human resource manager.doc

8/17/2019 HUMAN RESOURCE MANAGER.doc

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HUMAN RESOURCE MANAGER

HUMAN RESOURCE

MANAGEMENT

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ABSTRACT

This paper introduces the development of Human

Resource Management (HRM) from a historical

perspective and explains the debate between HRM and

personnel management. Thus, the paper identifies the

historical developments and their impacts on HRM,

outlines the development and functions of HRM, explains

the differences between HRM and Personnel

Management, evaluates hard! and soft! approaches to

HRM, illustrates how diversit" is an issue in Human

Relations (HR) practice and finall" considers HRM as an

international issue. #t concludes with a discussion about

hard! and soft! models of HRM and its implications for the

human resource manager.

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!NTRO"UCT!ON

The term $human resource management$ has been

commonl" used for about the last ten to fifteen "ears. Prior

to that, the field was generall" %nown as $personnel

administration.$ The name change is not merel"cosmetics.

Personnel administration, which emerged as a clearl"

defined field b" the &'s (at least in the *+), was largel"

concerned the technical aspects of hiring, evaluating,

training, and compensating emplo"ees and was ver"

much of $staff$ function in most organiations. The field did

not normall" focus on the relationship of disparate

emplo"ment practices on overall organiational

performance or on the s"stematic relationships among

such practices. The field also lac%ed a unif"ing paradigm.

HRM developed in response to the substantial increase in

competitive pressures -merican business organiations

began experiencing b" the late &'s as a result of such

factors as globaliation, deregulation, and rapid

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technological change. These pressures gave rise to an

enhanced concern on the part of firms to engage in

strategic planning//a process of anticipating future

changes in the environment conditions (the nature as well

as level of the mar%et) and aligning the various

components of the organiation in such a wa" as to

promote organiational effectiveness.

Human resource management (HRM), also called

personnel management, consists of all the activities

underta%en b" an enterprise to ensure the effective

utiliation of emplo"ees toward the attainment of

individual, group, and organiational goals. -n

organiation0s HRM function focuses on the people side of

management. #t consists of practices that help the

organiation to deal effectivel" with its people during the

various phases of the emplo"ment c"cle, including pre/

hire, staffing, and post/hire. The pre/hire phase involves

planning practices. The organiation must decide whatt"pes of 1ob openings will exist in the upcoming period and

determine the necessar" 2ualifications for performing

these 1obs. 3uring the hire phase, the organiation selects

its emplo"ees. +election practices include recruiting

applicants, assessing their 2ualifications, and ultimatel"

selecting those who are deemed to be the most 2ualified.

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#n the post/hire phase, the organiation develops HRM

practices for effectivel" managing people once the" have

$come through the door.$ These practices are designed to

maximie the performance and satisfaction levels of

emplo"ees b" providing them with the necessar"

%nowledge and s%ills to perform their 1obs and b" creating

conditions that will energie, direct, and facilitate

emplo"ees0 efforts toward meeting the organiation0s

ob1ectives.

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THE H!STOR!CA# BACKGROUN"

O$ HUMAN RESOURCE

MANAGEMENT

Human resource management has changed in name

various times throughout histor". The name change was

mainl" due to the change in social and economic activities

throughout histor".

1. Industrial Welfare

#ndustrial welfare was the first form of human resource

management (HRM). #n &455 the factories act stated that

there should be male factor" inspectors. #n &44

legislation was passed to regulate the hours of wor% for

children and women b" having a 6 hour wee%. 3uring

this time trade unions started to be formed. #n &464 the &sttrade union conference was held. This was the start of

collective bargaining. #n &'&5 the number of industrial

welfare wor%ers had grown so a conference organied b"

+eebohm Rowntree was held. The welfare wor%ers

association was formed later changed to 7hartered

#nstitute of Personnel and 3evelopment.

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2. Recruitment and Selection

#t all started when Mar" 8ood was as%ed to start engaging

girls during the &st world war. #n the &st world war

personnel development increased due to government

initiatives to encourage the best use of people. #n &'&6 it

became compulsor" to have a welfare wor%er in explosive

factories and was encouraged in munitions factories. - lot

of wor% was done in this field b" the arm" forces. The

armed forces focused on how to test abilities and #9 along

with other research in human factors at wor%. #n &'& the

national institute of ps"chologists established and

published results of studies on selection tests, interviewing

techni2ues and training methods.

3. Acquisition of other Personnel Activities

3uring the nd world war the focus was on recruitment

and selection and later on training: improving morale and

motivation: discipline: health and safet": 1oint consultation

and wage policies. This meant that a personnel

department had to be established with trained staff.

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!. "le#i$ilit% and &iversit%

#n the &''0s a ma1or trend emerged where emplo"ers

were see%ing increasing flexible arrangements in the

hours wor%ed b" emplo"ees due to an increase in number

of part/time and temporar" contracts and the invention of

distance wor%ing. The wor%force and patterns of wor% are

becoming diverse in which traditional recruitment practices

are useless. #n the "ear , growth in the use of internet

meant a move to a +"stems for e/

recruitment: =n/line short/listing of applicants: 3eveloping

training strategies on/line: Ps"chometric training: Pa"roll

s"stems: ?mplo"ment data: Recruitment administration:

References: Pre/emplo"ment chec%s. #T helps HR

managers offload routine tas%s which will give them more

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time in solving complex tas%s. #T also ensures that a

greater amount of information is available to ma%e

decisions.

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H!STOR!CA# M!#ESTONES !N HRM

"E%E#O&MENT

Table & identifies some of the ma1or milestones in the

historical development of HRM. @rederic% Ta"lor, %nown

as the father of scientific management, pla"ed a

significant role in the development of the personnel

function in the earl" &'s. #n his boo%, Shop

Management, Ta"lor advocated the $scientific$ selection

and training of wor%ers. He also pioneered incentive

s"stems that rewarded wor%ers for meeting and;or

exceeding performance standards. -lthough Ta"lor0s focus

primaril" was on optimiing efficienc" in manufacturing

environments, his principles laid the ground/wor% for

future HRM development. -s Ta"lor was developing his

ideas about scientific management, other pioneers were

wor%ing on appl"ing the principles of ps"cholog" to the

recruitment, selection, and training of wor%ers. Thedevelopment of the field of industrial ps"cholog" and its

application to the wor%place came to fruition during 8orld

8ar #, as earl" vocational and emplo"ment/related testing

was used to assign militar" recruits to appropriate

functions.

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The Hawthorne +tudies, which were conducted in the

&'s and &'5s at 8estern ?lectric, spar%ed an

increased emphasis on the social and informal aspects of

the wor%place. #nterpretations of the studies emphasied

$human relations$ and the lin% between wor%er satisfaction

and productivit". The passage of the 8agner -ct in &'5A

contributed to a ma1or increase in the number of unionied

wor%ers. #n the &'


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HRM 1ob. @inall", changes in labor force demographics,

technolog", and globaliation since the &'4s have had a

ma1or impact on the HRM function. These factors also are

discussed in more detail in a later section.

(a$le 1) *ilestones in the &evelo+ment of ,uman

Resource *anaement

&4'/

&'&

@rederic% Ta"lor develops his ideas on scientific

management. Ta"lor advocates scientific

selection of wor%ers based on 2ualifications and

also argues for incentive/based compensation

s"stems to motivate emplo"ees.

&'&/

&'5

Man" companies establish departments devotedto maintaining the welfare of wor%ers. The

discipline of industrial ps"cholog" begins to

develop. #ndustrial ps"cholog", along with the

advent of 8orld 8ar #, leads to advancements in

emplo"ment testing and selection.

&'5/

&'


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#ncreasing the 1ob satisfaction of wor%ers is cited

as a means to increase their productivit".

&'


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to $managing diversit".$ - second trend is the

globaliation of business and the accompan"ing

technological revolution. These factors have led

to dramatic changes in transportation,

communication, and labor mar%ets. The third

trend, which is related to the first two, is the focus

on HRM as a $strategic$ function. HRM concerns

and concepts must be integrated into the overall

strategic planning of the firm in order to cope with

rapid change, intense competition, and pressure

for increased efficienc".

THE "!$$ERENCE BET'EEN HRM

AN" &ERSONNE# MANAGEMENT

+ome experts assert that there is no difference between

human resources and personnel management. The" state

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that the two terms can be used interchangeabl", with no

difference in meaning. #n fact, the terms are often used

interchangeabl" in help/wanted ads and 1ob descriptions.

@or those who recognie a difference between personnel

management and human resources, the difference can be

described as philosophical. Personnel management is

more administrative in nature, dealing with pa"roll,

compl"ing with emplo"ment law, and handling related

tas%s. Human resources, on the other hand, is responsible

for managing a wor%force as one of the primar" resources

that contributes to the success of an organiation.

8hen a difference between personnel management and

human resources is recognied, human resources is

described as much broader in scope than personnel

management. Human resources is said to incorporate and

develop personnel management tas%s, while see%ing to

create and develop teams of wor%ers for the benefit of the

organiation. - primar" goal of human resources is to

enable emplo"ees to wor% to a maximum level of

efficienc".

Personnel management can include administrative tas%s

that are both traditional and routine. #t can be described as

reactive, providing a response to demands and concerns

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as the" are presented. E" contrast, human resources

involves ongoing strategies to manage and develop an

organiation0s wor%force. #t is proactive, as it involves the

continuous development of functions and policies for the

purposes of improving a compan"!s wor%force.

Personnel management is often considered an

independent function of an organiation. Human resource

management, on the other hand, tends to be an integral

part of overall compan" function. Personnel management

is t"picall" the sole responsibilit" of an organiation!s

personnel department. 8ith human resources, all of an

organiation!s managers are often involved in some

manner, and a chief goal ma" be to have managers of

various departments develop the s%ills necessar" to

handle personnel/related tas%s.

-s far as motivators are concerned, personnel

management t"picall" see%s to motivate emplo"ees with

such things as compensation, bonuses, rewards, and the

simplification of wor% responsibilities. @rom the personnel

management point of view, emplo"ee satisfaction provides

the motivation necessar" to improve 1ob performance. The

opposite is true of human resources. Human resource

management holds that improved performance leads to

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emplo"ee satisfaction. 8ith human resources, wor%

groups, effective strategies for meeting challenges, and

1ob creativit" are seen as the primar" motivators.

8hen loo%ing for a 1ob in personnel management or

human resources, it is important to realie that man"

companies use the terms interchangeabl". #f "ou are

offered a 1ob as a personnel manager , "ou ma" be

re2uired to perform the same duties as a human

resource manager, and vice versa. #n some

companies, a distinction is made, but the difference

is ver" subtle.

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HRM "E%E#O&MENT AN"

!MEMENTAT!ON

RES&ONS!B!#!T!ES

8hile most firms have a human resources or personnel

department that develops and implements HRM practices,

responsibilit" lies with both HR professionals and line

managers. The interpla" between managers and HR

professionals leads to effective HRM practices. @or

example, consider performance appraisals. The success

of a firm0s performance appraisal s"stem depends on the

abilit" of both parties to do their 1obs correctl". HR

professionals develop the s"stem, while managers provide

the actual performance evaluations.

The nature of these roles varies from compan" to

compan", depending primaril" on the sie of the

organiation. This discussion assumes a large compan"with a siable HRM department. However, in smaller

companies without large HRM departments, line

managers must assume an even larger role in effective

HRM practices.

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HR professionals t"picall" assume the following four areas

of responsibilit"> establishing HRM policies and

procedures, developing;choosing HRM methods,

monitoring;evaluating HRM practices, and

advising;assisting managers on HRM/related matters. HR

professionals t"picall" decide (sub1ect to upper/

management approval) what procedures to follow when

implementing an HRM practice. @or example, HR

professionals ma" decide that the selection process

should include having all candidates (&) complete an

application, () ta%e an emplo"ment test, and then (5) be

interviewed b" an HR professional and line manager.

*suall" the HR professionals develop or choose specific

methods to implement a firm0s HRM practices. @or

instance, in selection the HR professional ma" construct

the application blan%, develop a structured interview

guide, or choose an emplo"ment test. HR professionals

also must ensure that the firm0s HRM practices areproperl" implemented. This responsibilit" involves both

evaluating and monitoring. @or example, HR professionals

ma" evaluate the usefulness of emplo"ment tests, the

success of training programs, and the cost effectiveness

of HRM outcomes such as selection, turnover, and

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recruiting. The" also ma" monitor records to ensure that

performance appraisals have been properl" completed.

HR professionals also consult with management on an

arra" of HRM/related topics. The" ma" assist b" providing

managers with formal training programs on topics li%e

selection and the law, how to conduct an emplo"ment

interview, how to appraise emplo"ee 1ob performance, or

how to effectivel" discipline emplo"ees. HR professionals

also provide assistance b" giving line managers advice

about specific HRM/related concerns, such as how to deal

with problem emplo"ees.

Fine managers direct emplo"ees0 da"/to/da" tas%s. @rom

an HRM perspective, line managers are mainl"

responsible for implementing HRM practices and providing

HR professionals with necessar" input for developing

effective practices. Managers carr" out man" procedures

and methods devised b" HR professionals. @or instance,

line managers>

• #nterview 1ob applicants

• Provide orientation, coaching, and on/the/1ob training

• Provide and communicate 1ob performance ratings

• Recommend salar" increases

• 7arr" out disciplinar" procedures

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• #nvestigate accidents

• +ettle grievance issues

The development of HRM procedures and methods often

re2uires input from line managers. @or example, when

conducting a 1ob anal"sis, HR professionals often see% 1ob

information from managers and as% managers to review

the final written product. -dditionall", when HR

professionals determine an organiation0s training needs,

managers often suggest what t"pes of training are needed

and who, in particular, needs the training.

,R* SP-IAL(/ AR-AS 0R "(I0S 0" ,R*

TR-3#T#=G-F +P?7#-FT -R?-+

(rainin&evelo+ment

7onducts training needs anal"sis:

designs;conducts;evaluates training programs:

develops;implements succession planning programs.

om+ensationenefits

3evelops 1ob descriptions: facilitates 1ob evaluation

processes: conducts;interprets salar" surve"s: develops

pa" structure: designs pa"/for/performance and;or

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performance improvement programs: administers benefits

program.

-m+lo%eeIndustrial Relations

Helps resolve emplo"ee relations problems: develops

union avoidance strategies: assists in collective bargaining

negotiations: oversees grievance procedures.

-m+lo%mentRecruitin

-ssists in the HR planning process: develops;purchases

HR information s"stems: develops;updates 1ob

descriptions: oversees recruiting function: develops and

administers 1ob posting s"stem: conducts emplo"ment

interviews, reference chec%s, and emplo"ment tests:

validates selection procedures: approves emplo"ment

decisions.

Safet%,ealthWellness

3evelops accident prevention strategies: develops legal

safet" and health policies: implements;promotes ?-P and

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wellness programs: develops -#3+ and substance abuse

policies.

--0Affirmative Action

3evelops and administers affirmative action programs:

helps resolve ??= disputes: monitors organiational

practices with regard to ??= compliance: develops

policies for ensuring ??= compliance, such as sexual

harassment policies.

,R* Research

7onducts research studies, such as cost/benefit anal"sis,

test validation, program evaluation, and feasibilit" studies.

G?8 HRM +P?7#-FT -R?-+

Wor and "amil% Prorams

3evelops and administers wor% and famil" programs

including flextime, alternative wor% scheduling, dependent/

care assistance, telecommuting, and other programs

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designed to accommodate emplo"ee needs: identifies and

screen child/ or elder/care providers: administers

emplo"er0s private dependent/care facilit": promotes wor%

and famil" programs to emplo"ees.

ross6ultural (rainin

Translate the manners, mores, and business practices of

other nations and cultures for -merican business people.

=ther cross/cultural trainers wor% with relocated

emplo"ees0 families, helping them ad1ust to their new

environment.

*anaed6are

-s a compan"0s health/care costs continue to escalate,

emplo"ers are embracing managed/care s"stems, which

re2uire emplo"ees to assume some of the costs.

?mplo"ers hire managed/care managers to negotiate the

best options for emplo"ees.

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*anain &iversit%

3evelop policies and practices to recruit, promote, and

appropriatel" treat wor%ers of various ages, races, sexes,

and ph"sical abilities.

0(-*P0RAR/ &I7-RSI(/ ISS-S

HRM departments within organiations, 1ust as the

organiations themselves, do not exist in a vacuum.

?vents outside of wor% environments have far/reaching

effects on HRM practices. The following paragraphs

describe some of these events and indicate how the"

influence HRM practices.

-s mentioned previousl", the enactment of federal, state,

and local laws regulating wor%place behavior has changed

nearl" all HRM practices. 7onsider, for instance, the

impact of anti/discrimination laws on firms0 hiringpractices. Prior to the passage of these laws, man" firms

hired people based on reasons that were not 1ob/related.

Toda", such practices could result in charges of

discrimination. To protect themselves from such charges,

emplo"ers must conduct their selection practices to satisf"

ob1ective standards established b" legislation and fine/

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tuned b" the courts. This means the" should carefull"

determine needed 1ob 2ualifications and choose selection

methods that accuratel" measure those 2ualifications.

• +ocial, economic, and technological events also

strongl" influence HRM practices. These events

include>

• -n expanding cultural diversit" at the wor%/place

• The emergence of wor% and famil" issues

• The growing use of part/time and temporar"

emplo"ees

• -n increased emphasis on 2ualit" and team/wor%

• The occurrence of mergers and ta%eovers

• The occurrence of downsiing and la"offs

• The rapid advancement of technolog"

• -n emphasis on continuous 2ualit" improvement

• - high rate of wor%force illiterac"

These events influence HRM practices in numerous wa"s.

@or example>

• +ome firms are attempting to accommodate the

needs of families b" offering benefit options li%e

maternit" leave, child care, flextime, and 1ob sharing.

• +ome firms are attempting to accommodate the

needs of older wor%ers through s%ill upgrading and

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training designed to facilitate the acceptance of new

techni2ues.

• +ome firms are educating their emplo"ees in basic

reading, writing, and mathematical s%ills so that the"

can %eep up with rapidl" advancing technologies.

*nions often influence a firm0s HRM practices. *nionied

companies must adhere to written contracts negotiated

between each compan" and its union. *nion contracts

regulate man" HRM practices, such as discipline,

promotion, grievance procedures, and overtime

allocations. HRM practices in non/unionied companies

ma" be influenced b" the threat of unions. @or example,

some companies have made their HRM practices more

e2uitable (i.e., the" treat their emplo"ees more fairl")

simpl" to minimie the li%elihood that emplo"ees would

see% union representation.

Fegal, social, and political pressures on organiations to

ensure the health and safet" of their emplo"ees have had

great impacts on HRM practices. =rganiations respond

to these pressures b" instituting accident prevention

programs and programs designed to ensure the health

and mental well/being of their emplo"ees, such as

wellness and emplo"ee assistance programs.

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Toda"0s global econom" also influences some aspects of

HRM. Man" firms realie that the" must enter foreign

mar%ets in order to compete as part of a globall"

interconnected set of business mar%ets. @rom an HRM

perspective, such organiations must foster the

development of more globall"/oriented managers>

individuals who understand foreign languages and

cultures, as well as the d"namics of foreign mar%et places.

These firms also must deal with issues related to

expatriation, such as relocation costs, selection,

compensation, and training.

,AR& A& S0"( APPR0A,-S (0 ,R*

Human resource as defined b" 3essler (


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in most cases organisational effectiveness depends on

there being a tight 0fit0 between human resource and

business strategies.

Human resource as could be said is all about ma%ing

business strategies wor%. #t is therefore important that

emphasis is placed on how to best match and develop

00appropraite00human resource management (HRM)

approach;s"stem of managing people in the tourism

hospitalit" and leisure industr" (THF). Thus, we would

therefore be loo%ing at some of the HRM approaches

used such as the Harvard model: hard and soft approach

in con1unction with the real world of the THF industr" and

to determine whether the hard approach is more

appropriate.

Human resource management (HRM) as described b"

Ileiman () has a concept with two distinct forms: soft

and hard approach, where the soft approach of HRM is

associated with human relation and the hard on the other

hand sees people as human resource.

The +oft HRM is the notion that wor%ers respond better

when an organisation recognises their individual needs

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and addresses them as well as focusing on the overall

business ob1ectives. The wor% of Maslow in stating that

humans have a 0hierarch"0 of needs, which the" will exert

considerable energ" towards achieving, claims that

organisations that recognises and addresses these needs

will have a happier, more fulfilled, more lo"al and

productive wor%force (+HRM =nline). -s argued b" Goe

(6) the wa" to success is through deep empath" of

other people either b" observing how to best 0connect0 with

others in the wor%place, and motivate and inspire them as

a result. -s illustrated b" +imon (&'6) all of these soft

HRM can of course be balanced b" hard HRM: the notion

that successful organisations are those that best deplo"

their human resource in the wa" that the" would deplo"

an" other resource.

The Hard HRM on the other hand therefore sees people

as human resources. Holding that emplo"ees are a

resource in the same wa" as an" other business resource

and the" must therefore be: obtained as cheapl" as

possible, used sparingl", developed and exploited as

much as possible. -s indicated b" Ileiman () under

this model of HRM, control is more concerned with

performance s"stem, performance management and tight

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control over individual activities with the ultimate goal

being to secure the competitive advantage of the

organisation. The hard HRM therefore is primaril" concern

to promote human resource strateg" and align with

business strateg". #t ma" also include out sourcing,

flexibilit", performance management, hence downsiing or

wor% intensification, sees wor%ers as another resource to

be exploited and can operate against the interest of

wor%ers.

The Harvard model on the other hand as indicated b"

Fado and 8ilson (&''


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HRM. -s could be agued striving to enhance all four 7s

could lead favourable conse2uences for individual well/

being, societal well/being and organisational effectiveness

either as long/ term conse2uences.

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CONC#US!ON

The penalties for not being correctl" staffed are costl".

Planning staff levels re2uires that an assessment of

present and future needs of the organiation be

compared with present resources and future predicted

resources. -ppropriate steps should then be planned

to bring demand and suppl" into balance. The central

aim of modern human resource management is to

enhance the effective use, involvement and

contribution of emplo"ees throughout the organiation.

This, clearl", re2uires a great deal of information

accretion, classification and statistical anal"sis as a

subsidiar" aspect of personnel management. 8hat

future demands will be is onl" influenced in part b" the

forecast of the human resource manager, whose main

tas% ma" well be to scrutinie and modif" the crude

predictions of other managers.

3 | P a g e


36/37

Kavita

Gupta


RE$ERENCES

• 3essler, Dar". Human Resource Management. &th

ed. ?nglewood 7liffs, GJ> Pearson;Prentice/Hall,

- Managerial Tool for 7ompetitive

-dvantage. 7incinnati> +outh/8estern 7ollege

Publishing, .

• Fado, -.-., and M.7. 8ilson. $Human Resource

+"stems and +ustained 7ompetitive -dvantage> -

7ompetenc"/Eased Perspective.$ -cadem" of

Management Review &', no. < (&'' 6''K.

• Goe, Ra"mond -., et al. Human Resource

Management> Daining a 7ompetitive -dvantage. Ath

ed. Eoston> McDraw/Hill, 6.

• +HRM =nline. +ociet" for Human Resource

Management. -vailable from http>;;www.shrm.org.

• +imon, H.-., The Gew +cience of Management

3ecision, Gew or%, G> Harper and Row, &'6.

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• +wanson, ?. E. and M. J. 7ulnan, $3ocument/Eased

+"stems for Management Planning and 7ontrol> -

7lassification, +urve", and -ssessment$, M#+

9uarterl", ,

human resource manager.doc

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