Introduction

What Is Human Resource Management?

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, communication, administration, and training.

Human Resource Management is also a strategic and comprehensive approach to managing

people and the workplace culture and environment. Effective HRM enables employees to
contribute effectively and productively to the overall company direction and the accomplishment
of the organization's goals and objectives.
Human Resource Management is moving away from traditional personnel, administration, and
transactional roles, which are increasingly outsourced. HRM is now expected to add value to the
strategic utilization of employees and that employee programs impact the business in measurable
ways. The new role of HRM involves strategic direction and HRM metrics and measurements to
demonstrate value.

What HR does?
 Create/update Employee Handbook
 Ensure proper handling of business processes, policies, and procedures
 Advice employees and management
 Ensure HR department is running smoothly
 Create/update internal forms
 Payroll
 Process benefits
 Process Worker's Compensation, or other state work-related paperwork
 Workforce assessment
 Handles hiring, reprimanding, negotiations, terminations
 Processes and ensures timely evaluations
 Orientations
 Sponsorships
 Have unbiased assessments of suggestions, issues, staff
 Keep conscious of company staffing requirements and financial means
 Continuously try to improve work relations and environment
  Continuously try to keep up-to-date with HR advances (Software implementation)
 Manage important records
 Maintain workplace health and safety practices

Total number of employees in the branch:

List provided by company

Types of organizational structure

There are different types of organization structure. They can be created on the basis of
arrangement of activities in the organization. There are three types of structural forms in the
organization and they are:

1. Functional Structure
2. Divisional Structure
3. Adaptive Structure

1. Functional Structure: It is the organizational structure that is based on the functions of the
units and sub-units of activities. Every organization has specialized functions and they constitute
as separate units of the organization. The entire activities that are connected with such functions
are placed in the same unit. The increase in volume of activity results in addition of number of
persons under each manager at various levels. It also results in the increase of sub-units that are
created at lower levels in each unit. It finally results in the inter-related positions taking the shape
of a pyramid. Its major significance is that there is functional specialization in each unit. It leads
to operational efficiency of the persons engaged in the organization. The organization also gets
the benefit of specialized operations. This type of arrangement is well suited for small and
medium size organization. It becomes incompetent while handling problems of an organization
as it grows in size and complexity. When there are diverse trends of activities performed in large
number of sub-units, it become difficult to manage. In such type of arrangements, the probability
of lack of communication and coordination and control arises that leads to problems in the
organization.

2. Divisional Structure: This type of structure is well suited for large enterprise. It works
effectively to those large enterprises that deal in multiple products serving many distinct markets.
The division of organization takes place into small business units that are entrusted with business
related to difficult products or different market territories. All the divisional managers are given
authority and autonomy to run all function relating to their respective products or marketing
segments or regional markets. Each division contributes planned profits to the organization but
works as independent business. Managers head the functional units while divisional managers
take the final authority. In this type of arrangement, top management determines the
organizational goals and formulates policies. This type of structure is characterized by the
decentralization of authority. It enables managers to take decision promptly and helps them
resolve problems that are related to their respective divisions. Divisional managers are provided
with opportunities to take initiative in matters that are within their jurisdiction. Its demerits are
that it involves heavy financial costs due to the duplication of supporting functional u nits for the
divisions. It also demands adequate number of potential managers taking charge of their
respective divisions and their respective functional units.

3. Adaptive Structure: This type of structure is designed as to cope with the unique nature of
undertaking and the situations in the organization. There are two types of adaptive structure they
are:

a) Project organization
b) Matrix organization

a) Project organization: This type of organization is suitable when an organization undertakes

specialized work for a particular period as one time operation. In order to deal with such
situations organizations develops a unit which is specially designed to accomplish such project
works without disturbing the routine jobs of the organization. The organizations engage their
existing employees on deputation basis to deal with a particular project and then that particular
executive resumes to his parent department after the completion of the project. The advantage of
such organizations is that it does not disturb the regular work of the organization. It enables the
better control over the project activities because the managers enjoy the authority to function the
projects effectively. But at times these organizations spoil the stability of the various departments
as the personnel are shifted for the sake of the project and thus disrupt the basic functioning of
the parent department.

b) Matrix Organization: It aims to combine the advantages of autonomous project organization

and functional specialization. In this structure functional departments are having full time
specialized workers to accommodate and are capable of handling more than one project at a time.
This is found suitable as the organization is most of the time engaged in the project activities and
the managers are also more in number and can accomplish the project work effectively. It
provides for the flexible system of working as it adapts the changes quickly. The demerit of such
organizations is that the employees are engaged in dual jobs and are burdened with more work
which affects the unity of command at times in the organization. 
STRUCTURE USED IN CHEVY

Activities of HR manager:

Responsibility
Major Responsibilities That Cannot Be Delegated:

A. accountability for the overall management of the unit

B. supporting individuals with specific, delegated responsibilities by clearly delineating
roles in the unit and appropriately responding to compliance issues as they are raised
C. fostering workplace respect and tolerance
D. fostering a workplace environment that respects legal and ethical requirements, and
complies with University policies, including non-discrimination regulations, and
collective bargaining agreements
E. ensuring that all supervisors perform evaluations of each employee and provide
performance feedback on an appropriate cycle for the position (staff-annually,
academics-every 2-3 years)
F. ensuring compliance with non-discrimination and affirmative action goals
Major Responsibilities That Can Be Delegated:

A. establishing and monitoring procedures for department/unit activities to ensure

compliance with UCSC human resource policies and procedures
B. coordinating unit efforts to resolve human resource-related issues and problems with
the appropriate central campus offices as necessary
C. implementing the University's non-discrimination and affirmative action policies
D. maintaining up-to-date job descriptions(staff) or appointment letters (academics),
signed by the supervisor and employee, and classified by the Staff or Academic
Human Resources Office
E. establishing and maintaining plans, standards, and expectations for performance
management
F. ensuring that important forms, such as the Workers' Compensation Employee Claim
form, are readily available to employees
G. maintaining appropriate documentation to support and substantiate human resource
actions taken in the unit, such as applicant selection, performance appraisal,
classification, compensation, corrective action, and other conditions of employment
H. ensuring the privacy and security of confidential personal information

Authority of HR
As part of its role in the management of human resources, HRM is responsible for certain aspects
of conflict management processes, including:

* Counseling and assisting personnel (including management) with respect to preventing,

managing and resolving conflict;
* Working with other members of Human Resources Integrity and Conflict Management System
to ensure effective conflict management;
* Advising managers and staff members on their rights and obligations under human resources
Staff Rules, Staff Regulations, and HR policies and discussing how their concerns might best be
addressed;
* Working with human resources's Staff Association to ensure that the collective and individual
rights of human resources personnel are protected;
* Representing the Administration before human resources's Board of Appeal;
* Taking decisions based on recommendations of human resources's Grievance Panel;
* Taking decisions with respect to the imposition of disciplinary measures for violations of
human resources's Staff Rules and Regulations, policies, and procedures. 

Human Resource Planning

 Steps in the Human Resource Planning Process
Designing the Management System
o A crosscutting issue in human resource planning is to ensure that a proper system is
in place to handle the process. The overall aim of this system is to manage human resources in
line with organizational goals. The system is in charge of human resource plans, policies,
procedures and best practices. For example, the system should track emerging human resource
management trends, such as outsourcing certain non-core functions, adopting flexible work
practices and the increased use of information technology, and, if appropriate, implement them.

Environmental Analysis
o The first step in the human resource planning process is to understand the context of
human resource management. Human resource mangers should understand both internal and
external environments. Data on external environments includes the following: the general status
of the economy, industry, technology and competition; labor market regulations and trends;
unemployment rate; skills available; and the age and sex distribution of the labor force. Internal
data required include short- and long-term organizational plans and strategies and the current
status of the organization's human resources.

Forecasting Human Resource Demand

o The aim of forecasting is to determine the number and type of employees needed in
the future. Forecasting should consider the past and the present requirements as well as future
organizational directions. Bottom-up forecasting is one of the methods used to estimate future
human resource needs by gathering human resource needs of various organizational units.

Analyzing Supply
o Organizations can hire personnel from internal and external sources. The skill
inventories method is one of the techniques used to keep track of internal supply. Skill
inventories are manual or computerized systems that keep records of employee
experience, education and special skills. A forecast of the supply of employees projected to join
the organization from outside sources, given current recruitment activities, is also necessary.

Reconciliation and Planning

o The final step in human resource planning is developing action plans based on the
gathered data, analysis and available alternatives. The key issue is that the plans should be
acceptable to both top management and employees. Plans should be prioritized and their key
players and barriers to success identified. Some of these plans include employee utilization plan,
appraisal plan, training and management development plan and human resource supply plan.

Read more: Steps in the Human Resource Planning Process |

eHow.com http://www.ehow.com/how-does_5135285_steps-human-resource-planning-
process.html#ixzz1MQkPEj2V

Job description and Job Specification of various positions in the

organization:
Info to be given by company.