Human Resource Management BSL3122

Ms. Nidhi Malhotra

Session: - 2021-22

Project Title: - Role of HRM in NGO

GROUP MEMBERS: -
SNO STUDENT’S NAME ROLL NUMBER SPECIALIZATION
1 SAKSHI TAYAL 2120982615 FINANCE AND BANKING
2 SARANSH GOYAL 2120982049 MARKETING
3 SAKSHAT VASISHT 2120982048 MARKETING
4 SAHIL BHATIA 2120981047 MARKETING
5 URVI MAGO 2120982058 MARKETING
6 SHIWANGI SINGH BAGHEL 2120981533 HR
7 TANIKA SHARMA 2120981535 HR

ACKNOWLEDGEMENT
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Project work is never the accomplishment of an individual rather it is an
amalgamation of the efforts, ideas and co-operation of a number of
entities. We would like to thank CHITKARA UNIVERSITY for giving an
opportunity to work on a valuable project. We are thankful to our
teacher of Human Resource Department MS. NIDHI MALHOTRA for
motivating us to complete this project with complete focus and
attention. We wish to express our heartfelt gratitude to all the people
who have played a crucial role in the research for this project, without
their active cooperation this project could not have been completed
within the specified time limit.

Geek Squad

MBA Sem-1st

SUMMARY
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 “Human Resource Management for NGOs” here aims to make small
and medium-sized NGOs understand and assess organizational
behavior and functioning; manage organizations through planning,
implementing and monitoring activities strategically; improve the
performance of their staff; build effective management systems

A number of these NGOs are into various aspects of community

development such as: community mobilization, environment, health
and sanitation awareness creation, promotion of child's rights law,
promotion of sexuality and reproductive health education and fight
against child labor and human trafficking etc.

It concentrates on making the most of the human resources that are at

the disposal of the organization and enhances the performance of
employees to achieve the organization's objectives

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 INDEX

SNO TOPIC PAGE NUMBER

1 Introduction 05
2 Importance of Human Resource Management in NGO 06
3 The role of human resources management in the organization 07-10
4 Challenges of Human Resource Management in NGO 11-13
5 The Objectives and Goals of HRM 14
6 Benefits of creation of Human Resource 15
7 Human Resource Practices 16-18
8 Strategic HRM 19-20
9 MUSKURAHAT NGO 21-23
10 Conclusion 24

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 INTRODUCTION

 In the battle to improve the world, numerous NGOs have disregarded
exactly how significant Human Resources can be to the proficient
running of their association. Despite mainstream thinking, HR is not
only a division that helps hire talented people for the organization but
over the years has evolved to perform other functions in an
organization. Non-Governmental Organizations (NGOs) have been
founded to deliver value for the communities and society through
service, education and some form of contribution that makes the
community a better place for everyone. However, it’s mission can only
be achieved when there are equally talented and committed people
who can deliver which is possible through HR.

With regards to dealing with a worldwide workforce, NGOs confront

many similar complexities and difficulties if not more everywhere. It is
normal for NGOs to have a few provincial workplaces and
representatives situated worldwide. However, NGO representatives
every now and again work in the absolute most remote places on earth.

The “Human Resource Management for NGOs” here aims to make

small and medium-sized NGOs understand and assess organizational
behavior and functioning; manage organizations through planning,
implementing and monitoring activities strategically; improve the
performance of their staff; build effective management systems,
policies and plans and improve long-term sustainability and resource
mobilization.

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Importance of Human Resource Management in NGO

Human resource management is the management of the people who

work in an organization. They can be managers, employees, project
officers, field workers, coordinators. Since the organization is run by
these people, they are considered to be a “resource” – ‘a human
resource.’ Like we use funds to manage a project, we also need to use
these ‘human resources or the ‘people’ to manage the organization.

It is not enough just to have a dedicated team for an organization. It is

fundamentally believed that unless the team is not properly managed,
motivated and performed, the organization will not achieve its goal and
objectives. The process of managing, motivating and making the staff
perform involves setting up of systems, including building plans and
policies. These systems fall under human resource management.

The importance of Human Resources (HR) in a non-governmental organization

(NGO) as a means of ensuring sustainable growth for an organization cannot be
overemphasized, as it is the fundamental strength upon which people; strategies,
processes and operations are based. Effective employee management should be
on top of the list of priorities for progressive improvement of an organization. An
NGO must strive to attract, develop and retain qualified and enthusiastic
employees as they are the key to the success of one's business. HR in an NGO is
no different to HR in any other sector, but the problems that HR professionals
face within the NGO sector are quite unique.

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The role of human resources management in the
organization:

HRM is interested in how to manage personnel in an organization more

effectively so as to reach its goals. It works on actions that are taken,
could be taken, or should be taken to provide the employees with high
levels of motivation for more productivity. Association for Talent
Development (ATD) defines nine main roles of HRM:

 training and development, organization and development,

 organization/job design,
 human resource planning,
 selection of personnel and insurance,
 research and information systems personnel,
 reward/benefits or aid, advice on personal problems of
employees, and union/labor relations.

When the abovementioned definition of ATD is extended, one gets the

following list:

 Job analysis

 Human resources planning

 Strengthen the organizational culture

 Interpersonal relations

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  Goal setting

 Recruitment and selection

 Orientation

 Performance appraisal

 Motivation

 Training and development

 Career management

 Wage management

 Occupational health and safety

 Industrial relations

HRM takes its place in organizational schemes in various ways. In large‐

scale organizations, HRM stands as a separate department, while in
small ones, it is deemed as a group of functions fulfilled by various
departmental managers. Since it is very difficult for a group of functions
to carry out the abovementioned roles, it would not be wrong to
suggest that such organizations maintain a modernized understanding
of personnel management. Modernized personnel management could
be defined as a management method that includes staff evaluation and
education—although not as detailed as HRM does—into its mission in
addition to carrying out the functions of traditional personnel
management.

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The human resources manager and the concerned staff are obliged to
carry out aforesaid rules in accordance with the objectives of the
organization. Task analysis is of first priority. Determining the tasks that
are suitable with the organizational structure, arranging assignments,
and responsibilities depend on the operations of human resources.
What is more, human resources should plan its own managerial
structure and each operation should be included in the plan.

Organizational culture is dynamic and it can change in time. It is

significant that organizational culture is embraced by the employees
and that they identify themselves with that culture. Once they do,
conformity can be maintained within the organization, which can be
observed by the external environment. Human resources management
plays a crucial role in the establishment and enhancement of the
organizational culture. Human resources, which ensure close relation
with the employees, strengthen the organizational culture through
orientation, training programs, etc. Human resources can also reinforce
the relationship among the employees. Business meals, organizational
activities, etc., contribute to the communication. In addition,
designating common goals also empowers communication.

Candidates should be assessed according not only to their professional

sufficiency but also to their ability to adopt behavior models that would
improve efforts needed for organizational aims. Test applications that
we mostly encounter during requirement process at institutionalized
firms minimize making wrong choices. These tests are prepared in
order to evaluate the psychological status, characteristic traits, and
related efficiencies of the candidates. Another method used by large‐
scale organizations is group interviews.

Taking the right steps while choosing the candidates has a positive
influence on the orientation process. Orientation programs are
arranged to introduce the employees, physical environment, and

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activities of the organization as well as making the duties and
responsibilities known to the newcomers.

Performance appraisal is conducted regularly by several organizations

whether they have a human resources department or not. Performance
appraisal, which is closely associated with organizational behavior, is
carried out to see on what scale the employees take responsibility,
their competence, appropriateness for the job description, and to see if
they have positive tendencies. Some organizations conduct the
assessment twice a year while some do it only once a year.
Performance appraisal is closely related with motivation. If the test
results turn out to be good, the organizations might reward the
employees to promote them. Rewards could be given as wage increase
or as presents.

Another practice that reinforces motivation is training and

development programs. Training programs could be coordinated so
that the employees can adopt and improve appropriate behavior or
their motivation and organizational commitment can be established.
Training and development programs can either be specific to
individuals and department or to the whole organization.

Career management is a subject around which human resources

department should deal with each employee as human resources can
determine career opportunities, help them improve their knowledge
and skills, and make them acquire necessary skills for a position once it
is available.

Wage management can be a part of the human management

department while it can also take place in the administrative
department. It depends on how the institution is organized.
Compensation and premium payments are among the subjects of wage
management.

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Occupational health and safety is one of the legal responsibilities of
human resources and as a department it has to inform the employees
on that.

Unions constitute the basis of industrial relations. They protect the

social and legal rights of the employees and engage in dialog with
employers on these subjects.

Challenges of Human Resource Management in NGO

Many NGOs due to the small size and the scope of the organization do
not have a human resource (HR) unit or a human resource manager.
Therefore, this affects the human resource capacity.

 HR CHALLENGES: -

Generally, NGOs faces diverse challenges in different areas:

o Financial Management: NGOs useless likely good wage
system, incentive to motivate workers and promotion.
o Hiring the best employees.
o Maintain employee’s productivity.
o Fostering an environment of continuous learning.
o Managing diversity: diversity of experiences, ideas, and
perspectives and diverse cultures.

It is important to create an environment that is comfortable,

welcoming, and free of conflict. It is crucial to integrate employees of
different cultures and unit them towards a common objective.

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 ETHICAL DIMENSION: -

Boxall (2007) outlines the basic concepts of an ethical and

practical framework in organizations. He underlined the main
organizational requirements and responsibilities. They are not
desk-bound activities but require vision, leadership, and hands-on
engagement to conduct an increasing development:

o Equal opportunities employer and treating people similarly

in terms of learning and development.

o Treat people with respecting Anti-Discrimination Policies

(Adams, 1965 and Leventhal, 1980), i.e., workplace
transparency enhance trust, helps to manage employees
fairly and consistently and consider the views and needs of
employees properly.

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 o Perceived equity and justice on the employees’ (Adams,
1965 and Leventhal, 1980), i.e., employees should be
provided with rewards and receive fair and equitable pay as
promised. Individuals should not be treated as a mere
factor of production.

o Promote well-being at work and create such a positive

environment, which is the main concern of organizations.

o Individual treated fairly based on principles known as

natural justice, i.e., individuals should know the standards
they are expected to achieve and the rules to which they are
expected to conform, they should be given a clear indication
of where they are failing or what rules have been broken
and, except in cases of gross misconduct, they should be
given a chance to improve before disciplinary action is
taken.

o Provide to the greatest extent possible stable job security.

o Design a safe work system to ensure a safe and healthy

working environment, minimizes the hazard and risks and
subsequently stress.

To end this, the commitment to values and ethical principles among

managers, staff, and team uphold trust, respect, care, right, fairness,
and democracy (Dai and Sun, 2001). Yang (1999) pointed out that the
components of enterprise ethics include moral values of management,

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respect for employees, democratic managers, coordination of efficiency
and fairness, clean government.

THE OBJECTIVES & GOALS OF HRM

According to Ulrich and Lake (1990) remarked that: “HRM systems can
be the source of organizational capabilities that allow organizations to
learn and capitalize on new opportunities”. We can conclude that HRM
has an ethical dimension which means that it must also be concerned
with the rights and needs of people in organizations through the
exercise of social responsibility.

Additionally, Armstrong and Taylor (2015) identify the goals of HRM as

to:
 Support the organization in achieving its objectives by developing
and implementing HR strategies that are integrated with business
strategy.
 Contribute to the development of a high-performance culture.
 Ensure that the organization has the talented, skilled and engaged
people it needs.
 Create a positive employment relationship between management
and employees and a climate of mutual trust.
 Encourage the application of an ethical approach to people
management.

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BENEFITS OF CREATION OF HUMAN RESOURSES

Each NGO needs to set up their own HR Unit in order to:

A. Maintain a healthy working environment

Creating a workplace where employees feel comfortable,

supported, and motivated. It’s crucial to the success of the
organization, but it takes time and expertise. An HR unit creates
policies and procedures which create a fair workplace .

They also resolve conflict and listen to employees’ issues to

ensure they feel not neglecting. This all contributes to the smooth
running of the organization's work and helps employees feel
empowered to do their best work

B. Stay compliant

Complying with regulations is essential to ensure a successful

work-line. An HR professional will be responsible for regulatory
issues so the employees can avoid penalties. HR unit can keep on
top of ever-changing regulations and ensure they have all
necessary information and signatures from the staff.

C. Attract and retain top talent

Recruitment, onboarding, talent management, performance
management, learning and development, are all business
functions handled by the HR department. They are crucial to

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 create a workforce that will drive business performance to the
top.

HUMAN RESOURSES PRACTICES

 In many organizations, HR is a challenge by the multiple roles it is

required to fulfil– administrator, strategic partner, challenger,
champion of good people management, guardian of organization
values, the conscience of the organization and governor.
Achieving the right balance is relying on HR, investing in its
capacity and actively listening to the needs and concerns of
managers and staff. Furthermore, The Chartered Institute of
Personnel and Development commissioned research (Purcell et al,
2003) to identify which HR orientations appear to contribute most
to improved productivity.

The six key work HR orientations identified are:

 Career development and opportunities for advancement

 Training opportunities
 Job influence and challenge
 Involvement and communication
 Performance management and appraisal processes
 Work-life balance

As a part of that, HRM operations are involved in many practices. The

following practices, which are implemented to boost the effectiveness
of the organizational environment, are considered essential:
recruitment and selection, training and development, flexible reward,
employee involvement, and Work conditions in order to clarify how the

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process of the HR unit in the development of the organization by
selecting the best candidates.

 The purpose of the recruitment in an organization is to find

potentially qualified job seeker, who will be able to perform job
duties. On the other hand, selection is the process of selecting the
most appropriate applicant from the group of recruited applicants
to complete the job concerned (Opatha, 2010).

 Training and development: Training is seen as a systematic

approach to learning and development that improves the
individual, group and organization (Goldstein & Ford, 2002;
Jahanzeb & Bashir 2013). Training also has effect on the return on
investment since the organizational performance depends on
employee performance because human resource capital of
organization plays an important role in the growth and
development of such organization (Keny & Nnamdi, 2019).

 Flexible reward: The reward system purpose is to pull talented

candidates, to get them to be more effective at work, to motivate
and keep those that have a superior fit with the enterprise. As
mention by Rotea, Logofatu, and Ploscaru (2018) individual and
collective reward and productivity of employees are the central
drivers of the activity in any type of organization. Danish and
Usman (2010) stated that the reward system serves as a factor in
maintaining self-esteem and the passion of employees. Therefore,
every organization should take care at the offering of
remunerations in manner to control the level of employee self-
satisfaction in sustaining the performance.

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  Employee involvement: It is argued that participatory decision
making is a vital element to improve the work satisfaction of an
organization (Kim, 2002; Han, H. H. Chiang, & A. Chang, 2010).
Employees believe that they have a value in their organization
because of their involvement. Likewise, a study by Meyer, Becker,
and Vandenberghe (2004) found that inclusion in goals increases
employee motivation.

 Work conditions: Working conditions are created by employee

interaction with their organizational climate and include
psychological and physical working conditions (Gerber et al.,
1998). Noble (2009) emphasizes that more attention needs to be
paid to the identification and treatment of working conditions,
because when an employee has a negative feeling toward the
work that will influence on the organization's performance.

Ultimately, there isn’t one best practice model of HR. The function
within each organization needs to build its approach based on a deep
and evidence-based understanding of the mission and the culture of
their organization.

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STRATEGIC HRM

Integration and alignment are fundamental characteristics of Strategic

HRM. In organizations practicing SHRM, people strategies are informed
by business strategy. In addition, HR policies should be integrated or
consistent with each other. For example, if the organization structure is
based on team-based working, as is frequently the case in the third
sector, individual pay for performance would not represent a good
horizontal fit.

The further objective of Strategic HRM is to provide a sense of

direction. Consistent with its origins in strategic management, planning
is central to SHRM. Management identifies a range of employee-related
priorities and objectives which will contribute towards the achievement
of the objectives of the organization. An action plan is also required,
which is considered how it is proposed the objectives will be met.

Armstrong suggests that SHRM can best be understood as “a mindset,

underpinned by certain concepts rather than a set of techniques”,
while the CIPD (2016) comment that “strategic human resource
management is a complex process that is constantly evolving and the
source of ongoing discussion by academics and commentators”.
However, among organizations who have adopted SHRM it is possible
to identify a number of key characteristics (adapted from Reilly, 2012):
 There is an organizationally shared philosophy underpinning
people management (sometimes described as a ‘big idea’, for
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 example ‘alleviating world poverty’ for a third world agency or
‘serving the customer’ for a retail organization.
 There is a focus on business-critical issues and outcomes.
 People and their skills, knowledge and experience are seen a
competitive resource.
 There is a planned approach to resources (not just numbers but
also skills and potential).
 Consideration is given to long-term and not just short-term value
in the organization;
 The full range of people management activities are brought
together in an integrated manner.
 The approach anticipates and supports change through scanning
the internal and external environment.
 There is an awareness of the importance of social and intellectual
capital in the organization and an emphasis on activities such as
knowledge sharing, networking and relationship building.

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It all started with a birthday being celebrated at an orphanage in
Nalasopara on June 10th 2014. What followed gave rise to one of
‘India's Coolest Youth Organizations’ working for a social change. The
rest as they say, is History.

Not many teenagers would decide to throw their 17th birthday party at
an orphanage. What sets Himanshu Goenka - the Founder of
Muskurahat, apart from the average teen, is his unique vision. It was
after the celebrations were over, that the seeds of this tree named
Muskurahat were first sown.

After that birthday party celebration, he suddenly became aware that

these kids with whom he had spent an entire day were not just orphans
but also juveniles. He would have to do something about it; and do it
Now.

Most of his friends continued accompanying him to these shelter

homes for a short while, but after a brief period, they’d all left to
pursue professional careers. Because till this day, social work is
something people consider to be a side business, not to be pursued full
time. Himanshu who was burning with the passion to give back, was the
only one left.

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VISION:
Future-proofing the next generation, today

MISSION:
Be the unwavering support system for every child and its ecosystem
that we work with to help them grow into – a happy, independent and
responsible contributing members of society.
Become knowledge and implementation partner for CCI’s, educational
institutions and other like-minded organizations.

The Problem:
Children are exposed to a variety of influences that shape their lives as
they grow up and participate in society. However, not all the influences
they come across are positive in nature – lack of proper parenting,
societal rigidity, socio-economic disadvantages, media biases and
unfiltered internet can adversely affect the development of a child’s
thought and value system. This gap is more evident in “at risk” children,
those who grow without all or some of these influences. A child,
transitioning from such a background into adulthood – unchecked,
without guidance, positive reinforcements and the basic know-how of
navigating life, is significantly more prone to negative influences leading
to bad decisions and poor life choices.

Rationale:
Article 29 of The United Nations Convention on the Rights of the Child,
in continuation of Article 28 (Right to Education), states that the Goals
of Education is to develop every child’s personality, talents and abilities
to the fullest. The current educational infrastructure lacks adequate
focus to realize Article 29. At Muskurahat Foundation, we aim to fill this
gap through our carefully curated initiatives that puts impetus on
attentive upbringing, quality academic education, 21st century life skills
and mental well-being of the child. We believe every child must have

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access to an environment conducive to positive growth. One where
he/she develops the ability to learn, unlearn and relearn crucial values
and life skills, necessary to live life with a healthy mindset.

How are we doing it?

Our overarching approach to create such an environment for the child
rests on the firm belief that imbibing personal values, learning life skills
and developing a positive mindset takes time and requires patience. For
a child whose mind is continuously developing and getting influenced,
our programs focus on continuous exposure to these values and skills.

We achieve this through:

Maturing our content and approach along with a child’s growth.
Leaning on the principle that learning happens effectively and
efficiently when it is through relevant practical experience.

Consciously crafted activities and meaningful engagement with caring

adults which promotes positive relationships between the child and
adults.

We know it takes a village to raise a child and are therefore cognizant

of the other stakeholders within the child’s environment. Our
underlying aim promotes research and learning in this area through
extensive monitoring data, initiating collaboration with other
individuals, agencies and government to build institutions that
contribute to creating an environment of holistic development for the
child. Enabling the child to grow up to become a happy, independent
and socially responsible citizen contributing to society.

CONCLUSION

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Human resources are a key element in the success or failure of
monitoring programmes to meet their objectives. Without an adequate
strategy to develop the human resources available and attract high
calibre staff, monitoring programmes rapidly stagnate. Whilst poor
quality of staff in water quality monitoring programme may reflect a
wider difficulty in attracting staff to the sector, every effort should be
made to invest in staff at all levels. Human resources development
should encompass a much wider remit than training and should address
issues such as career structures and professional development. It
should also provide all levels of staff with the support and framework
within which to function effectively and efficiently. Human resource
management play a vital role in achieving organizational goals through
HR planning and managing performance. In this assignment I have
discuss different rolls of HRM in selected organization (Air-India). HRM
not only responsible for HR planning and decision making. Through
recruitment, training and development HRM selects best employees for
organization which play its role to achieve strategic goals. Through HRM
performance appraisal which makes an organization more efficient. It
does not only focus on the overall strategic goal of an organization, but
also manage its human capital also helps in keep track on globalization
and the effects or benefits it could have and at the same time have to
monitor and updating the organizations HR policies and procedures.
The HR department must not only attract, recruit, selecting and train
and develop the workforce but also helps in monitoring through
different methods.

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