Scope of Human Resource Management

1. Personnel Aspect

• Human Resource Planning – It is the process by which the organization identifies the number of jobs vacant.
• Job Analysis and Job Design – Job analysis is the systematic process for gathering, documenting, and analyzing data about the work required for a job. Job analysis is the procedure for identifying those duties or behavior that defines a job.
• Recruitment and Selection – Recruitment is the process of preparing advertisements on the basis of information collected from job analysis and publishing it in newspaper. Selection is the process of choosing the best candidate among the candidates applied for the job. Orientation and Induction – Making the selected candidate informed about the organization’s background, culture, values, and work ethics.
• Training and Development – Training is provided to both new and existing employees to improve their performance.
• Performance Appraisal – Performance check is done of every employee by Human Resource Management. Promotions, transfers, incentives, and salary increments are decided on the basis of employee performance appraisal.
• Compensation Planning and Remuneration – It is the job of Human Resource Management to plan compensation and remunerate.
• Motivation – Human Resource Management tries to keep employees motivated so that employees put their maximum efforts in work.

2. Welfare Aspect –

Human Resource Management have to follow certain health and safety regulations for the benefit of employees. It deals with working conditions, and amenities like - canteens, crèches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.

3. Industrial Relation Aspect –

HRM works to maintain co-ordinal relation with the union members to avoid strikes or lockouts to ensure smooth functioning of the organisation. It also covers - joint consultation, collective bargaining, grievance and disciplinary procedures, and dispute settlement.

HR function may be categorised into the following sub- sections:

• Employee Hiring

• Employee and Executive Remuneration

• Employee Motivation

• Employee Maintenance

• Industrial Relations

• Prospects of Human Resource Management

Functions of the personnel section encompass the following activity areas:

Total quality management (TQM)

Organisational structuring and design; suggesting mergers, overseeing diversification/ expansion schemes, managing implications of globalisation, cost cutting measures such as downsizing, contract employment, restructuring, controlling implications thereof, etc.;

Productivity control, R&D, improved service delivery, customer focus, quality control, organisational effectiveness; - Financial control and budgeting;

 Human Resource Planning and specifics thereof HR; department plays a vital role in integrating the strategic plan or business plan and also take the lead in devising and implementing it.

Personnel processes viz. recruitment, selection, training, management development; - Strategising or planning for overall organisational growth;

 Managing informal work group;

 Organisational culture ramifications of managing knowledge workers; articulation of culture in terms of objectified, practicable targets; ensure meeting of specific targets and objectives; imparting direction to organisational functioning;

Managing Diversity; (organisational culture reference and internal sociology implication);

Dissemination/internalisation of organisational philosophy among inmates, controlling culture thereby. Phenomenon of ‘organisational identification’… (Simon, 1957)

 People management’ referring to policy initiatives regarding, employee benefit and welfare schemes, retrenchment policy, executive succession, etc; and –

Spreading awareness and mobilising support to ensure minimum resistance to change processes and policies; marketing to recover or amortize the costs of producing products, programs and services.

Functional obligations of personnel department outlined above could be catalogued under the following general headings: (Tracey, 1994)

 - Managing house keeping for its own section-performing all customary management functions (POSDCoRB) with regard to internal administration;

 - Organisational Development understood as planned, educative effort towards organisation wide change reflecting concept of organisations as constantly evolving and developing entities (Keith Davis, 1992) and

 - Performance Development, problem sensing, solving, and trouble[1]shooting as and when need arises.

Specific functional activities and responsibilities of HR department as outlined by Tracey include:

• Recruitment, selection, and task assignment;

• Orientation and induction programmes imparting relevant information;

• Compensation; including all compensable factors;

 • Employee benefits; monetary and non- monetary; and

• Succession planning (upward mobility of personnel via promotions);

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.Toidentify 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 transactions of business.

• To inculcate the sense of team spirit, team work and inter-team collaboration

FUNCTIONS OF HRM

The functions can be grouped as follows:

 1.) Strategic HR Management:

As a part of maintaining organizational competitiveness, strategic planning for HR effectiveness can be increased through the use of HR metrics and HR technology. Human resource planning (HRP) function determine the number and type of employees needed to accomplish organizational goals. HRP includes creating venture teams with a balanced skill-mix, recruiting the right people, and voluntary team assignment. This function analyzes and determines personnel needs in order to create effective innovation teams. The basic HRP strategy is staffing and employee development.

 2.) Equal Employment Opportunity:

 Compliance with equal employment opportunity (EEO) laws and regulations affects all other HR activities.

3.) Staffing:

 The aim of staffing is to provide a sufficient supply of qualified individuals to fill jobs in an organization. Job analysis, recruitment and selection are the main functions under staffing. Workers job design and job analysis laid the foundation for staffing by identifying what diverse people do in their jobs and how they are affected by them. Job analysis is the process of describing the nature of a job and specifying the human requirements such as knowledge, skills, and experience needed to perform the job. The end result of job analysis is job description.

Job description spells out work duties and activities of employees.

Through HR planning, managers anticipate the future supply of and demand for employees and the nature of workforce issues, including the retention of employees.

 So HRP precedes the actual selection of people for organization. These factors are used when recruiting applicants for job openings. The selection process is concerned with choosing qualified individuals to fill those jobs. In the selection function, the most qualified applicants are selected for hiring from among the applicants based on the extent to which their abilities and skills are matching with the job.

4.) Talent Management and Development:

Orientation is the first step towards helping a new employee to adjust himself to the new job and the employer.

It is a method to acquaint new employees with particular aspects of their new job, including pay and benefit programmes, working hours and company rules and expectations.

Training and Development programs provide useful means of assuring that the employees are capable of performing their jobs at acceptable levels and also more than that. All the organizations provide training for new and in experienced employee.

In addition, organization often provide both on the job and off the job training programmes for those employees whose jobs are undergoing change. Likewise, HR development and succession planning of employees and managers is necessary to prepare for future challenges.

Career planning has developed as result of the desire of many employees to grow in their jobs and to advance in their career. Career planning activities include assessing an individual employee’s potential for growth and advancement in the organization.

Performance appraisal includes encouraging risk taking, demanding innovation, generating or adopting new tasks, peer evaluation, frequent evaluations, and auditing innovation processes.

This function monitors employee performance to ensure that it is at acceptable levels.

 This strategy appraises individual and team performance so that there is a link between individual innovativeness and company profitability. Which tasks should be appraised and who should assess employees’ performance are also taken into account.

 5.) Total Rewards:

 Compensation in the form of pay, incentives and benefits are the rewards given to the employees for performing organizational work. C

ompensation management is the method for determining how much employees should be paid for performing certain jobs.

To be competitive, employers develop and refine their basic compensation systems and may use variable pay programs such as incentive rewards, promotion from within the team, recognition rewards, balancing team and individual rewards etc.

 This function uses rewards to motivate personnel to achieve an organization’s goals of productivity, innovation and profitability.

6.) Risk Management and Worker Protection:

 HRM addresses various workplace risks to ensure protection of workers by meeting legal requirements and being more responsive to concerns for workplace health and safety along with disaster and recovery planning.

7.) Employee and Labor Relations:

 The relationship between managers and their employees must be handled legally and effectively. Employer and employee rights must be addressed.

 It is important to develop, communicate, and update HR policies and procedures so that managers and employees alike know what is expected. In some organizations, union/management relations must be addressed as well.

 The term labour relation refers to the interaction with employees who are represented by a trade union.

Unions are organization of employees who join together to obtain more voice in decisions affecting wages, benefits, working conditions and other aspects of employment.

 With regard to labour relations the major function of HR personnel includes negotiating with the unions regarding wages, service conditions and resolving disputes and grievances

According to Dave Ulrich HR play’s four key roles.

1. Strategic Partner Role-turning strategy into results by building organizations that create value;

2. Change Agent Role- making change happen, and in particular, help it happen fast

3. Employees Champion Role—managing the talent or the intellectual capital within a firm

4. Administrative Role—trying to get things to happen better, faster and cheaper.