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1.1 Human Resource Managament (HRM)

The document discusses human resource management (HRM) and its significance. It defines HRM as maximizing the use of an organization's human resources to achieve its goals and objectives. It notes that HRM involves planning, organizing, directing, and managing the recruitment, development, compensation, and retention of employees. The document outlines some of the key functions of HRM, including planning, organizing, staffing, leading, and controlling human resources. It provides details on what each of these functions entail, such as setting goals, developing rules and procedures, determining workforce needs, assigning tasks to employees, and coordinating employee work.

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0% found this document useful (0 votes)
102 views10 pages

1.1 Human Resource Managament (HRM)

The document discusses human resource management (HRM) and its significance. It defines HRM as maximizing the use of an organization's human resources to achieve its goals and objectives. It notes that HRM involves planning, organizing, directing, and managing the recruitment, development, compensation, and retention of employees. The document outlines some of the key functions of HRM, including planning, organizing, staffing, leading, and controlling human resources. It provides details on what each of these functions entail, such as setting goals, developing rules and procedures, determining workforce needs, assigning tasks to employees, and coordinating employee work.

Uploaded by

Heo Mặt Quỷ
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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1.

1 Human resource managament(HRM):


What is the significance of the term "HRM"?
o The skilled staff of an organization is referred to as Human.
o Limited availability or scarcity is referred to as a Resource.
o Management refers to the process of maximizing and making the most of a
restricted or precious resource in order to achieve the organization's goals and
objectives.
As a result, HRM is intended to maximize the use of available skilled labor as
well as the organization's existing human resources. The construction industry,
for example, has been experiencing a severe lack of trained workers in recent
years. It is predicted to increase in the next decade from the current 30%, which
will have a negative influence on the sector's total productivity, according to
industry analysts.
Many experts now say that automation and technology are displacing humans
and reducing their role or effort. Machines and technology, on the other hand,
are built by humans and must be run or at the very least overseen by humans,
which is why businesses are always on the lookout for talented, knowledgeable,
and certified people to help them continue to grow.
As a result, humans are critical assets for any organization. While artificial
intelligence has taken over many activities, it lacks judgment capabilities that
cannot be matched by the human mind.
"The automation of factories has already decimated jobs in traditional
manufacturing, and the rise of artificial intelligence is likely to extend this job
destruction deep into the middle classes, with only the most caring, creative or
supervisory roles remaining"

HRM is the process of hiring, selecting, and inducting employees, as well as


providing orientation, training, and development, evaluating employee
performance, determining compensation and benefits, motivating employees,
maintaining proper relations with employees and their trade unions, and
ensuring employee safety, welfare, and health measures in accordance with the
law.
Planning, organizing, directing, and managing are some of the managerial
functions involved in HRM.

o It entails the acquisition, development, and maintenance of human


resources.
o It aids in the achievement of personal, organizational, and social goals.
o HRM is a subject that spans several disciplines. Management, psychology,
communication, economics, and sociology are all covered.
o It entails teamwork and team spirit.
o It's a never-ending process.
HRM, as a department within an organization, is responsible for all aspects of
employees and performs a variety of tasks such as human resource planning,
conducting job analyses, recruiting and conducting job interviews, selecting
human resources, orienting, training, compensating, providing benefits and
incentives, appraising, retaining, and career planning.
1.1.1 Definitons
Many famous scholars have defined HRM in various ways and using various
terms, but the primary meaning of the term concerns with how to manage
people or employees in an organization.
Edwin Flippo defines- HRM as “planning, organizing, directing, controlling of
procurement, development, compensation, integration , maintenance and
separation of human resources to the end that individual, organizational and
social objectives are achieved.”
The National Institute of Personal Management (NIPM) of India has defined
human resources – personal management as “that part of management which is
concerned with people at work and with their relationship within an enterprise.
Its aim is to bring together and develop into an effective organization of the men
and women who make up enterprise and having regard for the well – being of
the individuals and of working groups, to enable them to make their best
contribution to its success”.
According to Decenzo and Robbins, “HRM is concerned with the people
dimension” in management. Since every organization is made up of people,
acquiring their services, developing their skills, motivating them to higher levels
of performance and ensuring that they continue to maintain their commitment to
the organization is essential to achieve organsational objectives. This is true,
regardless of the type of organization – government, business, education, health
or social action”.
1.1.2 Functions

5 basic (Managerial) function of HRM


PLANNING
Planning is the first and most basic function of management, and everything is
dependent on it since it is a process of thinking about things before they happen
and making plans to cope with them in advance. Poor planning leads to failure
and has an impact on the entire system. As a result, HR managers must be
aware of when it is appropriate to do things, when they should be done, and
when they should not be done in order to meet the organization's goals and
objectives.
o Establishing goals and objectives for employees to attain in order to achieve
the top-level management's corporate mission.
o Developing rules and procedures that employees must follow in order to
avoid any type of discrimination among employees in any of their functions,
to enable fair and transparent treatment among employees, to avoid conflict
from employee recruitment to separation, to instill discipline among
employees, to drive employee performance, and, ultimately, to avoid
retaliation.
o Determining plans and forecasting procedures as part of human resource
planning to avoid any workforce shortages that may have an influence on the
organization's output, to estimate the exact workforce required for the
organization, and to plan for attracting outstanding applicants.
o HR outsourcing: Similar to the make or purchase option in operations
management, human resource managers should be able to make judgments
about whether HR functions should be carried out in-house or outsourced
where there is a benefit of bringing in knowledge and cost savings for the
firm. Legal advice and support, employee payroll, pensions, training and
development, recruitment, employee assistance, compensation and benefits,
outplacement, human resource information systems, employee relations,
policy-making, strategic partnerships, employee appraisal, and resource
planning are the most outsourced HR activities.
The irritation of spending more time than they wish on non-revenue producing
operations such as payroll, HRM, and benefits and compensation is common
among small and medium-sized business owners. Many firms may find that
outsourcing part of their HR functions to third-party companies allows them to
focus on their core business while also providing the following benefits. 
1. Save money by lowering your running costs.
2. Allow the organization to concentrate on what it does best.
3. Reduce the number of HR employees and the costs associated with them.
4. Allow HR to concentrate more on strategy.
5. Avoid the costs of a large technological investment.
6. Enhance metrics and measurement
ORGANIZING
HR managers should be well-versed in the process of organizing everything
linked to human resources and organization, as organizing is the process of
creating and arranging things in the appropriate order to avoid any confusion or
disputes.
o Giving each member a specific task to complete in order to meet the overall
objectives of the work given to an employee is the Human Resource
Manager's responsibility. It is also the Human Resource Manager's
responsibility to clearly define task before committing the work to an
employee. HR managers must remember that tasks given to employees must
be matched to their skill set and talents, and HR managers must also ensure
that employees receive training in the area or subject to which they will be
entrusted, or the task handed to employees will fail and be defeated.
o Organizing departments and divisions based on the nature of duties and
projects in order to improve efficiency, expertise, and productivity. Separate
divisions and departments would allow management to have easier and more
effective control over staff, resulting in greater results and an overall
improvement in the organization's performance.
o Employee development includes delegating authority to members for a
worthy cause and to make employees more responsible for their jobs and
organizations. Because there is a principle called authority equals
responsibility, delegating authority to employees makes them more
responsible towards the organization. When you load an employee with tasks,
he should be given authority so that he can complete the tasks put upon him.
The objective of authority without responsibility and responsibility without
authority is defeated. As a result, when employees feel accountable and
accept obligations, it is a positive indicator because it motivates them to work
more.
o Any human resource manager's principal role is to establish channels of
authority and communication that will allow managers to effectively express
the organization's desired goals and objectives. Effective communication will
prevent disagreements, ensure that employees understand what they are
expected to perform, and allow the management to complete tasks on time.
o Developing a method to coordinate the work of members in order to ensure
that employees work properly and that there are no conflicts in the
distribution of work among employees. Improper and discriminatory task
assignment will cause one or more employees to feel overburdened, burnout,
and maybe create conflicts among employees, which is not healthy for the
organization's health. and forming teams will foster teamwork, which will
foster synergy among members, allowing them to achieve their full potential.
STAFFING
Staffing is one of the most important aspects of HRM since it involves hiring
the right people, giving appropriate training, and placing them in the correct job
while paying them appropriately and adequately.
o The importance of determining the type of people to be hired should not be
underestimated, since they are the most important resource and investment
for any company. Every company wants the proper people on board, but they
come at a cost. Employee salary is a crucial motivating factor in attracting
and keeping exceptional people in the organization for a long time.
o One of the primary functions of HRM is to compensate personnel. Money is
the most significant motivational factor for any employee among all the other
driving variables. Providing enough remuneration for the employee's labor
will not only make the employee happy, but it will also ensure that the
company complies with all applicable employment regulations; otherwise, it
will be unjustifiable and amount to employee exploitation, which is illegal.
o Setting performance goals, assessing, and evaluating employees: A
performance appraisal is intended to assist employees recognize their
strengths and weaknesses so that they can be compensated appropriately. The
basic objective of evaluating and compensating personnel is to appraise their
performance. Employees' real performance cannot be compared to the
standard performance unless the organization establishes performance criteria
for them. HR managers consider employee performance gaps when deciding
whether or not to compensate workers with bonuses, profit-sharing, stock
options, and incentive payments. These employee performance gaps will be
considered not only for making compensation decisions, but also for deciding
whether to initiate corrective actions on said employees, promote them to
higher levels, and if any employee performance gaps are too large, such
employees will be demoted, suspended, or even fired from their jobs.
o As a Human Resource manager, I counsel employees in order to understand
and aid people who have technical, personal, emotional, or adjustment
challenges, with the goal of reducing them so that employee performance is
maintained or even increased.
o One of the key duties of HRM is to recruit potential employees and choose
the best ones from among them. Recruiting is the process of asking people
who want to join an organization to apply, and selecting the finest among
them is a key procedure that includes numerous selection exams. Having the
best people in the organization will make it the best in every manner, creating
an employer brand that will help recruit bright individuals and keep them for
a long time.
o HR Metrics: The use of formulae to measure and calculate basic HR
issues in order to derive precise HR results and the present state of the
organization. The goal of HR metrics is to show the organization's present
position and performance.
DIRECTING
Directing is a method of conveying to others what you expect them to
perform for you or for an organization. It requires knowledge, discipline, and
formality. A HR manager cannot be considered a full-fledged HR manager
unless he or she is capable of directing. When an HR manager has the correct
directing skills, it clarifies for employees what they are expected to do,
eliminates employee misunderstanding, and clarifies what results
management expects from employees.
o Getting work done through subordinates in order to satisfy the goals and
objectives of the organization. Indeed, getting work done for others is an
art that every Human Resource Manager should master, and employee
motivation is heavily influenced and influenced by HRM.
o Ensuring good two-way communication with subordinates for the flow of
information in order to successfully explain the organization's aims and
objectives, as it plays a major part in knowing what the Human Resource
manager or organization expects from employees to perform. Employee
miscommunication stymies productivity and can even lead to conflict,
which has a negative impact on the company's overall effectiveness.
o One of the functions of HRM is to motivate subordinates to strive for
improved performance by offering employee recognition, awards, intrinsic
benefits, paid vacations, salary increases, presents, and any social security
benefits to employees and their family members.
o Maintaining group morale involves treating employees fairly, being ethical
and generous to them, and management being devoted to their employees
and prioritizing employee problems. It is the obligation of the human
resource manager to always guide his or her staff; otherwise, lack of
guidance can kill employee morale. Employee training and development
programs not only increase their skills but also their morale, making them
happier and resulting in longer tenures. Training programs provide
employees with a learning platform where they may acquire new abilities
and become more marketable, in addition to breaking up the monotony of
the workplace.
CONTROLLING
HR managers should be able to think and decide what should be done and
what should not be done while dealing with employees, as well as what
should be done and what should not be done.
o Establishing a standard of performance in order to assess employees' real
performance through performance evaluations for appraisals.
o Actual performance is compared to specified employee performance
standards in order to identify performance gaps
o If there are any deviations, compare actual performance to the standard to
determine the deviation and initiate corrective steps. Corrective actions
include providing proper and appropriate training to such personnel or
deferring pay increases until performance gaps are eliminated. When
major deviations are discovered, the individual is demoted, suspended,
and fired from their employment.

1.1.3 Role of HRM


According to Mullins (2006), the role of human resources management is to
guarantee that management properly deals with everything related to the
organization's human resource, employee development, and managing
management-employee relationships. Its purpose is to act as a facilitator in
the process, advocating for all members and ensuring that each employee's
voice and concerns are addressed. In addition, HRM ensures that all
strategies for changing behavior have enough time and resources to take
impact, especially when it comes to aligning people processes with company
goals to generate a shared sense of meaning.
Develop Human Resource plans and strategies that are aligned with the
organization's strategic direction and business strategy in strategic HRM.
HRM must also give tools for implementing these initiatives and maintaining
control over processes and systems. The requirement for a human resources
professional to change regularly is a result of the organization's desired
effectiveness. HR professionals are highly appreciated for their abilities and
understanding to implement successful transformation strategies. To reduce
employee unhappiness and resistance to change, understanding how to tie the
change to the organization's strategic needs is critical.
HRM's Strategic Role
The human resources management team advises the management team on
how to manage people as business resources strategically. Recruiting and
employing people with specific skill sets to suit the company's present and
future goals, organizing employee benefits, and providing employee training
and development methods are all part of this process. HR experts, in this
sense, are consultants rather than employees in a separate business function;
they advise managers on a variety of issues concerning personnel and how
they may assist the corporation in achieving its objectives.
Developing Future-Ready Skills
Managers and HR experts collaborate at all levels of the organization to help
employees enhance their abilities. HR specialists, for example, advise
managers and supervisors on how to assign people to various tasks within the
organization, assisting the organization in successfully adapting to its
environment. Employees are moved around to different company roles in a
flexible organization based on business priorities and employee preferences.
Creating a Culture of Loyalty and Commitment
HR professionals can provide advise on how to increase employee
commitment to the company. This begins with the use of the recruiting
process, which involves matching individuals to the appropriate positions
based on their qualifications. Employees must be devoted to their jobs once
employed and feel challenged by their manager throughout the year.
Building a Talent Pipeline
An HRM team assists a firm in gaining a competitive edge, which entails
increasing the company's capacity so that it can provide a unique set of goods
or services to its customers. Private enterprises fight with one another in a
"war for talent" to develop successful human resources. This game is about
maintaining people and helping them grow and stay dedicated in the long run,
not just hiring talent.
Keeping up to date and competitive
HRM necessitates strategic planning to accommodate not only an employer's
changing demands, but also a competitive employment market that is
continuously shifting. Employee benefit packages must be evaluated on a
regular basis for their cost to the employer. By adding vacation days, flexible
working arrangements, or retirement plan changes to the packages, employers
can increase employee retention. Many human resource professionals, for
example, have recently overseen the inclusion of preventative health
components to typical health plans for both employment recruitment and
retention initiatives.

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