INTRODUCTION TO HRM

STUDENT NAME: ____________________________

DATE: ____________________________________

Question No: 2. what are the main functions of HRM?

 Staffing

INTRODUCTION TO HRM

Employee
Planning HRM Functions
development

Employee
maintenance

Answer: Human resource management (HRM) have to prepare, build up, and execute
strategies and programmes that can help the company succeed. The accompanying diagram
depicts the core functions of human resource management.

The above-mentioned four functions, as well as all related tasks, all have a similar goal: to
provide enough qualified workers with the talents, capacities, expertise, and experience
required to meet future organisational goals(Ahammad, 2017).Any of the four areas of staff
responsibility may be delegated to each of the human resources positions (described above),

Figure 1: Main HRM Functions

but there are other roles that serve different functions.Performance appraisal methods, for
example, serve as a motivator and a roadmap for employee growth.They're also useful for
keeping track of salaries. The pay function's goal is to serve as a motivator to retain valued
workers and recruit new ones.The main human resources functions are listed below.

Basic Functions of HRM

Planning  The role of human resources planning is to decide the amount
and type of personnel required to meet the company's objectives.
 This feature conducts research because preparing for HR supplies
and requirements necessitates the collection and analysis of data.
 Employment design as well as analysis: these are most critical
aspects of human resource management. Employment design
refers to the process of identifying the duties, responsibilities,
and operations of a job.
 Identifying employment attributes such as skills, credentials, and

2
 INTRODUCTION TO HRM

career experience is part of the job analysis process. A role

description outlines the task and responsibilities that workers will
be responsible for.
Staffing  Human resource recruiting and selection are the most
important aspects of staffing (people) (Lievens and Chapman,
2010). Until candidates are chosen for jobs, human resources
training and hiring takes place.
 Recruiting is the personnel function of locating and selecting the
most eligible candidates for open positions.
 The selection function is used to choose the best candidates
from among those that have been drawn to the organisation by
the recruitment function.
 Orientation is used to welcome a prospective hire to their new
work and their new boss.
Employee  Employees are given the expertise and experience they need to
development do their work well by training and learning.
 Employees may also participate in development programmes that
prepare them for higher-level roles. Employee training and
improvement programmes ensure that workers can handle the
demands of their employment while still performing well.
Employee  A performance review is an assessment of an individual's role
maintenance and performance to ensure that the employee is performing
satisfactorily.
 A mechanism in which a person considers his or her desires and
skills when working creatively against job goals is known as
career preparation.
 The bulk of an organization's gross budget is accounted for by
remuneration and wages (Martocchio, 2004). It is essential to
close spending gaps while also properly paying employees. As a
result, it is the responsibility of HR managers to offer attractive
benefits as well as compensation programmes for the sake of
attracting new employees for the place of work without
endangering the business's finances.

3
 INTRODUCTION TO HRM

 The fundamental objective is to guarantee that bonuses as well as

compensation are provided evenly and equitably to all.
 The method of handling workers who are part of a union is
referred to as labour relations. Employees profit from the
collective bargaining power of unions, as they have members that
will lobby on their behalf if required to address disparities in
wages, pensions, workplace practises, and other facets of the job.
 The most important feature of human resources is record-
keeping. HR employees are in charge of recording, storing, and
recalling employee information as appropriate. Job history, CVs,
medical reports, promotions, hires, operating hours and lateness,
and other records pertaining to employees are stored.
Maintaining accurate records is an important HR feature.

Question No 3: How many opportunities of staff development can you think of? Here
are some ideas.

 Refresher training
 providing materials for self-study

Answer: Employers and administrators should think about employee growth on a regular
basis. It encompasses all strategies, processes, and procedures aimed at improving personnel
expertise, capabilities, and competencies in order to increase individual and organizational
productivity and performance. There are also other opportunities for staff growth.

4
 INTRODUCTION TO HRM

1. Webinars and online training workshops.

2. Mentorship and counselling for managers.

3. Classroom-style learning.

4. Peer mentoring.

5. Do some cross-training.

6. Stretch assignments.

7. Propose one-to-one meetings on a regular basis.

8. Include employees in goal-setting 

9. Make skill development a priority

10.Encourage upward mobility

11. Leadership Development in a Hurry

12. Create a Training Schedule that is Consistent

13. Encourage knowledge sharing.

14. Create sessions for train-the-trainer

15. Think about joining a peer mentoring programme.

16. Incorporate cross-departmental training

17. Include employee development resources;

18. Advocate for external training

19. Recognize training accomplishments.

5
 INTRODUCTION TO HRM

 Case Study
“Tony works in Big Star, a city hotel. He is a full- time employee and has been working
there for the last three years. But he is not happy with his job. He says that his pay is
poor and he has to work on the weekends.”

1. Statement suggestion regarding hotel worker's motivation.

The statement here indicates that the Tony organisation has no motivation to work in. The
statement that he said that his salary is low imply that he feels underpaid, or feels that his
workload is not worthwhile, relative to those in similar jobs with similar tasks.Tony further
notes that he is required to work weekends, implying that he either did not realise this was a
requirement of the job when he was hired or that it was instituted without his consent shortly
after he was originally selected. Tony is de motivated because he feels overlooked in the
company, which is mirrored in his salary for the job he does, by having to work every
weekend and getting poor pay for his contributions inside the company. Tony remains
unmotivated and he does not want to work weekends, which would affect his efficiency on
the weekends when he does work.

2. Ways to enhance Tony's motivation

According to Tony's statement, he might be inspired by a higher salary. To encourage

Tony’s motivation

i. The company might incorporate recruitment, advancement, promotions, and

bonus programmes.
ii. By offering training, Tony will have chances to advance in the organisation and
gain the funds he desires as he advances; he would also receive financial
incentives for demonstrating high success in his current job.
iii. Tony will rely on the financial reward of these bonuses as a motivator to work at
his best.
iv. Since Tony dislikes working weekends, the business should provide more
versatility and be more welcoming to his wishes.
v. By becoming more versatile, they will be able to provide weekend jobs to those
who may not otherwise have the opportunity and who would find it beneficial to
their personal lives, while still giving Tony the weekends he requires.

6
 INTRODUCTION TO HRM

vi. This will convey the message to him that weekend jobs do matter, and he will feel
valued. Tony would have a greater degree of job satisfaction and, as a result,
would do well on weekends while he works.

7
 INTRODUCTION TO HRM

 References

 AHAMMAD, T. 2017. Personnel management to human resource management (HRM): How

HRM functions. Journal of Modern Accounting and Auditing, 13, 412-420.
 LIEVENS, F. & CHAPMAN, D. 2010. Recruitment and selection. The SAGE handbook of
human resource management, 135-154.
 MARTOCCHIO, J. J. 2004. Strategic compensation: A human resource management
approach, Pearson Education India.