involvementteams/Team_Building_Employee_Empowerment_Employee_Involvement.htmhttp://humanresources.about.com/od/involvementteams/Team_Building_Employee_Empowerment_Employee_Involvement.htmhttp://humanresources.about.com/od/involvementteams/Team_Building_Employee_Empowerment_Employee_Involvement.htmhttp://humanresources.about.com/od/legalissues/Policy_Samples_Job_Descriptions_Employment_Law_Employee_Relations.htmhttp://humanresources.about.com/od/legalissues/Policy_Samples_Job_Descriptions_Employment_Law_Employee_Relations.htmhttp://humanresources.about.com/od/involvementteams/Team_Building_Employee_Empowerment_Employee_Involvement.htmhttp://humanresources.about.com/od/salaryandbenefits/Salary_Benefits_Variable_Pay_Bonuses_Profit_Sharing.htmhttp://humanresources.about.com/od/policiesandsamples1/a/how_to_policy.htmhttp://humanresources.about.com/od/policiesandsamples1/a/how_to_policy.htmhttp://humanresources.about.com/od/coachingmentoring/Coaching_Mentoring_Consulting_Learning_Organizations.htmhttp://humanresources.about.com/od/performancemanagement/Performance_Management_Evaluation_Review_Improvement.htmhttp://humanresources.about.com/od/interpersonalcommunication/Communication_Email_Newsletters_Meetings_Presentations.htmhttp://humanresources.about.com/od/development/Change_Management_Organization_Development_Culture.htmhttp://humanresources.about.com/od/development/Change_Management_Organization_Development_Culture.htmhttp://humanresources.about.com/od/training/Training_Development_and_Education_for_Employees.htmhttp://humanresources.about.com/od/selectemployees/Employee_Selection_and_Employee_Hiring.htm


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recommendations for improvement. Develops, implements, and administers, large and/or complexresearch studies or projects that may include the developmentand validation of selection instrumentation for a variety of

classifications. Establishes collaborative relationships with various functionaland departmental areas of the District. Trains and evaluates subordinates and prepares preliminarybudget reports in assigned functional areas. Represents Human Resources Department at a variety ofmeetings and advises the Human Resources Director inalternative courses of action in Human Resources issues. Presents written and oral reports on a wide variety of human

resources related issues. May participate in labor negotiations and/or recommendpreliminary proposals including cost implementation projections. May be required to temporarily replace or act in the position ofthe senior District staff member to whom this position normallyreports, and may be required to perform some or all of the seniorstaff member's essential functions in such situations.

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