DOI 10.17605/OSF.

IO/JBZK4
ORCID 0009-0009-2559-6676

Contents
Mind Map on Traditional Functions of HRM ................................................................................................ 2
Flow Chart on Stages of Human Resource Planning ..................................................................................... 3
Personnel management and Human Resource management ...................................................................... 3
1. Hiring ................................................................................................................................................. 4
2. Employee orientation ....................................................................................................................... 5
3. Managing employees ........................................................................................................................ 5
4. Compensation and benefits .............................................................................................................. 5
Flow Chart on Roles and Responsibility of human resource managers........................................................ 6
5. Part 1 ................................................................................................................................................. 6
6. Part 2 ................................................................................................................................................. 8
7. Part 3 ................................................................................................................................................. 9
References .................................................................................................................................................. 14

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Mind Map on Traditional Functions of HRM

Maintaining
culture and
Job stability
Planning
analysis
Recruitment
and design
and hiring

Maintaining
relations

Training
Traditional Functions of
Traditional Functions
HRM
of HRM
Manage
disciplinary
actions

Compensation
Training and
Staffing
INSERT TEXT development
HERE

Re
Relations

Save work
environment Performance Learning and
Appraisal development

Safety and
Motivating health
 3

Flow Chart on Stages of Human Resource Planning

Check
Analyse Inventory
objectives and Monitor,
of the capability of control,
Forecast Estimate Formulate Implement
company the present evaluate
demands gaps Plans plans
HR and
(Line feedback
managers) (Line
managers)

Flow chart 1: Stages of HR planning

Personnel management and Human Resource management

Human resource management refers to the process of employing people, training them,

compensating, and developing policies and strategies to keep them (Storey, 2016). Personnel

management is an administrative specialisation that focuses on hiring and developing

employees to become valuable to the organisation (Bondarouk, Trullen, and Valverde, 2016).

Management of personnel can be characterised as a satisfied workforce being achieved, used,

and maintained (Sheehan, Garavan & Carbery, 2014). It constitutes an essential aspect of the

management of employees in the organisation and their connection. According to Schroeder

(2012, p.4), personnel management is achieved to help organisational, individual, and social

goals, as the planning, organisation, offsetting, and maintaining of people. Vargas et al.

(2018, p. 3052) add that personnel management is the element that primarily deals with

human organisational resources. Management of personnel covers job, development, and

compensation functions. In consultation with other departments, the personnel management

performs these functions principally (Vargas et al., 2018, p. 3053). Management of personnel
 4

is an extension to general administration. It encourages the competent workforce to make

their most of the effort (Schroeder, 2012, p. 4).

The Human Resource Management focuses on various categories of administrative, human

resources (Dabić et al., 2011). It comprises job analysis, strategic staff planning, performance

evaluations, and coordination of benefits (Vargas et al., 2018, p. 3053). Recruitment,

screening, new orientation, and training for employees are also included. Finally, it concerns

salaries, settlements of disputes, and other records.

Primary differences between personnel management and human resource management are

scope and approach. Workers are viewed as commodities in personnel management, which

has a limited scope and distorted perspective. When workers become worn out, their conduct

may be regulated based on the organisation's core competencies, and they can be replaced.

On the contrary, a human resource management approach is more extensive and considers

employees as an organisation's most valuable resource. As well as improving economic

performance and human resource development, it promotes mutuality in terms of aims,

responsibilities, and incentives.

1. Hiring

Hiring in people management generally includes hiring from a variety of firms. This can be

performed by a group of persons or by a single person. Without regard to their talents or

personality, candidates are judged based on how well their CVs meet a rigorous checklist.

According to human resource management, candidates should be recruited with an

experienced corporate hiring manager to know about the firm or organisation's particular

requirements. This method ensures that the individual hired has the required skills to do a

good job and fits into the company's cultural values and norms.
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2. Employee orientation

Staff orientation is designed to ensure that new employees are familiar with and sign the

necessary paperwork on their first workday. These documents are organised in a regular

manner and include a handbook for employees that outlines all of the company's intended

policies and procedures. In contrast, the human resource management team takes a more

compassionate approach to employee orientation. New hires receive adequate training upon

their arrival, and they are periodically offered opportunities such as formal mentorship

programmes and meet-and-greets with other staff.

3. Managing employees

The conventional, long-standing personnel management style promotes structure and rhythm

in managing people. To be compliant with the corporate code of conduct, employees must

abide by this traditional structure. Employees are trained in this approach from the moment

they are hired until they are either moved to another department, promoted, or leave the

company. To understand about these processes and norms of behavior, employees must read

the employee handbook provided to them during their first week of employment. To ensure a

continual flow of labour and high productivity, human resource management relies on

relationships. They are responsible for ensuring that management and staff can communicate

effectively. Human resource management supports the line manager in identifying and using

each employee's abilities to maximise employee productivity.

4. Compensation and benefits

Personnel management has a tendency to follow the regulatory framework uncritically. In

some instances, employee benefits are regulated by a pay structure that bans promotions

above a particular wage grade and restricts yearly salary increases. For employees, a defined
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pay grade range ensures stability. It boosts motivation by allowing them to progress at a

regular rate, usually about one pay step for every year of employment. Human resource

management requires consistency, but this method focuses more on employee development

than corporate strategy. Human resource management acknowledges the significance of an

employee being recognised for their achievements, whether through a raise in pay or a good

benefits package.

A company's capacity to manage its people efficiently is essential. Human resource

management, on the other hand, is proactive. Personnel management handles all people and

administrative procedures, whereas human resource management takes a more strategic

approach, forecasting the organisation's needs and continuously monitoring and adjusting all

systems.

Flow Chart on Roles and Responsibility of human resource managers

Selection,
Compensation Employment wroker Career
hiring and Setting policies Retention Training
and benefits laws protection Development
Staffing

5. Part 1

Storey (2016) explains that mind mapping is a crucial part of mind management techniques

that helps to overcome mental blocks. This is a scenario where the central concept is taken

and broken down on a piece of paper. This part intends to discuss the mind mapping of a new

management plan upon presentation of the management task to the new CEO at We Sell

Anything.
 7

The primary functions of human resource management are planning, controlling, directing,

and organising the company activities (Storey, 2016). The activities include staffing and

management of the staff upon recruitment. To begin with, one of the most critical roles of the

human resource department is recruitment and selection (Uysal, 2015, p. 253). The human

resource department is tasked with selecting the best recruits to work for the company. The

process starts with the creation of the vacancy or the moment where the vacancy opens up. In

essence, the department can use different selection instruments to find the best employee to

take the job (Abubshait et al., 2021). The assignments include interviews and different

assessments based on the job description.

Job analysis and design entail establishing the nature and duties of distinct job positions,

sometimes with the assistance of other corporate departments. This might include assessing

the abilities and experiences required for appropriate performance, analysing job and industry

trends, and forecasting future employment levels and skill needs.

On the other hand, staffing is the management of personnel flow into, within (via transfers

and promotions), and out of an organisation. After the recruiting phase of the staffing process

is finished, candidates are chosen using various methods, including job advertising,

interviews, reference checks, testing, and other tools.

The process of analysing employee work performance and offering feedback to those

employees on both good and negative elements of their performance is known as

performance appraisal—both the business and the individual benefit from performance

measurements. They are the critical data used to determine wage increases, promotions, and

dismissal in employees who perform poorly.

Rewards are critical because they are how businesses reward their employees for previous

accomplishments and create incentives for outstanding performance. It's also the process via

which companies use disciplinary procedures to deal with difficulties in their employees.

HR is in charge of analysing an organisation's training requirements and implementing and

assessing staff development programs to meet those requirements. Orientation programs to

acclimatise recruits to the firm to ambitious instruction programs to acquaint staff with a new

software system are examples of these training programs.

HR managers deal with a variety of issues, and each day presents a new challenge. Low staff

retention is one of the critical concerns. Managers have been known to spend a significant

amount of time training employees to leave the company. It eats into the budget and throws

the organisation back to square one. Employee retention may be hampered by a lack of

incentives or by the company's culture. The compensation is insufficient and unjust.

6. Part 2

Human resource planning is the process through which the right candidate is secured for the

right job (Zakaria, Zainaland Nasurdin, 2011, p. 74). Planning is a proper managerial function

and has a significant impact on the organisation. Human Resource planning is essential

because, with its aid, objectives that need to be achieved in the future are analysed (Aslam,

Aslam, Ali, and Habib, 2013, p. 3). As a result of human resource planning, companies are

able to fulfil their present and future talent needs by anticipating and developing the most

valuable talents to an organisation and providing the firm with the optimal staffing mix in

terms of accessible skill sets and people numbers. By establishing a talent pool that can fill

leadership roles, proper planning may also prepare the path for future growth and tie human

capital management to corporate strategy in the longer term.

HR planning is crucial in a variety of ways. It is essential for management duties, adequate

human resources use, identifying, training, and motivating men, improving

labour relations, and increasing productivity. Human Resource Planning is a critical and

specialised function. Human resource planning is a continuous process - Human resource

planning is a constant process through which management ensures that it has the proper

people to do the activities that will help the company achieve its goals and they have a safe

working environment. It connects people to the purpose, vision, goals, and objectives of the

organisation. It plays a crucial role in any effective human resource management strategy. It

guarantees that individuals are willing to provide a helping hand to an organisation's growth

initiatives. In numerous organisations worldwide, increasing stability, demographic shifts,

technological developments, and more worldwide competitiveness are altering the need for

and nature of human resource planning.

7. Part 3

HR planning is of utmost importance because due to this, objectives of the company that are

to be achieved in the future are analysed (Aslam, Aslam, Ali, and Habib, 2013, p. 3). These

objectives are not confined to one aspect, instead, they cover aspects such as marketing,

finance, expansion, and making more sales (Kang, Snell, and Swart, 2012, p. 461).

Furthermore, due to the HR planning, the inventory and capabilities of the HR are evaluated.

HR planning is important when it comes to forecasting demand because it aids in determining

the number and the type of personnel or human resources. In essence, supply and demand

forecasting determine the size and quality of the present and the potential human resources

available within and outside the organisation (Schroeder, 2012). Moreover, any company

should make a comparison of the human resource demand and the supply to establish if there

are any deficits in the human resource (Schroeder, 2012); this is only possible due to HR
 10

planning. However, after the underlying situation is established, there is a need to employ a

proper training scheme or instead upgrade the organisation's employees' skills (Schroeder,

2012). As, a result a plan is finalised and the department focuses on either making

recruitments or termination of other contracts or employments. Monitoring, controlling, and

feedback mainly involves the implementation of the human resource work plan (Kang et al.,

2012, p. 462). In order to succeed, any plan needs careful monitoring to correct any checks

and balances that are likely to emerge (Schroeder, 2012). There is a need to make a

comparison between the human resource plan and the actual implementation and thus make

an assessment and conclusion on whether the implementation is effective (Kang et al., 2012,

p. 464).

Human resource professionals face challenging legal issues (Dabić et al., 2011, p. 67).

Thorough research is needed to ensure that human resource managers do not fall into the

legal abyss. There are some legal considerations that managers need to be mindful of before

recruitment and selection. To begin with, confidentiality is a legal challenge (DeCenzo,

Robbins, and Verhulst, 2016 p.12). When entrusted with information, the department is held

responsible for not disclosing the information to any other party. Confidentiality is an ethical

and legal responsibility (Dabić et al., 2011, p. 67). One can be jailed or asked for financial

compensation for leaking critical information. Professionalism calls for one to abide by the

norms of human resource management.

Secondly, verification of employees is another legal bottleneck (Dabić et al., 2011, p. 67. The

human resource department needs to do a background check on each individual regarding the

social, economic, and criminal records. The details provided must be scrutinised to check

whether they are factual (Dabić et al., 2011, p. 67). Legal considerations help the organisation

to maintain a good reputation. In essence, the company should refrain from hiring criminals.
 11

The human resource department must be careful when hiring employees with a good

reputation (Boxall & Purcell, 2011 p.13).

However, human resource management is at the center of executing strategies while

managing critical functions (Boxall and Purcell, 2011. The human resource professional must

grasp the policy as well as the limitations in it. There is a vast underlying need to understand

the legal and ethical implications (Boxall and Purcell, 2011). Both legal and ethical factors

affect the organisation (Dabić et al., 2011, p. 67). The department should evaluate the impact

of the strategy. Other legal issues include workplace health issues. The companies need to

consider the remuneration and work-related policies like the insurance cover (Boxall and

Purcell, 2011). A good human resource department understands all the stipulated guidelines.

In addition, labor rights are also central. Also, the tax laws and the laws of the organisation

are instrumental. Human resource professionals hold a great legal responsibility (Storey,

2016). The second problem is a decrease in production. A lack of motivation can lead to a

lack of productivity. Improper training and objectives may be the source of lacking

motivation.

Another significant issue faced by the managers is the recruitment of talent. Even when the

pool of eligible applicants is quite vast, finding employees with the right mix of skills,

personality, and motivation is challenging when there are dozens of applications to examine

and compare; the information of each must be recorded.

Finally, discrimination and diversity are two issues that HR managers must deal with. If the

company works with the government or has a diversity plan, there's a good possibility it

employs people from many cultures and ethnicities, resulting in diversity. Discrimination

may emerge as a result.]

A new performance management and reward system will be implemented in the organisation.

First of all, there will be a proper recruitment process; prior to that, it will be made sure that

most job descriptions match the actual job and the specifications are clear and concise. The

job description will entail all details and skills of the employees applying for the job. The will

management reconsiders the human relations strategy and policies. Furthermore, there will

be an implementation of the new employee-centred program aligned with the business needs.

The program will be prepared and measured to ensure the goals are achievable. All the

employees will be communicated about the strategic plans and human resource strategies.

There will be sufficient compensations and benefits provided to the employees according to

their skill set. New management will ensure no one is underselling them. Resultantly, the

managers will retain the existing talent, and the organisation will be stable. Next, there will

be proper training and employee development to help employees develop a new set of skills

that they could employ and perform better in the various jobs they are assigned to do. The

new approach will be more centered and focus on the customer and the employee (Boxall and

Purcell, 2011). Scientific approaches in human resources can be considered a solution to

training activities by investing in the employees' qualifications and value addition to the

employee team (Boxall and Purcell, 2011). New performance management will ensure the

new approach is gender-sensitive as there is a need to fill the gender gaps. There are fair

employment laws, there is no gender discrimination in recruitment, and the rights of the

minorities are protected, and strict action is taken against those who do not adhere to the

laws. This will also ensure that workers are protected; laws will make them feel safe and

secure. There will be evaluations of the employees, and feedback will be provided on their

performance. All those with positive feedback and a high level of productivity will be

rewarded; there will be incentives, bonuses, paid vacations, and so forth.

Motivation is the inner drive that directs a person's behaviour towards goals. Motivation is a

process that energises, directs and sustains human behaviour (Schroeder, 2012, p. 4). In

human resources, the employee or persons desire to do the best possible job or exerting

maximum effort to perform the assigned task. Thus, a new approach needs to centre on

employee appraisal and motivation (Boxall and Purcell, 2011). Job progression and

promotion of employees should be done as part of the motivation scheme.

However, the most critical aspect of the new performance management is the reward system

and the impact on motivation (Schroeder, 2012, p. 4). Essentially, the human resource

department is at the centre of the new performance. When employees are more appraised

there, production goes up. Also, the finances of the company and the marketing need to be

put at the centre of the program (Aslam et al., 2013). Employees need to get bet

remunerations and rewards to boost their morale (Schroeder, 2012, p. 4).

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