Human Resource Management

Define human resource management

Refers to the practices and policies you need to carry out the personnel aspect of your management job, specially, acquiring, training. Appraising, rewarding and providing a safe ethical and fair environment for your company employees.

Human resource management of the history

In economics human resource in the beginning was known as 'human capital'. Then it was later realized that humans are capitals which can be run through a particular time in fact they are social beings and things change day to day for them. It cannot be that if one person is told to work for a particular time till a year, it is not necessary that he will make it. There are many eventualities and circumstances those may stop him to do so. Sot his term was then decided to change. But still in macro economics they use this term for employees as a factor of production.

The socialist parties from the starting of human employment have played a role of working the human rights. They explained that humans themselves are not assets for a company but the work they produce are the asset for them. And that they should be treated on the basis of their potentials and hard work. This act of their started the hiring and firing in a better manner.

This argument's extreme version is that of African people's slavery. They were treated as slaves and their potentials were taken as capitals by the developed nations of that time without paying them properly. This was the more extreme

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version of human capitalizing. This was then recognized by the United Nations.

As the above given information clearly states that in the olden days when people were not treated as humans but as an asset of the company there were many socialist parties those who wanted there to be a system by which these human beings could have their own problems and their own matters solved. This then gave rise to a concept of having a department which would only be meant for this purpose.

The idea was that the human resource department must be more than of just hiring and firing. It must be related to employee's problems like for instance their medical facilities, their salaries on time and thing like these. The employees must be free enough to consult his problems to someone who could take to the upper head.

Although it cannot be denied that this department was always there in a firm but hidden. But then it was made a separate department, there were rules made for its working and its conduct. And now human resource occupies a bigger position and is consider being an important part of a firm. If the employees are not satisfied they won't produce sufficient quality work.

HRM significance for the development of the company

Fully mobilize the enthusiasm of the staff. Employees in the enterprise development space, self-fulfillment opportunities, pay and benefits status and

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other factors, interpersonal relationships, enterprise should adjust these factors

to achieve business goals. Expanding the human capital. To achieve maximum profit

Human resources purpose and role

Human Resources seeks to achieve this by aligning the supply of skilled and qualified individuals and the capabilities of the current workforce, with the organization's ongoing and future business plans and requirements to maximize return on investment and secure future survival and success. In ensuring such objectives are achieved, the human resource function purpose in this context is to implement the organization's human resource requirements effectively but also pragmatically, taking account of legal, ethical and as far as is practical in a manner that retains the support and respect of the workforce

Define human resource management in different way

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,

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communication, administration, and training.

Difference between human resource management and personnel management

For personnel management: Time: this is a short term management, Planning: the employees only reactive accept company’s order, employees are the same, give they low trust, don’t have creative suggestion ,locate at company’s marginal, isn’t company’s core. Structure: adapt mechanistic structure, the power is centralized. Specialized: each department have little teamwork.

For HRM: Time: this is a long term management Planning: employees can proactive take some creative suggestions, and employees are a part of company they are individual, and have different Characteristics, through different wages distinguish they. And give them high trust. Adapt organic structure, the power is scattered. Line management: think teamwork between different departments work as supplementary role.

Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function. Personnel management is typically the sole responsibility of an organization's personnel department. With human resources, all of an organization's managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel related tasks. As far as motivators are

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concerned, personnel management typically seeks to motivate employees with such things as compensation, bonuses, rewards, and the simplification of work responsibilities. From the personnel management point of view, employee satisfaction provides the motivation necessary to improve job performance. The opposite is true of human resources. Human resource management holds that improved performance leads to employee satisfaction. With human resources, work groups, effective strategies for meeting challenges, and job creativity are seen as the primary motivators.

In the evolution of personnel and human resource management, four major stages can be discerned:

(a) social justice

(b) human bureaucracy

(c) consent by negotiation

(d) organisation and integration

Social justice

Social justice (the budding stage of human resource management), generally refers to the idea of creating an egalitarian society or institution that is based on the principles of equality and solidarity, that understands and values human rights,

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and that recognizes the dignity of every human being. It is the early stage of which is in the 19th century, that is, the time of the first Industrial Revolution. In this period, the Factory System emerged, and the fair treatment and a fair share of interest will give individuals and social groups developed gradually. The later stage of Social Justice is in the late 19th century an early 20th century, that is, the time of the second Industrial Revolution. In this stage, the most development is new initiatives, such as unemployment benefit, sick pay and subsidized housing.

This stage reformer: Robert Owen

Robert Owen (14 May 1771 – 17 November 1858), who was born in Newtown, Wales, was a social reformer and one of the founders of socialism and the cooperative movement. He was a social pioneer in personnel management as well.

Owen's philosophy is: Good people engaged in management will give employers benefits. It was based on three intellectual pillars: First, no one was responsible for his will and his own actions because his whole character is formed independently of himself; people are products of their environment, hence his support for education and labour reform, rendering him a pioneer in human capital investment. Second, all religions are based on the same ridiculous imagination, that make man a weak, imbecile animal; a furious bigot and fanatic; or a miserable hypocrite; Third, support for the putting-out system instead of the factory system. He also strives to rise the minimum age for child labor and reduce the working hours.

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Human bureaucracy

Human Bureaucracy is in the early 20th century, which was the period of the First World War. It combined organizational structure, procedures, protocols, and set of regulations in place to manage activity, usually in large organizations. A bureaucracy is directly responsible to the leadership that creates it, such as a government executive or board of directors, As a matter of practicality, the bureaucracy is where the individual will interface with an organization such as a government etc., Large-scale industrial organizations.

One of Social scientists in this stage is Frederick Taylor (1856-1915), the father of scientific management. He emphasis that managers must co-operate with workers to ensure the job is done in a scientific way and put forward the separation of management and labor. He develops his ideas on scientific management. Taylor advocates scientific selection of workers based on qualifications and also argues for incentive-based compensation systems to motivate employees.

Consent by negotiation

Consent by negotiation is the stage of development which is in the period From 1950s to 1960s. In this phase, it has Full employment and labors become scare resource. The most important achievements are: Collective bargaining role, Growth in trade-union, University course and Advisory service. In the U.S., a tremendous surge in union membership between 1935 and 1950 leads to a

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greater emphasis on collective bargaining and labor relations within personnel management. Compensation and benefits administration also increase in importance as unions negotiate paid vacations, paid holidays, and insurance coverage.

Organization and integration

Organization and integration, the integrated phase of human resource management, is from the early 1970s to 1980s. In this period, it was focus on changing environment. Such as individual experts in organization, Specific areas: recruitment and training, Growth in specialist techniques and Personal growth.

Strategic management

Strategic management as a discipline originated in the 1950s and 1960s. it is a field that deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of firms in their external environments. It is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies.

One influential pioneer is Alfred Chandler. He recognized the importance of coordinating the various aspects of management under one all-encompassing strategy. Prior to this time the various functions of management were separate

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with little overall coordination or strategy. Interactions between functions or between departments were typically handled by a boundary position, that is, there were one or two managers that relayed information back and forth between two departments. Chandler also stressed the importance of taking a long term perspective when looking to the future.

What are the key functions of human resource management?

The human resource management key functions as follows.

Human resource planning: The enterprise will arrange the appropriate person to the suitable operating post on; lets the staff displays own ability fully.

Recruitment and selection of employees: At this began, an analysis of the job to be done written into a job description so that the selectors know what physical and mental characteristics applicants must possess, what qualities and attitudes are desirable and what characteristics are a decided disadvantage. According to operating post which needs to supplement, determined that needs the staff condition, then through the plan, the employment advertise, test, evaluation, selects, gain enterprise to need the personnel.

Employee relations: provides good environment for the staff, increases between them the exchange and the cooperation, strives for to realize between the staff the creative cooperation, establishes the harmonious functional relationship.

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Pay and reward: To retain good staff and to encourage them to give of their best while at work requires attention to the financial and psychological and even physiological rewards offered by the organization as a continuous exercise. The enterprise needs to construct the comprehensive salary system (Post appraisal and salary rank, salary investigation, salary plan, salary structure, salary system's formulation, salary system's adjustment, labor cost calculation). According to achievements appraisal and feedback to implement reward.

Job design and evaluation: According to the enterprise future development to design and prepare the job to choose the suitable staff. Through the efficiency which works to them, post adaptiveness to carries on the achievements appraisal.

Training and development: In general, education is 'mind preparation' and is carried out remote from the actual work area, training is the systematic development of the attitude, knowledge, skill pattern required by a person to perform a given task or job adequately and development is 'the growth of the individual in terms of ability, understanding and awareness'. Training to the staff, enables them to have a deeper understanding to own work. Sharpens own various aspects ability unceasingly, will make own contribution to enterprise's future, consummate own professional profession.

Additional functions: Explained company policy and working routine, let the staff understand company's working habit; Control the labor force cost, realizes the benefit maximization; Create and maintain employee's morale, lets them maintains the high efficiency work.

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References:

1. http://baike.baidu.com/view/4692.htm Human Resource Management

2.SQA P117-P119

3. http://www.hroot.com/contents/22/15343.html

4. http://www.chinahrd.net/knowledge/info/164663

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