OBJECTIVES OF HUMAN RESOURCE MANAGEMENT

1. Define an organizational structure that drives productivity

Hiring the right talent for the task is only a small part of the challenge. Once an organization has
captured the talent it then needs organizational structures and practices in place to nurture staff
skills and maximize the return on investment in human capital. The kind of structures required
for a highly technical manufacturing unit will necessarily be very different from the structure of
an academic institution, or a hospital, or retail consumer-facing unit. It’s thus the job of HR to
recognize the optimal structures that need to be in place for a wide range of work
environments.

2. Developing effective coordination and communication within the organization

-The 16th-century poet John Donne is possibly best known today for the phrase ‘No Man is an
Island’. It alludes to the idea that people do pretty badly when isolated from others. They need
to be part of a community in order to survive. We are, after all, the most social of animals.
-Thus, in isolation from fellow staff, it is fairly obvious that many people would struggle. It,
therefore, falls to Human Resources to ensure that staff hired for their skills to aid in achieving
wider corporate objectives, must be given a framework that helps them succeed. HR must foster
a hierarchy that achieves the best communication within and between the departments that
make up any business.

3. Dedicate time to finding the right staff and developing their skills base
-We definitely live in some of the most fluid and dynamic times for employers and employees.
People increasingly expect to acquire new skills to remain relevant in the employment market,
whilst employers are constantly looking to staff as a key part of the business’s competitive
advantage.
-HR, then, must not only find the right staff to mesh with the strategic course the business is
taking, but then ensure that these employees are given the skills to remain valued and valuable
to companies seeking to compete in an ever-more competitive landscape.
-Employees find themselves operating in ‘knowledge economies’ where lifelong learning has
become the norm and HR, to be effective, must be matching, if not exceeding, their competitive
counterparts.

4. Embracing wider societal and ethical developments

-HR, more so than at any time in the evolution of employment practices, should not only be
inward-looking at the structure, communication, and training of staff but also be conscious of
the rapid cultural and societal changes affecting the work environment.
-HR needs to understand how demographic, technological, and other important societal
changes, including a potential workforce living longer than ever before, affect business. It means
a constant state of disruption and reinvention as HR explores new ways of working. For
example, the rise of expert systems and AI may mean a radical change in employment practices,
both releasing human capital to focus on tasks that smart systems cannot perform, whilst
rationalizing roles and potentially reducing headcount.
-Such changes inevitably hit on important ethical and societal questions which will increasingly
require strategic thought and practical implementation as technologies revolutionize the world
of work.
Operative Function of HRM
-are those tasks or duties or functions which a company entrusts to the human resource or
personnel department.

1. Procurement- is concerned with the obtaining of a proper kind and number of personnel necessary to
accomplish an organization's goals.

a. Job Analysis- is the process of gathering and analyzing information about the content and the
human requirements of jobs, as well as, the context in which jobs are performed. This process is
used to determine placement of jobs.

b. HR Planning- is the continuous process of systematic planning ahead to achieve optimum use
of an organization's most valuable asset—quality employees. Human resources planning
ensures the best fit between employees and jobs while avoiding manpower shortages or
surpluses.

c. Recruitment- is an important part of human resource management (HRM). It isn't done

without proper strategic planning. Recruitment is defined as a process that provides the
organization with a pool of qualified job candidates from which to choose.

d. Selection- the process of selection and shortlisting of the right candidates with the necessary
qualifications and skill set to fill the vacancies in an organization.

e. Placement-is the actual posting of an employee to a specific job. It involves assigning duties
and responsibilities to an employee.

f. Induction-means introduction of a new employee to the job and the organization. It is the
process of receiving and welcoming an employee when he first joins a company and giving him
the basic information he needs to settle down quickly and happily and start work.

g. Transfer-is a process of placing employees in positions where they are likely to be more
effective or where they are to get more job satisfaction. In transfers, there is no change in the
responsibility, designation, status or salary. It is a process of employee's adjustment with the
work, time and place.

h. Promotion- means the advancement of an employee to a higher job involving more work,
greater responsibility and higher status. It may or may not be associated with the increment in
salary. Promotion is one of the best forms of incentives and it provides higher responsibilities,
better salary, high morale and job satisfaction to the employees.

i. Separation- is a situation when the service agreement of an employee with his/her

organization comes to an end and employee leaves the organization. In other words, separation
is a decision that the individual and organization part from each other.

2. Development- It is the process of improving, molding, changing and developing the skills, knowledge,
creative ability, aptitude, attitude, values and commitment based on present and future requirements
both at the individual and organization’s level.

a. Performance Appraisal- a process of analyzing an employee's worth as well as contribution

to the job.

b. Training- is a continuous process where employees learn skills, knowledge, abilities, and
attitudes to further organizational and personnel goals.

c. Executive Development- it is a systematic process of developing managerial skills and

capabilities through appropriate programs.
 d. Career Planning and Development- It is planning of one’s career and implementation of
career plans by means of education, training, job search and acquisitions of work experience. It
includes succession planning which implies identifying, developing and tracking key individuals
for executive positions.

3. Compensation- is nothing but the payment for the work done by the workers in the company.

a. Job Evaluation- is a systematic process for assessing the relative value of the job in relation to
other roles in an organization.

b. Wage and Salary Administration- is a collection of practices and procedures used for
planning and distributing company-wide compensation programs for employees.

c. Bonus and Incentives- Bonus-is the extra payment or financial component which is received
as a reward for doing one's job well. Incentives- provides additional compensation for those
employees who perform well. It attempts to tie additional compensation as directly as possible
to employee productivity.

d. Payroll- refers to the process by which employees receive their salary. Functions involve
balancing and reconciling payroll data and depositing and reporting taxes.

4. Integration- is the process of reconciling organizational goals. Integration Function of HRM combines
all the activities related to managing employees within a company so that they can work willingly and
effectively for the best results.

a. Motivation- is one of the important factors affecting human behavior & performance in the
organization. It is one of the essential functions of a manager at the workplace.

b. Job Satisfaction- is defined as the extent to which an employee feels self-motivated, content
& satisfied with his/her job. Job satisfaction happens when an employee feels that he/she is
having job stability, career growth and a comfortable work life balance.

c. Grievance Redressal- is a process to address employee grievances, and it can be defined as a

mechanism that enables employees to communicate their concerns to management.

d. Collective Bargaining- is a method of determining the terms and conditions of employment

and settling disputes arising from those terms by negotiating between the employer and the
employees or their trade union.

e. Conflict Management- is the use of techniques to resolve disagreements or control the level
of discord. Conflict resolution techniques include facilitating meetings for the conflicting parties
to identify the problem, discuss resolutions and create superordinate goals that require
cooperation from conflicting parties.

f. Participation of Employees- is a process in which employees take control of their work and its
conditions by incorporating their involvement in decisions regarding their work.

g. Discipline- is an approach used by management to modify undesirable performance and

behavior through the use of a corrective action process.

5. Maintenance- is concerned with protecting and promoting the physical and mental health of
employees.

a. Health- is a stage of complete physical, mental and social well-being and not merely the
absence of any disease. Only a healthy person can work efficiently and with full potential.
b. Safety-refers to providing a safe working environment for employees by incorporating safe
equipment and safe procedures at the workplace to ensure worker safety.

c. Social Security- means the security of an income to take the place of earnings when they are
interrupted by unemployment, sickness or accident to provide for the retirement through old
age, to provide against loss of support by death of another person and to meet exceptional
expenditure connected with birth, death or marriage.

d. Welfare Schemes- includes anything that is done for the comfort and improvement of
employees and is provided over and above the wages. Welfare helps in keeping the morale and
motivation of the employees high so as to retain the employees for longer duration.

e. Personnel Records- are the standard way of documenting an employee's relationship with a
company or organization. In some instances, these records contain fairly general information,
whereas other times, they may include private or confidential details.

f. Personnel Research-a systematized investigation into the matters of employees with an

objective to solve their problems. According to Dale Yoder, “personnel research implies
searching, investigation, re-examination, reassessment and revaluation”.

g. Personnel Audit- is a term used for a case study of human resources in the organization. This
is a kind of audit, its subject is an objective and independent review and assessment of the
condition and suggestion of solutions to increase the effectiveness of individuals, organizational
units and whole organization.
 Role of HR Manager

1. Conscience Role - HR Managers often act as the conscience of the organization, promoting ethical
behavior and ensuring that policies and practices align with the company's values and code of conduct.

2. Counselor- They may provide guidance and counseling to employees regarding work-related issues,
personal matters, or career development.

3. Mediator- HR Managers often mediate conflicts and disputes between employees, striving to find fair
and constructive resolutions. The Conscience Role HR Managers often act as the conscience of the
organization, promoting ethical behavior and ensuring that policies and practices align with the
company's values and code of conduct. HR manager works as a link personality between trade unions
and top management in order to eliminate the differences of opinions cropped up in process of
settlement of disputes. He takes initiative to sort out problems through collective bargaining/ bipartite
negotiation process.

4. Spokesman- They represent the company's HR policies, decisions, and initiatives to employees, and
sometimes to external stakeholders. HR executive works as a spokesperson of the company especially,
in the matter of depicting organization health, condition, strength etc. to the employees while
negotiating for settlement of industrial disputes.

5. Problem Solver- HR Managers help identify and address workplace issues and challenges, working to
find solutions that benefit both employees and the organization.

6. Change Agent- They play a key role in managing organizational change, including restructuring,
mergers, or cultural shifts, by helping employees adapt to new circumstances.

7. HR Role- This encompasses the core HR functions, such as recruitment, onboarding, performance
management, benefits administration, and employee relations.

8. Welfare Role- HR Managers often oversee employee welfare programs, ensuring that employees
have access to benefits, wellness initiatives, and a safe and healthy work environment.

9. Clerical Role- While less emphasized today due to automation and technology, HR Managers may still
handle administrative tasks like record-keeping, payroll, and HR paperwork.

10. Firefighting Legal Role- This role involves handling urgent and unexpected HR issues or crises, such
as employee misconduct or sudden terminations.

Managerial Roles
For better understanding, Mintzberg categorized all activities into ten managerial roles performed over
the course of a day. These are as follows:

Interpersonal Roles Informational Roles Decisional Roles

 Figurehead  Monitor  Entrepreneur

 Leader  Disseminator  Disturbance
 Liaison  Spokesperson handler
 Resource Allocator
 Negotiator
Interpersonal Roles
Figurehead

 A figurehead is typically required to perform several tasks, such as greeting VIPs,

attending special events, and giving speeches. The figurehead's role is primarily
ceremonial and symbolic.
 As a result, the manager who occupies this role is often seen as a spokesperson or
ambassador for the organization. These activities are essential for building relationships,
maintaining morale, and fostering a positive organizational culture.

Leader

 includes all aspects of being a good leader. This involves building a team, coaching the
members, motivating them, and developing strong relationships.
 The leader's role is to provide guidance and direction to members of an organization as
well as evaluate their performance.
 Leaders typically set goals for their team, create a plan for achieving these goals, and
provide feedback to team members.
 To be successful, leaders must have strong interpersonal skills so that they can
effectively communicate their vision and build relationships with those they lead.

Liaison

 Includes developing and maintaining a network outside the office for information and
assistance.
 This involves maintaining communication and relationships between different
departments and between individuals within an organization.
 Liaisons typically act as a go between for different parties and help to facilitate
communication.

Informational Roles
Monitor

 The monitor role involves collecting information from internal and external sources.
 Includes seeking information regarding the issues that are affecting the organization.
 The manager in this role gathers data and keeps track of trends, both within the
organization and in the wider industry. They may also conduct research and analysis to
identify problems or opportunities.

Disseminator

 The disseminator role is all about sharing information with others. The manager in this
role distributes information to employees, other managers, and stakeholders. They may
also act as a conduit for communication between different departments or teams.
 On receiving any important information from internal or external sources, the same
needs to be disseminated or transmitted within the organization.

Spokesperson

 The spokesperson role is similar to the disseminator role, but with a focus on external
communication.
 The manager in this role represents the organization to the media, shareholders, and
other external groups. They may give interviews, make speeches, or write articles.
 Includes representing the organization and providing information about the
organization to outsiders.
Decisional Roles

Entrepreneur

 Involves all aspects associated with acting as an initiator, designer, and also an
encourager of innovation and change
 The Entrepreneur role, specifically, involves the manager initiating and overseeing new
projects or innovations to improve the organization's performance.
 Entrepreneurs are proactive, risk-taking individuals who seek out opportunities,
encourage innovation, and are willing to take calculated risks to achieve organizational
goals.

Disturbance Handler

 Taking corrective action when the organization faces unexpected difficulties which are
important in nature.
 Managers in the disturbance handler role are responsible for dealing with unexpected
events, conflicts, and crises within the organization. They are decisive and take action in
times of crisis, working to resolve conflicts and disturbances to ensure that the
organization can continue its operations smoothly.

Resource Allocator

 Being responsible for the optimum allocation of resources like time, equipment, funds,
and also human resources, etc.
 Managers in the resource allocator role make decisions about the allocation of
resources such as budget, time, equipment, and personnel. They prioritize projects,
distribute resources effectively, and decide how resources should be used to achieve
organizational goals.

Negotiator

 Taking corrective action when the organization faces unexpected difficulties which are
important in nature.
 Managers in the negotiator role engage in discussions and bargaining to reach
agreements with individuals or groups external to the organization. They represent the
organization's interests, navigate conflicts of interest, and work towards mutually
beneficial agreements.

The Human Resource Officer

 The Human Resource Officer is responsible for providing support in the various human resource
functions, which include recruitment, staffing, training and development, performance
monitoring and employee counseling.
 The Human Resource Officer provides advice and assistance to supervisors and staff. This may
include information on training needs and opportunities, job descriptions, performance reviews
and personnel policies.
 The position coordinates the staff recruitment process. The Human Resource Officer provides
advice and support to supervisors and staff selection committees and ensures that they have
accurate and timely information in order to make effective decisions.
 Failure to provide adequate advice or assistance may result in lost opportunities for staff
development, poor staff morale, financial loss to staffs for residents and a loss of credibility.
 Roles and Responsibilities of HR Managers
 With advancement in technology, conventional methods are being replaced by new-age techniques.
Globalization is on the rise and companies are spreading out all around the world, no longer
restricted by geographical barriers.

 In the midst of all this, is a function necessary, but minimally looked upon the human resource
function. In a quest to integrate the operations and strategies of a business across a wide array of
products, services, ideas, and cultures, the role of human resource managers is constantly evolving.

 HR managers, who were once confined to handling basic data work and routine record keeping
amongst employees, are now exposed to an evolving nature of diverse workforce complexities, legal
obligations, and strategic management of the organizational goals.

I. Recruitment
This is the one function which is hand in glove with HR. Recruitment has been one of the major
responsibilities of the HR team. It is the job of HR personnel to plan and devise strategic campaigns and
guidelines for recruiting suitable candidates for a required job description. They also have to serve as a
mediator between the employer and the candidate and communicate company policies and terms of
the contract to the candidate before he is hired.

1) Attract Talent

 Attracting talent starts with first planning the requirement of manpower in the
organization. Gauging needs of the organization’s human resource requirements, and
accordingly putting a plan of action to fulfill those needs with placement of “talented
professionals”.
 That’s followed by creating an “employer brand” which will be representative of the
organization’s good image and portray an attractive impression in the minds of potential
candidates.
 The employer branding aspects have become very important owing to the new-age
media and awareness of employee rights. Putting the best foot forward is no longer
enough, it needs to be followed through with honest actions in favor of the employees.

2) Hire Resources

 This is where the recruitment strategies are put in action. In the current age, there’s ton
of competition vying for the attention of the best talent in the market. The HR manager
needs to run all possible engines to go out there in the market and find that one suitable
gem.
 This part of the role includes things like finding relevant locations to look in, reach out to
maximum potential candidates using mass communication mediums, aggregate all
responses, filter out irrelevant applications, judge suitable incumbents and coordinate
internally to get them interviewed.
 Once the finalists are decided, the HR manager turns into a ‘negotiator’ of sorts,
working as a mediator between the company and the candidate to find that win-win
ground.

II. Training
Not all is done once you’ve recruited a suitable candidate for the job. Many organizations perform tasks
a tad differently. Training employee is important to help the new hires get acquainted with the
organization’s work pattern. It is imperative for the HR department to incorporate a training program
for every new employee based on the skill set required for their job. It will further also contribute
towards employee motivation and retention.

For the training to be effective, every new employee can be subjected to an on-the-job training for the
initial days to get him in sync with the work guidelines of the organization. This training will not only be
of assistance to the employee but also give the HR team an insight into the employee’s workmanship.
On completion of the training,

III. Professional development

 Closely related to training, developing your employees professionally is an added bonus for the
employee as well as the organization. Enrolling the employee to attend conferences, trade
shows, seminars, etc. that may be in his personal interest will make the employee feel cared-for
and a vital part of the organization, thus increasing employee engagement. It will be beneficial
to the organization by way of the employee’s added skill set.
 In short, it is a win-win. It is the HR head’s job to get to know the employee’s hobbies and areas
of interest and look out for opportunities that will help them build onto those hobbies.
 For example, if an employee wants to master the technique of SEO, the HR could enroll him for
seminars and conferences that talk on the same. However, this should not turn out to be a
selfish attempt that benefits the organization only.

IV. Employee Relations

 The Human Resources is called so because its major responsibility is dealing with the human
part of the organization and this involves having great interpersonal skills. An HR manager who
sits in the office all day will not turn out to be good at building connections with the employees
and thus fail to serve the purpose of being an HR head.
 As an HR person, employees should feel comfortable coming up to you with their problems and
for that, it is important that the HR team builds a good public image within the organization.

V. Reward and Incentives

 Rewarding the employees for a work well done imparts motivation and at the same time
induces a desire to excel at tasks in hope of obtaining rewards. It serves as bait for inculcating a
healthy competitive environment amongst employees to achieve targets and meet deadlines.
 A reward need not be materialistic always. It could just be a word of appreciation in front of all
coworkers for a menial task done with complete honesty.

VI. Maintaining Work Culture

 It is the duty of the HR to maintain a healthy, safe, and fun work environment to ensure a level
of comfort amongst the employees and eliminate any stressful or awkward atmosphere that
may hinder the performance of the staff. It is vital to have an efficient work atmosphere,
because an individual’s performance a largely dependent on the surrounding he’s working in.
 It would be great to have an open-door policy up to some extent wherein employees can freely
communicate and voice their opinions to be given consideration.
 The HR department’s role is to be a friendly body with an open attitude. By communicating and
treating every employee as equal, the HR can build a rapport with the employees. This goes a
long way in increasing employee engagement and gives a higher job satisfaction.
VII. Legal Knowledge
This may seem the least glamorous of all, but is an important aspect of the HRM. An HR manager should
always be in compliance with the law. Whether it’s drafting new policies or writing terms of a contract, it
is the HR department’s job to build guidelines keeping the laws in mind. This ensures an organization’s
continued growth and existence. While drafting policies, the HR should always ensure to be at an upper
hand legally and keep the organization’s practices in tune with the labor laws, tax laws, permissible
working hours, minimum wages, and a no-discrimination policy.

VIII. Organization
 The HR personnel should also introduce the new employees to their colleagues and assign them
a mentor.
 It also involves listing out job expectations and defining roles and responsibilities, thus getting
the new employees in tune with the working of the organization.
 The HR personnel are also responsible for organizing and storing all employee data efficiently
and keeping it secure.

IX. Management
 Management is the most important job of an HR manager. It is what defines a good HR
manager.
 Management extends right from managing employees to managing the employers and the
whole HR department as well.
 The role of an HR manager is to manage, create, implement and supervise policies/regulations,
which are mandatory for every employee and also have knowledge of its appropriate
functioning.
 Monitoring attendance and tracking leaves forms a major chunk of the HR management
function.

X. Payroll Management
 Once all the attendance monitoring, leave tracking, clock in/outs etc is tracked and monitored,
it’s time for the most important aspect–calculating the payroll. Efficient calculation of salaries,
wage-cuts, reimbursements, and generation of pay slips amounts to the role of HR managers in
payroll management.
 The HR manager should maintain transparency and provide the employees with information as
and when asked. The HR should ensure not only accurate calculations of salaries but also timely
transfer of the same.
 They also have an obligation towards exiting employees in settlement of dues and
compensations.
What is Human Resource Management?

Human Resource Management (HRM) is a collective term for all the formal systems created to help in
managing employees and other stakeholders within a company. Human resource management is tasked
with three main functions, namely, the recruitment and compensation of employees and designating
work.

LINE AUTHORITY ASPECTS OF HRM

LINE MANAGER

 A manager who is authorized to direct the work of subordinates and is responsible for
accomplishing the organization's tasks.
 The authority expected by an HR Manager by directing the activities of the people in His or Her
own Department and In Service Areas.

THE LINE FUNCTION

 Direct the activities of people.

 His/her own department .
 Placing right people at right job.
 Training employees.
 Improving job performance .
 Gain cooperation for smooth working.
 Control labour cost.
 Create and maintain employee morale.
 Protecting employee health and welfare.

THE COORDINATIVE FUNCTION

 HR manager also coordinate personnel activities, a duty often referred to as functional control.
 Coordination of personnel activities (Functional authority/control).
 Ensure that line managers are implementing firm ' s HR policies/practices

STAFF FUNCTIONS
Staff Manager

 A manager who assists and advises line managers to understand the personnel aspects of the
company.
 Other roles:
 Assist- Hiring, training , evaluation, compensation etc.
  Administer - Benefits programmes, retirement benefits etc.
 Innovator- Up to date information, new methods for HR practices etc.
 Employee advocacy - Clearly defining how management should be treating
employees.

Human Resource Duties

 Correlating and planning to make the best use of the employee talents and skills
 Administer the work of support staff and specialists of their team
 Building a relationship between employee and organization management
 Guide in helping their team in recruiting and hiring employee workforce
 Moderate and act on employee benefit programs
 Avoiding and solving different types of conflicts arising in an organization
 Consulting with department managers over important organizational issues

Human Resource Responsibilities

 Hiring, Recruiting, and Retention

 Vision, Value, and Branding
 Employee Advocacy and Conflict Resolution
 Employee Benefits
 Compensation and Evaluations
 Training and Development
 Employee Records and Performance Reviews
 Employee Incentives
 Compliance
 Termination

Other Definitions Of Human Resource Planning

"Human Resource Planning is the process of anticipating and making provision for the
movement (flow) of people into, within, and out of an organization." by Gary Dessler

John Bratton and Jeffrey Gold: "Human Resource Planning is the systematic and continuous
process of analyzing an organization's human resource needs under changing conditions and
developing the activities necessary to satisfy these needs."

Ricky W. Griffin: "Human Resource Planning is the process of systematically reviewing human
resource requirements to ensure that the required number of employees with the necessary
skills is available when and where they are needed."

Two Important Components of the Human Resource Planning

1. Requirement- Forecasting human requirements involves determining the number and types of
employees needed.

Factors That Influence This Requirement Analysis

1. Skill Levels- It's crucial to determine the levels of skills required for various positions within
the organization.

2. Production Plans- The organization's production plans play a significant role in determining
human resource requirements.
 3. Technology Changes- If the organization is introducing new technology, it will affect the types
of skills required.

Internal Sources:

This refers to the existing workforce within the organization. HR may assess whether current
employees can be reassigned to new positions or promoted to higher vacant positions, thereby
filling some of the requirements from within. Reminder to players: While playing each round,
each player should stay only in their own slides. Tip to game host: Tally each players' final scores
per round in the scoreboard page.

External Sources:

External sources involve positions that are not available within the organization and need to be
sourced externally, such as hiring new employees or seeking specialized skills outside the
company.

2. Availability- When employee requirements have been analyzed, the firm determines whether there
is a surplus or shortage of manpower.

Surplus:
If there is a surplus of employees, HR must implement strategies to reduce the
workforce.

Shortage:
If the manpower forecast reveals a shortage, HR needs to take action to acquire the
proper quantity and quality of workers.