Professional Documents
Culture Documents
HRM PM 01
HRM PM 01
Yes I agree with the statement. Let us go in detail with HRM and
Personnel Management.
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HUMAN RESOURCE MANAGEMENT
The core values of HRM states that human beings are the crucial aspects of
every organization. The greater is the commitment of the human resources
the more successful of the organization. An individual is a whole person. He
brings all aspects of his personality; attitudes, traits and behavior to the work
place. All people represent the organization. The building, equipment and
other resources productive only because they are being handled by the
hyper generic forced of humans. People are different from each other. They
vary in abilities, nature, personality; religion etc. people are also influenced
by social economic and environmental factors
FUNCTIONS OF HRM
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HUMAN RESOURCE MANAGEMENT
Staffing
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HUMAN RESOURCE MANAGEMENT
Development
Employees Rewarding
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HUMAN RESOURCE MANAGEMENT
Participative management
Industrial relations
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HUMAN RESOURCE MANAGEMENT
Trade Unions
Organizational Challenges
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HUMAN RESOURCE MANAGEMENT
quality.
• Outsourcing – moving work outside the company to reduce costs and
overcome labor shortages.
Trade unions play a crucial role in introducing the VRS in any organized
sector firm.
The main objective behind the scheme is to send out those who cannot be
retrained in new skills. The premise of the argument appears to be weak. The
liberalization policy, in its anxiety to modernize, restructure and globalize the
products of Indian industry, is wasting precious labor force that could have
been modernized through retraining and on the job training.
Precious skills and abilities of the retrenched workforce are equated with
worn out physical capital that may not be susceptible to repair or
modernization. Are human beings not capable of learning and modifying their
knowledge, skills and applying the same to produce higher output? The
current emphasis on restructuring does not allow such questions.
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HUMAN RESOURCE MANAGEMENT
The free economy and trade liberalization have ushered in the need for the
enterprises to have a competitive edge. Economic forces have led to
organizational cost cutting, changes in production processes, exploration of
new markets, plant relocations, modernizations, downsizing and structural
changes.
Personnel Management
The function of a personnel manager usually begins with the staffing process.
The manager may be focused on screening and interviewing applicants, with
an eye to placing individuals with the right skill sets in the right position
within the company. Along with placement, the HR manager may also
oversee, or at least be involved in, the creation of entry level training
programs, as well as continuing education opportunities for existing
employees.
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HUMAN RESOURCE MANAGEMENT
This support often involves scheduling time during working hours for the
counseling sessions, and perhaps picking up the cost if insurance does not
cover counseling. As with continuing educational programs, counseling is
seen as another way that the company invests in the future relationship
between the employee and the employer. A good HR manager understands
this and will strive to make sure this sort of support is available.
1 personal role
2-welfare role
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HUMAN RESOURCE MANAGEMENT
3 clerical roles
a. Time keeping
c. Maintenance of records.
a. Grievance handling.
b. Settlements of disputes.
d. Collective bargaining.
e. Joint consultation
To understand the personnel manager's job thinks of how you would deal
with the following examples of challenging employee situations:
The firm's employees - especially the most qualified ones - can get
comparable, if not better jobs with other employers.
The cost of hiring and training employees at all levels is increasing, for
instance, several thousand dollars for a salesperson. A mistake in hiring or in
slow and inefficient methods of training can be costly.
Personnel managers must comply with the law by employing, training and
promoting women and persons from minority groups. The problem in doing
so is that many of these employees have not had appropriate experience and
education in the past.
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HUMAN RESOURCE MANAGEMENT
Some employees may not perform satisfactorily simply because their firm
offers competitive compensation, benefits, and working conditions. In
addition to these financial or physical compensations, they want
responsibility, the opportunity to develop, and recognition of
accomplishment in their jobs.
The law has established requirements for pension and other benefit plans,
and also bar mandatory retirement at age 65. Complying with such changes
presents real challenges.
Management basically deals with all the persons working in the concern who
are responsible for managing an organization. Everyone in the organization
will have certain responsibilities and duties in the enterprise. Personnel
management includes planning and directing the applications, development
and utilization of human resource in the enterprise. Employees, unions,
public relationship also plays a key role in personnel management. So there
is a need for personnel Management and planning of the members play a
vital role in the Enterprise.
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HUMAN RESOURCE MANAGEMENT
1. A mind with a capacity for creative thinking, for analyzing situations and
reasoning objectively.
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HUMAN RESOURCE MANAGEMENT
• Social.
• Personnel.
• Enterprise.
• Union.
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HUMAN RESOURCE MANAGEMENT
COMPARISON
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HUMAN RESOURCE MANAGEMENT
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HUMAN RESOURCE MANAGEMENT
The human resources are much broader compare to the term personal either
in the component level or in coverage or even in the macro level. The human
resources includes the resources of all the people who contribute their
services to the attainment of organizational goals and others who contribute
their services in order to create hurdles in the attainment of organizational
goals. Further, human resources include human values, ethos and the like.
First of all, I must state that all management must be both proactive and
reactive to survive. Obviously when significant events happen it is necessary
to react to them. But the reaction most of the time should be planned and
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HUMAN RESOURCE MANAGEMENT
well thought out. The best management is primarily proactive rather than
reactive. Good management is proactive first and reactive second. During
the course of my career, I have seen many organizations fail to make money
because they were reactive. Wars have been started because of
governments that were more reactive than proactive.
Some number of years ago I had the opportunity to get in on the ground floor
when a company was beginning to design their own line of personal
computers. It seems they had been selling a low end computer system that a
third party was making for them and they were selling like hotcakes. They
were all excited about this new market. So they were putting together a
team of digital designers and were excited about bringing this new product
to market in a very aggressive six month schedule. At the same time they
were laying off personnel who worked in a part of their company where sales
were not very good. I turned the opportunity down.
Their attitude of layoffs rather than retraining indicated that they did not
value longevity on the part of employees. This was not why they failed. A few
years later I learned that the design team had successfully designed their
computers and brought the product to market successfully and on schedule.
However sales were apparently lackluster and the whole idea of bringing
computers to market was abandoned by the company. I wonder what
happened to those dedicated individuals who worked so hard.
The reason for the failure was reactive management or actually it was lack of
proactive management. By the time the management realized there was
such a great market for computers, so had everyone else. The only
companies that remained in the personal computer market were those that
had foreseen the opportunity early, already had designs ready, and were set
to produce product to meet the demand. Of course we know who these
companies were.
How to be Proactive
So the question is how can one organization forsee a future event and be
ready for it when other organizations fail to do this? What do they do?
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HUMAN RESOURCE MANAGEMENT
Proactive Successes
When I worked for the telephone industry they had a planning and
forecasting section. They projected increases or reductions in the customer
demand curve based on forecasting and trends. Based on these projections,
we adjusted construction schedules to add additional facilities sooner when
more demand was forecasted or to delay construction of new facilities when
projected demand decreased. Setting schedules in this way obviously was
much more efficient and saved a great deal of unnecessary expense. In
many industries, proactive management is essential.
Reactive Successes?
Any reactive management successes are more likely due to dumb luck rather
than skill. If anyone is aware of reactive successes due to reactive
management, it would be worth sending us an e-mail.
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This style is very common. Such managers are often punitive as well.
Reactive managers don’t really enjoy the management process. They got
promoted by being functional experts. In management they still want to do
what they most enjoy doing – devise expert solutions. They may hold regular
meetings on a proactive basis, but they want competent subordinates who
can get on with their work without bothering them. However, they want
subordinates to come to them if they have a problem.
No one likes to hear about problems. Reactive managers with a punitive style
don’t mean to be mean. They just get annoyed when they hear that a project
might be off the rails. They may not even lose their temper but their irritation
is still visible in their tone of voice and body language. Their immediate
priority is to fix the problem. They convey the message that they hope their
subordinates have learned from their mistake and won’t let it happen again.
This is punitive: it instills a fear of failure in team members and makes them
hesitate to inform managers about problems in future. A punitive style
increases the likelihood of further errors and an early departure from the
company.
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