aspects of hrm

7/25/2019 Aspects of HRM

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1. Introduction

When conceiving and substantiating organizations activities, an important role is

played by strategies, especially Human Resource Management strategies,

elaborated and implemented by managerial organisms. The essential concretization

o the prevision, the strategies o Human Resource Management contour thedevelopment o each organization in the !eld o human resources, and their content

oten decides the e"ciency o the interace #ith the subsystems to #hich it

belongs, the e$tent to #hich they maintain and ampliy the e"ciency and

e%ectiveness o the activities developed. In managerial practice there is a certain

scepticism regarding the necessity and opportunity o Human Resource

Management strategy, considering that the environment #here the activity o the

organization ta&es place is unstable, submitted to some irregular 'uctuations, hence

its uselessness, on the one hand( on the other hand it is considered that a plan is

pro!table only i it is respected, #hich does no longer ensure 'e$ibility as an

imperative trait that conditions the survival and development o an organization. In

this respect, the ob)ectives o Human Resource Management de!ne and e$press

synthetically the aims envisaged and the criteria to evaluate the uture activity in

the !eld o Human Resource Management, and the Human Resource Management

strategy describes * e$plicitly and implicitly * the directions to ollo#, the modalities

or #ays to attain speci!c purposes under the orm o the ob)ectives ormulated or a

+- year span. nly under the circumstances o &no#ing the speci!c traits, o

grounding and implementing Human Resource Management strategy, are the

ob)ectives o the organization ul!lled and its competitiveness increased.

/. 0oncept and speci!c traits o Human Resource Management strategy

The history o the #ord strategy began many millenniums ago. In this

respect, the remar&s made by 2merican 3rian 4uinn are interesting5 62t !rst,

during early 7ree& anti8uity, the #ord 9strategos: reerred to the role o a

general in charge o an army. Then, it ac8uired the sense o 9a generals art:,

reerring to the psychological and behavioural abilities that enabled a general

to ul!ll his role. In ;ericles time 3. 0.? strategy #as perceived as a

managerial 8uality C51+>?. The idea o strategy appeared

in social sciences around the =>s, #ith the game theory, designating the

moves thought or played by one o the players. During the E>s the term #as

used in order to de!ne some o the most important decisions #ithin

companies. The undamental #or& in the !eld is Igor 2nso%s 0orporale

Ftrategy


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o managerial strategies >+5+>?. Fince then, things have moved

very ast and starting #ith the C>s everything or almost everything became

strategy in economy, sociology, psychology, anthropology. Whether they

spea& about groups or individuals interests, economic, sentimental, esthetic

options * more or less reasonable and elaborated * or even 1-/C about

se8uences and attitudes, more and more authors have started to thin& instrategic terms. Reerring strictly to the economic !eld, the results o the

research made by one o the greatest specialists in management, Henry

Mintzberg, signaled the presence o 1> schools o managerial thin&ing as ar

as strategy is concerned, ater e$amining 1=G- #or&s dedicated to strategy.

In table no. 1, authors Aicolescu . and Berboncu I. >C? present

synthetically #hich these schools are and their de!ning traits concerning

strategy elaboration * the most important element rom the point o vie# o

managerial practice. In this respect, there are more and more numerous hints

and analyses that sho# that human resources have a strategic potential and

ma&e the di%erence in the long run, changing an organizations uture.

+. Fcope o HRM

The scope o HRM is indeed vast. 2ll ma)or activities in the #or&ing lie o a #or&er *

rom the time o his or her entry into an organization until he or she leaves the

organizations comes under the purvie# o HRM. The ma)or HRM activities include

HR planning, )ob analysis, )ob design, employee hiring, employee and e$ecutive

remuneration, employee motivation, employee maintenance, industrial relations

and prospects o HRM. The scope o Human Resources Management e$tends to5

2ll the decisions, strategies, actors, principles, operations, practices, unctions,activities and methods related to the management o people as employees in any

type o organization. 2ll the dimensions related to people in their employment

relationships, and all the dynamics that 'o# rom it. = igure 1.15 Fcope o HRM The

scope o HRM is really vast. 2ll ma)or activities n the #or&ing lie o a #or&er * rom

the time o his or her entry into an organization until he or she leaves it comes

under the purvie# o HRM. 2merican Fociety or Training and Development


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conducted airly an e$haustive study in this !eld and identi!ed nine broad areas o

activities o HRM.

=. b)ectives o HRM

The primary ob)ective o HRM is to ensure the availability o competent and #illing

#or&orce to an organization. The speci!c ob)ectives include the ollo#ing5

1? Human capital 5 assisting the organization in obtaining the right number and

types o employees to ul!ll its strategic and operational goals

/? Developing organizational climate5 helping to create a climate in #hich

employees are encouraged to develop and utilize their s&ills to the ullest and to

employ the s&ills and abilities o the #or&orce e"ciently

+? Helping to maintain perormance standards and increase productivity through

e%ective )ob design( providing ade8uate orientation, training and development(

providing perormancerelated eedbac&( and ensuring e%ective t#o#ay

communication.

=? Helping to establish and maintain a harmonious employeremployee relationship


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-? Helping to create and maintain a sae and healthy #or& environment

E? Developing programs to meet the economic, psychological, and social needs o

the employees and helping the organization to retain the productive employees

J? Knsuring that the organization is in compliance #ith provincialterritorial and

ederal la#s a%ecting the #or&place ? To develop and maintain the 8uality o #or& lie

11? To communicate HR policies to all employees.

1/? To help maintain ethical polices and behavior. The above stated HRM ob)ectives

can be summarized under our speci!c ob)ectives5 societal, organizational, and

unctional and personnel.


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-. unctions o HRM Human Resources management has an important role to play in

e8uipping organizations to meet the challenges o an e$panding and increasingly

competitive sector. Increase in sta% numbers, contractual diversi!cation and

changes in demographic pro!le #hich compel the HR managers to recon!gure the

role and signi!cance o human resources management. The unctions are

responsive to current sta"ng needs, but can be proactive in reshaping

organizational ob)ectives. 2ll the unctions o HRM are correlated #ith the core

ob)ectives o HRM. or e$ample personal ob)ectives is sought to be realized through

unctions li&e remuneration, assessment etc.

E. What is HR strategyL

There are a multitude o schools or #hat an HR strategy should ideally contain. ne

suggestion is that an HR strategy or any &ind o a strategy must have t#o &ey

elements5

1. strategic ob)ectives, e.g. things the strategy is supposed to achieve, and

/. a plan o action, e.g. the means by #hich it is intended that the ob)ectives #ill be

met.

The ob)ectives should be de!ned in general terms o #hat needs to be done tosatisy the aim o the organisation and the individual needs o employees. Ftrategy

is ob)ectives and action plan HR strategies are simply the process in bringing

together people plans and programmes o activities #ithin an overall rame#or&,

designed to deliver against organisational ob)ectives. The process o strategy

ormulation is the process by #hich many di%erent perspectives come to be

reconciled. The image belo# illustrates that HRM is directly lin&ed to the core


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business o a ministry #ith the unction o providing ade8uate human resources.

Doing so, HRM is indirectly supporting achievement o the organisational ob)ectives

o the ministry.

aspects of hrm

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