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What Is Human Resource Management?BySusan M. Heathfield, About.com Guide
See More About:
human resources management
human resources definitions
human resources careers human resources faqs
working with people
Human Resource Management Is a Rewarding Career
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Question: What Is Human Resource Management?
Answer:
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. HRM can also be performed by linemanagers.
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 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.
HRM is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now
expected toadd valueto the strategic utilization of employees and that employee programs impact the business in measurable ways. Thenew
role of HRMinvolvesstrategic directionandHRM metrics and measurementsto demonstrate value.
Functions of Human Resource Management
Human Resource Management or HRM refers to manpower management within an organization. The value of
human assets within various departments, need to keep appreciating for the company to profit from the
potential of employee skills and experience.
The definition of human resource management emphasizes the sphere of influence to encompass 'the strategic
approach to manpower management in an organization'. The process calls for a coherent objective to retain
and increase employee head-count, any organization's most valued asset. This specialized study and
application has come in the wake of realization that the employees of an organization, individually and
collectively, are the main contributors to the achievement of business objectives. The management of people
hired by an organization involves employing people, designing and developing related resources and most
importantly, utilizing and compensating their services to optimize business profitability via employee
performance. Today, Human Resource Management operates in tune with other essential organizational
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What is Human Resource
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requirements and co-exists with the topmost management cadre. Managing human resources within a
company calls for a liaison between the organization's management personnel and the administration of the
executive rungs. It thrives on the strength of the relationship between the management and workers of the
company.
Functions of Human Resource Management
Human Resource Management involves the development of a perfect blend between traditional administrative
functions and the well-being of all employees within an organization. Employee retention ratio is directly
proportionate to the manner in which the employees are treated, in return for their imparted skills and
experience. A Human Resource Manager ideally empowers inter-departmental employee relationships and
nurtures scope for down-the-rung employee communication at various levels. The field is a derivative of
System Theory and Organizational Psychology. The Human Resource department has earned a number of
related interpretations in time, but continues to defend the need to ensure employee well-being. Every
organization now has an exclusive Human Resource Management Department to interact with representatives
of all factors of production. The department is responsible for the development and application of ongoing
research on strategic advances while hiring, terminating and training staff. The Human Resource Management
Department is responsible for:
Understanding and relating to employees as individuals, thus identifying individual needs and career goals.
Developing positive interactions between workers, to ensure collated and constructive enterprise productivity
and development of a uniform organizational culture.
Identify areas that suffer lack of knowledge and insufficient training, and accordingly provide remedial
measures in the form of workshops and seminars.
Generate a rostrum for all employees to express their goals and provide the necessary resources to accomplish
professional and personal agendas, essentially in that order.
Innovate new operating practices to minimize risk and generate an overall sense of belonging and
accountability.
Recruiting the required workforce and making provisions for expressed and promised payroll and benefits.
Implementing resource strategies to subsequently create and sustain competitive advantage.
Empowerment of the organization, to successfully meet strategic goals by managing staff effectively.
The human resource department also maintains an open demeanor to employee grievances. Employees are
free to approach the human resource team for any conceived query or any form of on-the-job stress that is
bothering them.
Performance of employees is also actively evaluated on a regular basis. These are checks conducted by the HRto verify and thereby confirm the validity of the employees actual performance matching the expected
performance.
Promotions, Transfers or expulsion of services provided by the employee are some duties that are enforced by
the human resource department. Promotions are conducted and are predominantly based on the overall
performance of the individual, accompanied by the span or tenure he has served the organization. The Human
resource department also looks at the possibilities of the employee migrating from one job to another,
maintaining the hierarchy in the company and considering the stability of post and the salary obtained over a
period of time.
Ideally, a Human Resource Management Department is responsible for an interdisciplinary examination of all
staff members in the workplace. This strategy calls for applications from diverse fields such as psychology,
paralegal studies, industrial engineering, sociology, and a critical understanding of theories pertaining to post-
modernism and industrial structuralism. The department bears the onus of converting the available task-force
or hired individuals into strategic business partners. This is achieved via dedicated Change Management andfocused Employee Administration. The HR functions with the sole goal of motivating and encouraging the
employees to prove their mettle and add value to the company. This is achieved via various management
processes like workforce planning and recruitment, induction and orientation of hired task-force and employee
training, administration and appraisals
Read more at Buzzle:http://www.buzzle.com/articles/functions-of-human-resource-management.html
http://www.buzzle.com/articles/functions-of-human-resource-management.htmlhttp://www.buzzle.com/articles/functions-of-human-resource-management.htmlhttp://www.buzzle.com/articles/functions-of-human-resource-management.htmlhttp://www.buzzle.com/articles/functions-of-human-resource-management.html7/29/2019 What is Human Resource
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Human Resource Management HRM - Meaning Features ScopePost : Gaurav Akrani Date : 4/28/2011 07:03:00 AM IST
Comment (1) Labels : Management
Meaning of Human Resource Management HRM
HRM means to Select, Develop, Motivate and Maintain human resources, in the organisation. It first selects the right human
resources or staff (i.e. managers and employees). It trains and develops them. It motivates them by giving them recognition and
rewards. It also provides them with the best working conditions.
Image Credits HRM At WORK.
HRM is directly concerned with the "people" of the organisation. It is people oriented process. That is, it manages people at
work.
Features of Human Resource Management HRM
Following is the nature or features of Human Resource Management HRM :-
1. HRM as a Process
HRM is a process of four functions :-
1. Acquisition of human resources : This function includes Human Resource Planning, Recruitment, Selection,
Placement and Induction of staff.
2. Development of human resources : This function includes Training and Development and Career
development. The knowledge, skills, attitudes and social behavious of the staff are developed.
3. Motivation of human resources : This function includes giving recognition and rewards to the staff. it also
includes Performance Appraisal and handling the problems of staff.
4. Maintenance of human resources : This function includes providing the best working conditions for
employees. It also looks after the health and safety of the staff.
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2. Continuous Process
HRM is not a one-time process. It is a continuous process. It has to continuously change and adjust according to the changes
in the environment, changes in the expectations of the staff, etc. HRM has to give continuous training and development to the
staff due to changes in technology.
3. Focus on Objectives
HRM gives a lot of importance to achievement of objectives.
The four main objectives HRM has to achieve are :-
1. Individual objectives of the staff.
2. Group or Departmental objectives.
3. Organisational objectives.
4. Societal objectives.
4. Universal Application
HRM has universal application. That is, it can be used for business as well as for other organisations such as schools, colleges,
hospital, religious organisations, etc.
5. Integrated use of Subsystems
HRM involves the integrated use of sub-systems such as Training and Development, Career Development, Orgnisational
Development, Performance Appraisal, Potential Appraisal, etc. All these subsystems increase the efficiency of the staff and
bring success to the organisation.
6. Multidisciplinary
HRM is multidisciplinary. That is, it uses many different subjects such as Psychology, Communication, Philosophy, Sociology,
Management, Education, etc.
7. Developes Team Spirit
HRM tries to develop the team spirit of the full organisation. Team spirit helps the staff to work together for achieving the
objectives of the organisation. Now-a-days more importance is given to team work and not to individuals.
8. Develops Staff Potentialities
HRM develops the potentialities of the staff by giving them training and development. This will make the staff more efficient,
and it will give them more job satisfaction.
9. Key Elements for solving problems
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Today, we have rapid technological, managerial, economic and social changes. These changes bring many problems. HRM
continuously tries to solve these problems.
10. Long Term Benefits
HRM brings many long term benefits to the individuals (staff), the organisation and the society. It gives many financial and non-
financial benefits to the staff. It improves the image and profits of the organisation. It also provides a regular supply of good
quality goods and services at reasonable prices to the society.
Scope of Human Resource Management HRM
The Scope of Human Resource Management HRM is discussed below :-
1. Human Resource Planning (HRP)
HRP estimates the manpower demand and manpower supply of the organisation. It compares the manpower demand and
manpower supply. If there is manpower surplus then it gives voluntary retirement, lay-off, etc. to some employees. If there is
manpower shortage then it hires employees from outside, gives promotion to employees, etc.
2. Acquisition Function
Acquisition function includes Human Resource Planning, Recruitment, Selection, Placement and Induction of employees. HRM
uses the scientific selection procedure for selecting the right man for the right post. The "right man" is given proper placement
and induction.
3. Placement Function
HRM also performs the placement function. Placement is done after selection of employees. It means to put the right man in
the right place of work. Proper placement gives job satisfaction to the employees, and it increases their efficiency.
4. Performance Appraisal
HRM also conducts a performance appraisal. Performance appraisal is a systematic evaluation of the employees' performance
at work. It informs the employees about their strengths and weakness. It also advises them about how to increase their
strengths and remove their weaknesses.
5. Career Development
HRM also helps the employees in planning and developing their careers. It informs them about future promotions and how to
get these promotions. It helps them to grow and develop in the organisation.
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6. Training and Development
HRM also provides training and development to the employees. Training means to increase the knowledge and skills of the
employee for doing a particular job. Training given to managers is called development. So, training is given to employees while
development is given to managers.
7. Quality of Work Life (QWL)
HRM also includes Quality of Work Life. QWL is a technique for improving productivity and quality of work. It involves labour
management co-operation, collective bargaining and participative management.
QWL provides good working conditions, job security, good pay and other facilities such as flexible working hours, freedom to
suggest changes or improvements, etc. OWL creates a sense of belonging. This benefits the organisation as well as the
individual employees.
8. Employees' Welfare
HRM provides employee's welfare. Welfare measures include paid holidays, medical insurance, canteen facilities, recreation
facilities, rest room, transport facilities, etc. Proper and timely welfare facilities motivate the employees to work hard in the
organisation.
9. Compensation Function
Employees must be rewarded and recognised for their performance. HRM makes proper compensation packages for the
employees. These packages motivate the employees and increase their morale. Rewards are given to individuals, and teams.
The rewards may be in the form of higher pay, bonus, other monetary incentives, and non-monetary incentives such as a
certificate of appreciation, etc.
10. Labour Relations
HRM is also includes industrial relations. It includes union management relations, joint consultations, negotiating, collective
bargaining, grievance handling, disciplinary actions, settlement of industrial disputes, etc.
11. Maintenance Function
HRM also performs the maintenance function. That is, protecting and promoting the health and safety of the employees. HRM
introduces health and safety measures. It also provides other benefits such as medical aid, provident fund, pension, gratuity,
maternity benefits, accident compensation, etc., to the employees.
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What Are The Principles Of Human Resources Management?
Anonymous, asked 2/8/2007Edit Question
3 Answers
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Anonymous, answered 6/10/2011
Human resources management is guided by very important aspects. These aspects are
essential for any business to succeed. Principles of Human Resources Management havebeen well summarized in 10Cs.
Comprehensiveness. This involves the proper management of all aspects of the people you
are working with bearing in mind that human resources is the most valuable resource your
firm has. This means that the financial, health, transportation, tools and anything employees
need to work should be well taken care of.
Cost-effectiveness. Companies should ensure that they remunerate their employees
accordingly. The employees reward system should be able to sustain the organization.
Control. Firms should be able to take charge of their employees and ensure that productivity
and quality is achieved and maintained. Control should be exercised carefully so that it does
not seem like tyranny.
Coherence. All the steps taken by a firm in the management of human resources must be in
line with the mission and vision of the firm. Human Resources managers should direct their
focus on what the company needs and employee abilities.
Communication is very important in every organization. Through communication, firms can
ensure there is flow of information that is necessary for efficiency.
Creativity is key if a firm is to be efficient in human resources management. Firms should
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adopt new ways of human resources management as long as it fits their companies.
Competence. It is an organizations responsibility to ensure that their employees are skilled
to do their duties. Because the competence of a firm depends on that of its employees, firmsshould do everything to increase employee capabilities for example, by training them.
Credibility. Firms must ensure that they remain the best brand to most of their clients by
maintaining their credibility. They should put in place strategies that ensure all employees
have a clear sense of direction to a common goal.
Change is inevitable for businesses. The fastest business to embrace change inmanagement of their human resources is better placed to produce better results.
Commitment. Every organization has objectives which they intend to meet both for
themselves and for their clients. To meet these goals, firms need committed staff therefore it
is the firms responsibility to keep their employees motivated so as to ensure they are
committed to the organizations course.
Report
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Blurt
Rajesh Shri, answered 2/8/2007
Human resource management (HRM) or management of human capital is extremely
important in today's industries. The principles of HRM are the foundations human resource
management in any sector and these must be observed. There are basically 10cs in HRM
which should be adhered to. These are comprehensiveness, credibility, communication,
control, change cost-effectiveness, Competence, creativity, and coherence.
For every institution some essential principals should be followed by the human resources
department. For example, the selection of employees should be strictly merit based, there
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should be no discrimination or favoritism and every employee should be treated fairly and in
a consistent manner. Whatever the work be, care must be taken such that the employees
are do subjected to unsafe conditions in the workplace. Safety is of utmost importance and it
is the legal duty of every employer and specifically the HRM team to ensure the employees
with a safe and healthy work environment.
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Anonymous, answered 1/29/2010
Some principles are prescribed below:
1. Treat people with respect and dignity.
2. Treat people with justice.
3. Don;t underestimate potential of any individuals.4. Make people feel that they are important for the organization.
5. Supply people with all relevant information.
6. Provide employees with opportunities for growth and development.
7. Reward should be earned not given.
8. Deal with people as complete individual.
9. Treat people as adults.
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Lesson 1: The Changing HRM Environment
Learning Objectives
Reading Assignment
Commentary
Lesson Review
Progress Evaluation
Learning ObjectivesAfter completing this lesson, you should be able to accomplish the following:
1. Describe how changes in the global business environment affect HRM.2. Summarize the HRM challenges created by changing technology and by workforce changes,
including workforce composition, labor supply and demand, skill requirements, contingent workers,and diversity.
3. Describe how HRM can support continuous improvement programs.4. Explain why ethics is important to HRM and organizations, and describe the features of an
effective ethics program.
Return to Top
Reading AssignmentFundamentals of Human Resource Management
Chapter 1: "Strategic Implications of a Dynamic HRM Environment," pages 226
Additional Reading
"Differentiation through People: How Can HR Move beyond Business Partner?"by GeoffArmstrong in the ABI/Inform database
Note: The URL above requires you to use your MU PawPrint. If you have difficulties using this proxy server
link, please follow the directions from MU Libraries.
Return to Top
CommentaryThis lesson summarizes the major forces that are changing the business environment and how business is
conducted. Naturally, since this is an HRM course, we will focus on how these changes specifically impact
this important business function. Since businesses do not operate in a vacuum, any change in the
environment, such as where and by whom work is done, how work is done, who is available to do the work,
and expectations about the employer/employee relationship, means that successful businesses will have to
adapt. Since people are at the center of business operations and success, effective managers must pay
attention to the human resource (i.e., people) issues raised in Chapter 1 in your textbook.
In fact, if you scan the articles of any major business publication, such as Fortune, Business Week, orThe
Wall Street Journal,you will soon appreciate the importance of human resource issues. For
example, Fortune magazine uses the following eight criteria to rank America's most admired companies:
people management, innovation, quality of management, social responsibility, quality of product/services,use of corporate assets, financial soundness, and long-term investment. At a minimum, the first five criteria
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are directly related to companies' HRM philosophies, policies, and practices, and stress the importance of
effective people management to corporate reputation.
Unfortunately, often businesses ignore important aspects of managing people and are the focus of lawsuits
and negative media attention, as evidenced by the following headlines: "Toyota's Sex-harassment Lawsuit
Could Set Standard" (O'Donnell and Woodyard 2006), "Former Pfizer Reps Press Age Discrimination
Case" (Silverman 2008), and "Did You Hear the Story about Office Gossip?" (Armour 2007). See
"References" at the end of this lesson for links to these articles.
Cultural Differences
That businesses are going global is a gross understatement. Businesses that successfully operate in the
international arena understand the importance of acknowledging and respecting cultural differences. Your
textbook (page 5) mentions the following cultural differences:
status differentiation,
societal uncertainty,
assertiveness, and
individualism.
Scholars have also examined cultural differences that stem from time orientation, future orientation, gender
differentiation, uncertainty avoidance, performance orientation, and humane orientation. All of these
differences create potential HRM challenges when doing business abroad and when hiring diverse peoples
to work in the United States. For instance, Americans tend to view time as a finite resource. We measure
productivity and efficiency; we equate time with money; and we focus on saving time. In contrast, other
cultures view time as an unlimited resource to be enjoyed and are less concerned about punctuality and
speed. Likewise, in some cultures, men and women have more clearly defined gender roles than in the
United States. Successful managers and businesses will consider such cultural differences when operating
in a different culture.
Technology Traps
As a manager, you will easily see how technology changes the way businesses operate. While technology
often improves efficiency, new work methods and tools are not without their downside. For example,
sometimes technology sacrifices effectiveness for efficiency. When dealing with complex issues, many
customers grow weary of automated phone answering systems and long for human interaction. Automatic
teller machines may impersonalize banking transactions to the point that they reduce the association that
bonds customers to specific financial institutions. In addition, technological advances often create
employee resistance because new technology frequently benefits some employees while leaving others
behind. Certainly technology can enhance business dealings; however, technology cannot take the place of
good decision making and effective interactions as long as consumers and employees still value personal
relationships.
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Figure 1.1. A challenge to
businesses is how quickly technology changes. The palm-held computer has been replaced by cell phone
technology.
Equal versus Equitable
Most of the time managers try to be fair by treating all employees the same way. However, to meet the
organization's objectives and to comply with legal standards, sometimes managers need to be sensitive to
differences between different groups of workers. For example, in the late 1980s, I worked as an HRM
graduate intern with the U.S. Department of Justice, Bureau of Prisons (BOP). At the time, the BOP
enforced a policy that required all HR managers to transfer to a different BOP facility within the United
States about every three years. While the policy's legitimate purpose was to ensure that employees did not
become overly familiar or cozy with a particular set of inmates, I argued at the time that the policynegatively affected female managers more than male managers since women were more likely to transfer
for their husband's jobs than vice versa. Not surprisingly, the BOP no longer enforces this requirement.
Thus, managers must focus on equity in some situations, which means they must treat all employees fairly
and reasonably considering entire circumstances. For example, you would not fire a veteran employee who
was late to work one time in a year; however, you might terminate a new employee who was late to work
once per week.
In contrast, equal treatment means that everyone is treated the same. If a senior vice president and an
hourly skilled worker both engage in the same form of sexual harassment, they both must be disciplined
equally without regard to status. One of the hardest parts of being a manager is knowing when to be
equitable and when to be equal. Only by understanding the total circumstances can you make these
difficult decisions.
Mismatched Labor Supply
The simultaneous labor shortage and labor surplus that many companies face is often described as a
mismatch between the skills needed by employers and the skills of existing employees and/or job
applicants. When current employees lack the skills and/or aptitude to perform a needed function,
employers often face the difficult decision to end the employment relationship. A labor shortage in the
relevant workforce means the employer will also face recruiting challenges when it attempts to fill positions.
Thus, the problem is not that workers are not available; instead, the problem is that workers with the right
skills and knowledge are not available. For example, the U.S. manufacturing sector needs more skilled
craft persons (e.g., welders, machinists, electricians, etc.) than are generally available; however, unskilledmanufacturing workers are readily available and often in surplus supply.
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Planning for Push Back
The textbook authors hint at the resistance that employers face when implementing continuous
improvement orwork process engineering programs. "Continuous improvement" is an organizational
commitment to constantly improving quality of products or services (p. 19). Work process engineering is
radical, quantum change in an organization (p. 20). As a new manager, you may think that employees
should be eager to help the company succeed. However, you would be partially right and partially wrong.Many employees do understand that their potential for individual success is inherently tied to the
company's success. In contrast, though, a significant portion of employees are resistant to change of any
type, regardless of the reason. Some employees may be nearing retirement and not want to change the
way they work or learn new work methods. Others may benefit from the current system through seniority,
salary, or other forms of status.
The wise manager anticipates this resistance and develops mechanisms to reduce it. In "Tipping Point
Leadership," Kim and Mauborgne (2003) describe the strategies and techniques used by William Bratton,
who was appointed the police commissioner of New York City in 1994. Bratton successfully led what could
be called a widespread work process engineering campaign to dramatically improve the safety and policing
effectiveness of this large city. In less than two years, with no increase in budget, Bratton creatively struck
down the typical hurdles that plague change efforts: organizational focus on the status quo, lack of
resources, a demotivated staff, and opposition from powerful vested interests. Bratton focused his energies
on converting the views of a critical mass of key players instead of trying to gain buy-in from every single
police employee; he then relied on these key change agents to silence the opposition. Through his tipping-
point leadership style, Bratton also required employees to personally experience the city's policing
problems and to hear from the public regarding its policing priorities as methods to generate agreement
about the causes of the problems and the need for change. He concentrated resources on the most
important functions with the biggest potential for payoff and conquered political hurdles by carefully
selecting his allies and effectively using their support. Because Bratton followed the same change method
in several successful transformations of different organizations, this leader demonstrates that organizations
can improve their performance by anticipating resistance and responding effectively (Kim and Mauborgne
2003).
Employee Voice and Organizational Commitment
Again, while many employees desire the opportunity for more involvement and input, some employees are
perfectly happy just being told what to do and how to do it. As an HR manager involved in the applicant
screening process, you will generally want to seek individuals in the former category, not the latter.
Employee participation programs rely on the leadership skills and independent thinking of rank-and-file
employees along with managers who are willing and able to equip others to succeed.
In fact, employee involvement has been positively linked to a concept called organizational commitment.
Organizational commitment, is an employees loyalty to an organization including their willingness to go
above and beyond the companys minimum expectations. Researchers have found that companies thatvalue employee "voice" through grievance resolution processes, employee involvement programs, and
decentralized decision making are more likely to generate organizational commitment. Many believe that
employees' organizational commitment is important because it affects overall organizational performance in
the forms of reduced absenteeism, willingness to take on extra responsibilities, increased individual
performance, lower turnover, and higher levels of job satisfaction (Fiorito et. al 2007).
HRM and Ethics
One researcher found that two-thirds of the ethical issues faced by the managers she interviewed involved
human resource issues or internal organizational processes. Moreover, when ethics hotlines are made
available for employees to report their concerns and observations, over half of the calls relate to human
resource issues, such as abusive behavior, sexual harassment, lying, and conflicts of interest. Finally, for
many companies, the greatest legal exposure and the potential to be on the losing end of costly lawsuits
come from human resource issues (Trevio and Nelson 2007). I hope you get the point. Companies' ability
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to effectively manage their people issues is critical to avoiding litigation and other negative organizational
consequences.
CHALLENGES OF HRM
With the ongoing changes in Human Resources Management (HRM), its important that managers, executives and HRemployees, specifically, be aware of the challenges that todays HRM team may face. While there are certainly other issues,these are common to most any type business or size of company and having policies in place to ensure these challenges aremet head-on can make the workplace more settled and peaceful for everyone.1. Workplace diversity. This may consist of issues involving age, education, ethnicity, gender, income, marital status, physicallimitations, religion, sexual orientation, or any number of other things. Understanding the challenges that may be faced by theinteraction of any of these diverse groups, as well as the required openness of the company toward such groups, will help HRpersonnel provide assistance in training employees to work with those they may consider different, accept that such workersmay be present in the business, and agree to treat each other respectfully, even if they never come to agree with each otherover various issues.2. Change management. This is another challenge that more and more HR departments are facing. Being able to deal withtheir own changing roles in corporate society, in addition to the changes to other jobs, the overlapping responsibilities, andmore. Understanding that change is required is the first step toward accepting the change.3. Compensation and benefits. With a slow economy and tightening corporate purse-strings, the issue of compensation andemployee benefits is one that almost every business must deal with. The key is to present mandatory changes in such a waythat employees can accept, if not necessarily agree with them while providing non-monetary morale boosting incentiveswhenever possible to make the changes less traumatic.4. Recruiting skilled employees. In an era of rising unemployment, it would seem that finding qualified workers would be easierthan ever. But thats seldom the case. Many industries are facing dire needs for employees with acceptable skills and therequired training or degree. This applies not only to health care, but also to technology and other fields as well, causing manyemployers to search outside their local marketplace for workers who can do the jobs they need filled.5. Training and development. This is another challenge that HR managers and personnel must deal with more frequently. Withthe need to cut training costs, training itself often suffers. Yet the skills an employee needs must still be taught. Manycompanies are meeting this challenge by providing eLearning opportunities that allow employees to receive the training theyneed without the expenses associated with travel, on-site trainers, hours away from their jobs and high-priced materials.These are only a few of the many challenges an HR department must be prepared to deal with. Knowing in advance what typesituation might arise will help you to be better equipped in the event that it does. After all, its always best to hope forthe best,but to be prepared for the worst. Just in case.
Ethical Issues in HR
inShare6
Of all the organisational issues or problems, ethical issues are the most difficult ones to handle or deal with. Issues arise inemployment, remuneration and benefits, industrial relations and health and safety.
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Diagrammatic representation of HR Ethical Issues
Cash and Compensation Plans
There are ethical issues pertaining to the salaries, executive perquisites and the annual incentive plans etc. TheHR manager is often under pressure to raise the band of base salaries. There is increased pressure upon theHR function to pay out more incentives to the top management and the justification for the same is put as theneed to retain the latter. Further ethical issues crop in HR when long term compensation and incentive plansare designed in consultation with the CEO or an external consultant. While deciding upon the payout there ispressure on favouring the interests of the top management in comparison to that of other employees andstakeholders.
Race, gender and Disability
In many organisations till recently the employees were differentiated on the basis of their race, gender, originand their disability. Not anymore ever since the evolution of laws and a regulatory framework that hasstandardised employee behaviours towards each other. In good organisations the only differentiating factor isperformance! In addition the power of filing litigation has made put organisations on the back foot. Managersare trained for aligning behaviour and avoiding discriminatory practices.
Employment Issues
Human resource practitioners face bigger dilemmas in employee hiring. One dilemma stems from the pressureof hiring someone who has been recommended by a friend, someone from your family or a top executive.
Yet another dilemma arises when you have already hired someone and he/she is later found to have presentedfake documents. Two cases may arise and both are critical. In the first case the person has been trained andthe position is critical. In the second case the person has been highly appreciated for his work during his shortstint or he/she has a unique blend of skills with the right kind of attitude. Both the situations are sufficientlydilemmatic to leave even a seasoned HR campaigner in a fix.
Privacy Issues
Any person working with any organisation is an individual and has a personal side to his existence which hedemands should be respected and not intruded. The employee wants the organisation to protect his/herpersonal life. This personal life may encompass things like his religious, political and social beliefs etc. Howevercertain situations may arise that mandate snooping behaviours on the part of the employer. For example, mailscanning is one of the activities used to track the activities of an employee who is believed to be engaged inactivities that are not in the larger benefit of the organisation.
Similarly there are ethical issues in HR that pertain to health and safety, restructuring and layoffs and employeeresponsibilities. There is still a debate going on whether such activities are ethically permitted or not. Layoffs, forexample, are no more considered as unethical as they were thought of in the past.
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Strategic human resource planningFrom Wikipedia, the free encyclopedia
Human resources planning is a process that identifies current and future human resources needs for an
organization to achieve it goals. Human resources planning should serve as a link between human
resources management and the overall strategic plan of an organization. Aging worker populations in most
western countries and growing demands for qualified workers in developing economies have underscored
the importance of effective Human Resources Planning.
As defined by Bulla and Scott (1994), human resource planning is the process for ensuring that the human
resource requirements of an organization are identified and plans are made for satisfying those
requirements. Reilly (2003) defined workforce planning as: A process in which an organization attempts to
estimate the demand for labour and evaluate the size, nature and sources of supply which will be required
to meet the demand. Human resource planning includes creating an employer brand, retention strategy,
absence management strategy, flexibility strategy, talent management strategy, recruitment and selection
strategy.
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Contents
[hide]
1 Best practices
2 Implementation stages
o 2.1 Stage 1
o 2.2 Stage 2
3 Overarching policy, process and tools
4 Process implementation stages
o 4.1 Stage 1
o 4.2 Stage 2
[edit]Best practices
The planning processes of most best practice organizations not only define what will be accomplished
within a given time-frame, but also the numbers and types of human resources that will be needed to
achieve the defined business goals (e.g., number of human resources; the required competencies; when
the resources will be needed; etc.).
Competency-based managementsupports the integration of human resources planning with business
planning by allowing organizations to assess the current human resource capacity based on their
competencies against the capacity needed to achieve the vision, mission and business goals of the
organization. Targeted human resource strategies, plans and programs to address gaps (e.g., hiring /
staffing; learning; career development; succession management; etc.) are then designed, developed and
implemented to close the gaps.
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These strategies and programs are monitored and evaluated on a regular basis to ensure that they are
moving the organizations in the desired direction, including closing employee competency gaps, and
corrections are made as needed. This Strategic HR Planning and evaluation cycle is depicted in the
diagram below.
[edit]Implementation stages
The following implementation stages are suggested for mid to large organizations implementing
competencies in support of Strategic Human Resources Planning.
[edit]Stage 1
Short - Term HR Planning
Establish a Competency Architecture and Competency Dictionary that will support Strategic Human
Resource Planning.
For each group to be profiled, define the roles and career streams to help identify current and future
human resources needs.
Determine how competencies will be integrated with the existing HR Planning process and systems
(e.g., Human Resource Information Management systems; other computer-based tools, for example
forecasting models).
[edit]Stage 2
Build or revamp HR Planning tools, templates and processes to incorporate elements as determined in
Stage 1.
Train managers and / or facilitate corporate HR Planning process.
Contineuously monitor and improve processes, tools and systems to support HR Planning
[edit]Overarching policy, process and tools
===Human Resouryyce Inf76767
Governance/accountability structure Organizations that have effectively implemented competencies on a
corporate-wide basis have ensured that there is an appropriate project management, governance and
accountability framework in place to support the development, maintenance and revision/updating of the
competency profiles to meet changing demands.
[edit]Process implementation stages
The following implementation stages are suggested for mid to large organizations.
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[edit]Stage 1
Identify the infrastructure and system requirements to support full implementation (e.g., Human
Resources Information Management System; other on-line software tools needed to support various
CBM applications).
Develop the competency profiles.
Implement the competency profiles in a staged-way to demonstrate benefits and create buy-in (e.g., as
soon as profiles for a group are developed, implement quickly within a low-risk high-benefit planned
application for the group).
Communicate success stories as competency profiles are implemented.
Good for organization.8
[edit]Stage 2
Develop, revise/update competency profiles to meet changing demands.
Monitor and evaluate applications to ensure that they are meeting organizational needs, and adjust
programs/plans, as needed, to meet evolving needs.
Human Resource Planning - HRPFiled Under Business Strategy
Definition of 'Human Resource Planning - HRP'The ongoing process of systematic planning to achieve optimum use of an
organization's most valuable asset - its human resources. The objective of
human resource (HR) planning is to ensure the best fit between employees
and jobs, while avoiding manpower shortages or surpluses. The three key
elements of the HR planning process are forecasting labor demand,
analyzing present labor supply, and balancing projected labor demand and
supply.
Investopedia explains 'Human Resource Planning -
HRP'The HR plan needs to be flexible enough to meet short-term staffing
challenges, while adapting to changing conditions in the business and
environment over the longer term. Human resource planning is also a
continuous process.
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Lesson5.Concept of Human Resources PlanningContents
[hide]
1 CONCEPT OF HUMAN RESOURCES PLANNING
2 Introduction
3 MAIN CONTENT
4 Self Assessment
5 Focus of Human Resource Planning
o 5.1 The Process of Human Resource Planning
CONCEPT OF HUMAN RESOURCES PLANNING
Introduction
Dear students, you are welcome to this particular unit Human Resource Planning In this unit we are going
to learn about the concept of planning as it applies to Human Resources, we will look at the definition from
various authors, and also the focus of Human Resource Planning This course will much more interesting to
you if you will get to understand this unit, Give this unit all the attention it deserves.
Objectives
At the end of this unit, you will be able to do the following
Explain the concept of Human Resource Planning
Define Human Resource Planning
Identify the focus of Human Resource Planning
Analyse the process of Human Resource planning
MAIN CONTENT
Human Resource Planning
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Effective and efficient managing of staff require a broad process called known as Human Resource
Planning. It constitute one of the major strategies to enhance and improve work performances, this it does
by removing deficiencies and prevent deficiencies from occurring.
Human Resource Planning helps the organization to tap efficiently talents which will help to integrate boththe individual and organizational goal. This will consequently minimize some of the problem associated with
low productivity absenteeism and labour turn over.
These reasons have made Human Resource Planning to become a major objective in organizations.
The process of Human Resource Planning include analysis of level of skill in the organization (skill
inventory) analysis of current and expected vacancies due to retirement, discharges, transfers, prootions;
sick leaves, leaves of absence or other reasons and analysis of current and expected expansions as
pointed out by
This also indicates that plan has to be made internally by the Human Resources for training and
development of present employee, for advertising job opening recruiting and hiring new people.
A good Human Resource Planning must respond appropriately to the rapid changing in the society and
must go beyond forecasting to all aspect of Personnel Management.
Definition
Human Resources Planning is defined as the process of assessing an organizations human resources needs in the light of
organizational goals and changing condition and making plans to ensure that a competent, stable workforce is employed.
The actual planning process will vary a great deal from organization to organization
However, James Walker pointed out that for some companies, human resources planning is essentially
management succession and development planning.
For others it is the staffing process which include forecasting and planning for recruitment, deployment,
development and attrition of talent in relation to changing needs.
Increasingly, however, it is a broader process addressing multiple levels for increasing organization
effectiveness on the management of Human Resources.
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According to Walker, effective human resources planning is a process of analyzing an organization human
resources needs under changing condition and development of the activities necessary to satisfy those
needs.
Walker sees human resources planning as two step processes, planning as they pertain to all aspects ofpersonnel management. This will include for example planning with respect to desired organizational
climate and development of staff reward and appraisal system appropriate to short range and long range
organizational goals. This implies that help must be proactive and as well as reactive.
Pattern states that Human Resource Planning is the process by which a firm ensures that it has the right
number of people and the right kind of people in the right place at the right time doing things for which they
economically most useful.
Fayana (2002) emphasized that human resource planning deals with the systematic and continuing
process of analyzing a firms human resources needs under mutating conditions and developing workforce
policies suitable to the long-term effectiveness of the organization. It is a vital part of corporate planning
and budgeting procedure since human resources costs and forecasting both effect and are affected by
long-term corporate plans.
Self Assessment
Explain the concept of Human Resources Planning.
Give two definitions of Human Resources Planning}}
Focus of Human Resource Planning
According to Bramham, Torrington and Hall, the process of matching future organizational requirement with
the supply of properly qualified, committed and experience staff in the right place at the right time. These
staff can be drawn from both the internal and external labour market
This requires a focus on the following:
An assessment of future product market trends and requirement.
A specification of the type and numbers of staff required to satisfy these product market trends and
requirement.
An estimate of the type and number of staff likely to be employed by the organization in five years.
A specification of the number/type of staff to be recruited or made redundant.
A development plan for restraining and re-focusing existing staff and, if appropriate, for recruiting
additional staff from the external analysis.
A re-examination of broader business strategies in the light of this analysis.
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The Process of Human Resource Planning
The process of Human Resource Planning by Michael Armstrong.
Summary
In this unit, we discovered the Human Resources Planning is one of the strategies to enhance and improve work
performance this it does by removing deficiencies and prevent it from occurring
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Human resources planning include analysis of level of skill, current and expected vacancies and also provide plans to take
care of the vacancies through training, development and recruiting and hiring new people. The challenging function of
Human resources demands matching future organizational requirement with the supply of right kind of staff. This
imperatively necessitate that Human Resource to be focused in meeting the requirement of the organization. In the unit we
have learnt that Human Resources Planning helps the organization to tap efficiently talents, which will help to integrate both
the individual and organizational goal. We also looked at some definitions which include Human resources as the process of
assessing an organizations human resources needs in the light of organizational goals and changing condition and making
plans to ensure that a competent, stable workforce is employed. The need for focus in Human Resources Planning was ex-
rayed and finally we considered the diagram of the process of Human Resource Planning
Factors affecting Human Resource Planning in an organization
Human resource planning can be defined as the process of identifying the number of people
required by an organization in terms of quantity and quality. All human resource management
activities start with human resource planning. So we can say that human resource planning is the
principle/primary activity of human resource management.
1. Employment :-
HRP is affected by the employment situation in the country i.e. in countries where there is greater
unemployment; there may be more pressure on the company, from government to appoint more
people. Similarly some company may force shortage of skilled labour and they may have toappoint people from other countries.
2. Technical changes in the society :-
Technology changes at a very fast speed and new people having the required knowledge are
required for the company. In some cases, company may retain existing employees and teach them
the new technology and in some cases, the company have to remove existing people and appoint
new.
3. Organizational changes :-
Changes take place within the organization from time to time i.e. the company diversify into new
products or close down business in some areas etc. in such cases the HRP process i.e. appointing
or removing people will change according to situation.
4. Demographic changes :-
Demographic changes refer to things referring to age, population, composition of work force etc. A
number of people retire every year. A new batch of graduates with specialization turns out every
year. This can change the appointment or the removal in the company.
5. Shortage of skill due to labour turnover :-
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Industries having high labour turnover rate, the HRP will change constantly i.e. many new
appointments will take place. This also affects the way HRP is implemented.
6. Multicultural workforce :-
Workers from different countries travel to other countries in search of job. When a company plansits HRP it needs to take into account this factor also.
7. Pressure groups :-
Company has to keep in mind certain pleasure. Groups like human rights activist, woman activist,
media etc. as they are very capable for creating problems for the company, when issues
concerning these groups arise, appointment or retrenchment becomes difficult.
Steps In Human Resource Planning HRP ProcessPost : Gaurav Akrani Date : 4/28/2011 02:36:00 PM IST
Comment (1) Labels : Management
HRP is done by the HRD manager. He is supported by the HRD department. He takes following Steps in the process of
Human Resource Planning HRP.
1. Review of Organisation's Objectives
The HRD Managerfirst studies the objectives of the organisation. Then he prepares a list of all the activities (jobs) that are
required to achieve the objectives. He also does Job's analysis.
Image Credits Christopher Pattberg.
2. Estimation of Manpower Requirements
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