what is human resource

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What Is Human Resource Management?BySusan M. Heathfield, About.com Guide

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Human Resource Management Is a Rewarding Career

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Question: What Is Human Resource Management?

Answer:

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing

direction for the people who work in the organization. HRM can also be performed by linemanagers.

HRM is the organizational function that deals with issues related to people such as compensation, hiring,performance management,

organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

HRM is also a strategic and comprehensive approach to managing people and the workplacecultureand environment. Effective HRM

enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's

goals and objectives.

HRM is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now

expected toadd valueto the strategic utilization of employees and that employee programs impact the business in measurable ways. Thenew

role of HRMinvolvesstrategic directionandHRM metrics and measurementsto demonstrate value.

Functions of Human Resource Management

Human Resource Management or HRM refers to manpower management within an organization. The value of

human assets within various departments, need to keep appreciating for the company to profit from the

potential of employee skills and experience.

The definition of human resource management emphasizes the sphere of influence to encompass 'the strategic

approach to manpower management in an organization'. The process calls for a coherent objective to retain

and increase employee head-count, any organization's most valued asset. This specialized study and

application has come in the wake of realization that the employees of an organization, individually and

collectively, are the main contributors to the achievement of business objectives. The management of people

hired by an organization involves employing people, designing and developing related resources and most

importantly, utilizing and compensating their services to optimize business profitability via employee

performance. Today, Human Resource Management operates in tune with other essential organizational
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requirements and co-exists with the topmost management cadre. Managing human resources within a

company calls for a liaison between the organization's management personnel and the administration of the

executive rungs. It thrives on the strength of the relationship between the management and workers of the

company.

Functions of Human Resource Management

Human Resource Management involves the development of a perfect blend between traditional administrative

functions and the well-being of all employees within an organization. Employee retention ratio is directly

proportionate to the manner in which the employees are treated, in return for their imparted skills and

experience. A Human Resource Manager ideally empowers inter-departmental employee relationships and

nurtures scope for down-the-rung employee communication at various levels. The field is a derivative of

System Theory and Organizational Psychology. The Human Resource department has earned a number of

related interpretations in time, but continues to defend the need to ensure employee well-being. Every

organization now has an exclusive Human Resource Management Department to interact with representatives

of all factors of production. The department is responsible for the development and application of ongoing

research on strategic advances while hiring, terminating and training staff. The Human Resource Management

Department is responsible for:

Understanding and relating to employees as individuals, thus identifying individual needs and career goals.

Developing positive interactions between workers, to ensure collated and constructive enterprise productivity

and development of a uniform organizational culture.

Identify areas that suffer lack of knowledge and insufficient training, and accordingly provide remedial

measures in the form of workshops and seminars.

Generate a rostrum for all employees to express their goals and provide the necessary resources to accomplish

professional and personal agendas, essentially in that order.

Innovate new operating practices to minimize risk and generate an overall sense of belonging and

accountability.

Recruiting the required workforce and making provisions for expressed and promised payroll and benefits.

Implementing resource strategies to subsequently create and sustain competitive advantage.

Empowerment of the organization, to successfully meet strategic goals by managing staff effectively.

The human resource department also maintains an open demeanor to employee grievances. Employees are

free to approach the human resource team for any conceived query or any form of on-the-job stress that is

bothering them.

Performance of employees is also actively evaluated on a regular basis. These are checks conducted by the HRto verify and thereby confirm the validity of the employees actual performance matching the expected

performance.

Promotions, Transfers or expulsion of services provided by the employee are some duties that are enforced by

the human resource department. Promotions are conducted and are predominantly based on the overall

performance of the individual, accompanied by the span or tenure he has served the organization. The Human

resource department also looks at the possibilities of the employee migrating from one job to another,

maintaining the hierarchy in the company and considering the stability of post and the salary obtained over a

period of time.

Ideally, a Human Resource Management Department is responsible for an interdisciplinary examination of all

staff members in the workplace. This strategy calls for applications from diverse fields such as psychology,

paralegal studies, industrial engineering, sociology, and a critical understanding of theories pertaining to post-

modernism and industrial structuralism. The department bears the onus of converting the available task-force

or hired individuals into strategic business partners. This is achieved via dedicated Change Management andfocused Employee Administration. The HR functions with the sole goal of motivating and encouraging the

employees to prove their mettle and add value to the company. This is achieved via various management

processes like workforce planning and recruitment, induction and orientation of hired task-force and employee

training, administration and appraisals

Read more at Buzzle:http://www.buzzle.com/articles/functions-of-human-resource-management.html
http://www.buzzle.com/articles/functions-of-human-resource-management.htmlhttp://www.buzzle.com/articles/functions-of-human-resource-management.htmlhttp://www.buzzle.com/articles/functions-of-human-resource-management.htmlhttp://www.buzzle.com/articles/functions-of-human-resource-management.html


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Human Resource Management HRM - Meaning Features ScopePost : Gaurav Akrani Date : 4/28/2011 07:03:00 AM IST

Comment (1) Labels : Management

Meaning of Human Resource Management HRM

HRM means to Select, Develop, Motivate and Maintain human resources, in the organisation. It first selects the right human

resources or staff (i.e. managers and employees). It trains and develops them. It motivates them by giving them recognition and

rewards. It also provides them with the best working conditions.

Image Credits HRM At WORK.

HRM is directly concerned with the "people" of the organisation. It is people oriented process. That is, it manages people at

work.

Features of Human Resource Management HRM

Following is the nature or features of Human Resource Management HRM :-

1. HRM as a Process

HRM is a process of four functions :-

1. Acquisition of human resources : This function includes Human Resource Planning, Recruitment, Selection,

Placement and Induction of staff.

2. Development of human resources : This function includes Training and Development and Career

development. The knowledge, skills, attitudes and social behavious of the staff are developed.

3. Motivation of human resources : This function includes giving recognition and rewards to the staff. it also

includes Performance Appraisal and handling the problems of staff.

4. Maintenance of human resources : This function includes providing the best working conditions for

employees. It also looks after the health and safety of the staff.
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2. Continuous Process

HRM is not a one-time process. It is a continuous process. It has to continuously change and adjust according to the changes

in the environment, changes in the expectations of the staff, etc. HRM has to give continuous training and development to the

staff due to changes in technology.

3. Focus on Objectives

HRM gives a lot of importance to achievement of objectives.

The four main objectives HRM has to achieve are :-

1. Individual objectives of the staff.

2. Group or Departmental objectives.

3. Organisational objectives.

4. Societal objectives.

4. Universal Application

HRM has universal application. That is, it can be used for business as well as for other organisations such as schools, colleges,

hospital, religious organisations, etc.

5. Integrated use of Subsystems

HRM involves the integrated use of sub-systems such as Training and Development, Career Development, Orgnisational

Development, Performance Appraisal, Potential Appraisal, etc. All these subsystems increase the efficiency of the staff and

bring success to the organisation.

6. Multidisciplinary

HRM is multidisciplinary. That is, it uses many different subjects such as Psychology, Communication, Philosophy, Sociology,

Management, Education, etc.

7. Developes Team Spirit

HRM tries to develop the team spirit of the full organisation. Team spirit helps the staff to work together for achieving the

objectives of the organisation. Now-a-days more importance is given to team work and not to individuals.

8. Develops Staff Potentialities

HRM develops the potentialities of the staff by giving them training and development. This will make the staff more efficient,

and it will give them more job satisfaction.

9. Key Elements for solving problems


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Today, we have rapid technological, managerial, economic and social changes. These changes bring many problems. HRM

continuously tries to solve these problems.

10. Long Term Benefits

HRM brings many long term benefits to the individuals (staff), the organisation and the society. It gives many financial and non-

financial benefits to the staff. It improves the image and profits of the organisation. It also provides a regular supply of good

quality goods and services at reasonable prices to the society.

Scope of Human Resource Management HRM

The Scope of Human Resource Management HRM is discussed below :-

1. Human Resource Planning (HRP)

HRP estimates the manpower demand and manpower supply of the organisation. It compares the manpower demand and

manpower supply. If there is manpower surplus then it gives voluntary retirement, lay-off, etc. to some employees. If there is

manpower shortage then it hires employees from outside, gives promotion to employees, etc.

2. Acquisition Function

Acquisition function includes Human Resource Planning, Recruitment, Selection, Placement and Induction of employees. HRM

uses the scientific selection procedure for selecting the right man for the right post. The "right man" is given proper placement

and induction.

3. Placement Function

HRM also performs the placement function. Placement is done after selection of employees. It means to put the right man in

the right place of work. Proper placement gives job satisfaction to the employees, and it increases their efficiency.

4. Performance Appraisal

HRM also conducts a performance appraisal. Performance appraisal is a systematic evaluation of the employees' performance

at work. It informs the employees about their strengths and weakness. It also advises them about how to increase their

strengths and remove their weaknesses.

5. Career Development

HRM also helps the employees in planning and developing their careers. It informs them about future promotions and how to

get these promotions. It helps them to grow and develop in the organisation.


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6. Training and Development

HRM also provides training and development to the employees. Training means to increase the knowledge and skills of the

employee for doing a particular job. Training given to managers is called development. So, training is given to employees while

development is given to managers.

7. Quality of Work Life (QWL)

HRM also includes Quality of Work Life. QWL is a technique for improving productivity and quality of work. It involves labour

management co-operation, collective bargaining and participative management.

QWL provides good working conditions, job security, good pay and other facilities such as flexible working hours, freedom to

suggest changes or improvements, etc. OWL creates a sense of belonging. This benefits the organisation as well as the

individual employees.

8. Employees' Welfare

HRM provides employee's welfare. Welfare measures include paid holidays, medical insurance, canteen facilities, recreation

facilities, rest room, transport facilities, etc. Proper and timely welfare facilities motivate the employees to work hard in the

organisation.

9. Compensation Function

Employees must be rewarded and recognised for their performance. HRM makes proper compensation packages for the

employees. These packages motivate the employees and increase their morale. Rewards are given to individuals, and teams.

The rewards may be in the form of higher pay, bonus, other monetary incentives, and non-monetary incentives such as a

certificate of appreciation, etc.

10. Labour Relations

HRM is also includes industrial relations. It includes union management relations, joint consultations, negotiating, collective

bargaining, grievance handling, disciplinary actions, settlement of industrial disputes, etc.

11. Maintenance Function

HRM also performs the maintenance function. That is, protecting and promoting the health and safety of the employees. HRM

introduces health and safety measures. It also provides other benefits such as medical aid, provident fund, pension, gratuity,

maternity benefits, accident compensation, etc., to the employees.


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What Are The Principles Of Human Resources Management?

Anonymous, asked 2/8/2007Edit Question

3 Answers

Order By

Anonymous, answered 6/10/2011

Human resources management is guided by very important aspects. These aspects are

essential for any business to succeed. Principles of Human Resources Management havebeen well summarized in 10Cs.

Comprehensiveness. This involves the proper management of all aspects of the people you

are working with bearing in mind that human resources is the most valuable resource your

firm has. This means that the financial, health, transportation, tools and anything employees

need to work should be well taken care of.

Cost-effectiveness. Companies should ensure that they remunerate their employees

accordingly. The employees reward system should be able to sustain the organization.

Control. Firms should be able to take charge of their employees and ensure that productivity

and quality is achieved and maintained. Control should be exercised carefully so that it does

not seem like tyranny.

Coherence. All the steps taken by a firm in the management of human resources must be in

line with the mission and vision of the firm. Human Resources managers should direct their

focus on what the company needs and employee abilities.

Communication is very important in every organization. Through communication, firms can

ensure there is flow of information that is necessary for efficiency.

Creativity is key if a firm is to be efficient in human resources management. Firms should
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adopt new ways of human resources management as long as it fits their companies.

Competence. It is an organizations responsibility to ensure that their employees are skilled

to do their duties. Because the competence of a firm depends on that of its employees, firmsshould do everything to increase employee capabilities for example, by training them.

Credibility. Firms must ensure that they remain the best brand to most of their clients by

maintaining their credibility. They should put in place strategies that ensure all employees

have a clear sense of direction to a common goal.

Change is inevitable for businesses. The fastest business to embrace change inmanagement of their human resources is better placed to produce better results.

Commitment. Every organization has objectives which they intend to meet both for

themselves and for their clients. To meet these goals, firms need committed staff therefore it

is the firms responsibility to keep their employees motivated so as to ensure they are

committed to the organizations course.

Report

Suggest Edit

Thank Writer

Comment

Blurt

Rajesh Shri, answered 2/8/2007

Human resource management (HRM) or management of human capital is extremely

important in today's industries. The principles of HRM are the foundations human resource

management in any sector and these must be observed. There are basically 10cs in HRM

which should be adhered to. These are comprehensiveness, credibility, communication,

control, change cost-effectiveness, Competence, creativity, and coherence.

For every institution some essential principals should be followed by the human resources

department. For example, the selection of employees should be strictly merit based, there
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should be no discrimination or favoritism and every employee should be treated fairly and in

a consistent manner. Whatever the work be, care must be taken such that the employees

are do subjected to unsafe conditions in the workplace. Safety is of utmost importance and it

is the legal duty of every employer and specifically the HRM team to ensure the employees

with a safe and healthy work environment.

Report

Suggest Edit

Thank Writer

Comment

Blurt

Anonymous, answered 1/29/2010

Some principles are prescribed below:

1. Treat people with respect and dignity.

2. Treat people with justice.

3. Don;t underestimate potential of any individuals.4. Make people feel that they are important for the organization.

5. Supply people with all relevant information.

6. Provide employees with opportunities for growth and development.

7. Reward should be earned not given.

8. Deal with people as complete individual.

9. Treat people as adults.
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Lesson 1: The Changing HRM Environment

Learning Objectives

Reading Assignment

Commentary

Lesson Review

Progress Evaluation

Learning ObjectivesAfter completing this lesson, you should be able to accomplish the following:

1. Describe how changes in the global business environment affect HRM.2. Summarize the HRM challenges created by changing technology and by workforce changes,

including workforce composition, labor supply and demand, skill requirements, contingent workers,and diversity.

3. Describe how HRM can support continuous improvement programs.4. Explain why ethics is important to HRM and organizations, and describe the features of an

effective ethics program.

Return to Top

Reading AssignmentFundamentals of Human Resource Management

Chapter 1: "Strategic Implications of a Dynamic HRM Environment," pages 226

Additional Reading

"Differentiation through People: How Can HR Move beyond Business Partner?"by GeoffArmstrong in the ABI/Inform database

Note: The URL above requires you to use your MU PawPrint. If you have difficulties using this proxy server

link, please follow the directions from MU Libraries.

Return to Top

CommentaryThis lesson summarizes the major forces that are changing the business environment and how business is

conducted. Naturally, since this is an HRM course, we will focus on how these changes specifically impact

this important business function. Since businesses do not operate in a vacuum, any change in the

environment, such as where and by whom work is done, how work is done, who is available to do the work,

and expectations about the employer/employee relationship, means that successful businesses will have to

adapt. Since people are at the center of business operations and success, effective managers must pay

attention to the human resource (i.e., people) issues raised in Chapter 1 in your textbook.

In fact, if you scan the articles of any major business publication, such as Fortune, Business Week, orThe

Wall Street Journal,you will soon appreciate the importance of human resource issues. For

example, Fortune magazine uses the following eight criteria to rank America's most admired companies:

people management, innovation, quality of management, social responsibility, quality of product/services,use of corporate assets, financial soundness, and long-term investment. At a minimum, the first five criteria
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are directly related to companies' HRM philosophies, policies, and practices, and stress the importance of

effective people management to corporate reputation.

Unfortunately, often businesses ignore important aspects of managing people and are the focus of lawsuits

and negative media attention, as evidenced by the following headlines: "Toyota's Sex-harassment Lawsuit

Could Set Standard" (O'Donnell and Woodyard 2006), "Former Pfizer Reps Press Age Discrimination

Case" (Silverman 2008), and "Did You Hear the Story about Office Gossip?" (Armour 2007). See

"References" at the end of this lesson for links to these articles.

Cultural Differences

That businesses are going global is a gross understatement. Businesses that successfully operate in the

international arena understand the importance of acknowledging and respecting cultural differences. Your

textbook (page 5) mentions the following cultural differences:

status differentiation,

societal uncertainty,

assertiveness, and

individualism.

Scholars have also examined cultural differences that stem from time orientation, future orientation, gender

differentiation, uncertainty avoidance, performance orientation, and humane orientation. All of these

differences create potential HRM challenges when doing business abroad and when hiring diverse peoples

to work in the United States. For instance, Americans tend to view time as a finite resource. We measure

productivity and efficiency; we equate time with money; and we focus on saving time. In contrast, other

cultures view time as an unlimited resource to be enjoyed and are less concerned about punctuality and

speed. Likewise, in some cultures, men and women have more clearly defined gender roles than in the

United States. Successful managers and businesses will consider such cultural differences when operating

in a different culture.

Technology Traps

As a manager, you will easily see how technology changes the way businesses operate. While technology

often improves efficiency, new work methods and tools are not without their downside. For example,

sometimes technology sacrifices effectiveness for efficiency. When dealing with complex issues, many

customers grow weary of automated phone answering systems and long for human interaction. Automatic

teller machines may impersonalize banking transactions to the point that they reduce the association that

bonds customers to specific financial institutions. In addition, technological advances often create

employee resistance because new technology frequently benefits some employees while leaving others

behind. Certainly technology can enhance business dealings; however, technology cannot take the place of

good decision making and effective interactions as long as consumers and employees still value personal

relationships.


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Figure 1.1. A challenge to

businesses is how quickly technology changes. The palm-held computer has been replaced by cell phone

technology.

Equal versus Equitable

Most of the time managers try to be fair by treating all employees the same way. However, to meet the

organization's objectives and to comply with legal standards, sometimes managers need to be sensitive to

differences between different groups of workers. For example, in the late 1980s, I worked as an HRM

graduate intern with the U.S. Department of Justice, Bureau of Prisons (BOP). At the time, the BOP

enforced a policy that required all HR managers to transfer to a different BOP facility within the United

States about every three years. While the policy's legitimate purpose was to ensure that employees did not

become overly familiar or cozy with a particular set of inmates, I argued at the time that the policynegatively affected female managers more than male managers since women were more likely to transfer

for their husband's jobs than vice versa. Not surprisingly, the BOP no longer enforces this requirement.

Thus, managers must focus on equity in some situations, which means they must treat all employees fairly

and reasonably considering entire circumstances. For example, you would not fire a veteran employee who

was late to work one time in a year; however, you might terminate a new employee who was late to work

once per week.

In contrast, equal treatment means that everyone is treated the same. If a senior vice president and an

hourly skilled worker both engage in the same form of sexual harassment, they both must be disciplined

equally without regard to status. One of the hardest parts of being a manager is knowing when to be

equitable and when to be equal. Only by understanding the total circumstances can you make these

difficult decisions.

Mismatched Labor Supply

The simultaneous labor shortage and labor surplus that many companies face is often described as a

mismatch between the skills needed by employers and the skills of existing employees and/or job

applicants. When current employees lack the skills and/or aptitude to perform a needed function,

employers often face the difficult decision to end the employment relationship. A labor shortage in the

relevant workforce means the employer will also face recruiting challenges when it attempts to fill positions.

Thus, the problem is not that workers are not available; instead, the problem is that workers with the right

skills and knowledge are not available. For example, the U.S. manufacturing sector needs more skilled

craft persons (e.g., welders, machinists, electricians, etc.) than are generally available; however, unskilledmanufacturing workers are readily available and often in surplus supply.


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Planning for Push Back

The textbook authors hint at the resistance that employers face when implementing continuous

improvement orwork process engineering programs. "Continuous improvement" is an organizational

commitment to constantly improving quality of products or services (p. 19). Work process engineering is

radical, quantum change in an organization (p. 20). As a new manager, you may think that employees

should be eager to help the company succeed. However, you would be partially right and partially wrong.Many employees do understand that their potential for individual success is inherently tied to the

company's success. In contrast, though, a significant portion of employees are resistant to change of any

type, regardless of the reason. Some employees may be nearing retirement and not want to change the

way they work or learn new work methods. Others may benefit from the current system through seniority,

salary, or other forms of status.

The wise manager anticipates this resistance and develops mechanisms to reduce it. In "Tipping Point

Leadership," Kim and Mauborgne (2003) describe the strategies and techniques used by William Bratton,

who was appointed the police commissioner of New York City in 1994. Bratton successfully led what could

be called a widespread work process engineering campaign to dramatically improve the safety and policing

effectiveness of this large city. In less than two years, with no increase in budget, Bratton creatively struck

down the typical hurdles that plague change efforts: organizational focus on the status quo, lack of

resources, a demotivated staff, and opposition from powerful vested interests. Bratton focused his energies

on converting the views of a critical mass of key players instead of trying to gain buy-in from every single

police employee; he then relied on these key change agents to silence the opposition. Through his tipping-

point leadership style, Bratton also required employees to personally experience the city's policing

problems and to hear from the public regarding its policing priorities as methods to generate agreement

about the causes of the problems and the need for change. He concentrated resources on the most

important functions with the biggest potential for payoff and conquered political hurdles by carefully

selecting his allies and effectively using their support. Because Bratton followed the same change method

in several successful transformations of different organizations, this leader demonstrates that organizations

can improve their performance by anticipating resistance and responding effectively (Kim and Mauborgne

2003).

Employee Voice and Organizational Commitment

Again, while many employees desire the opportunity for more involvement and input, some employees are

perfectly happy just being told what to do and how to do it. As an HR manager involved in the applicant

screening process, you will generally want to seek individuals in the former category, not the latter.

Employee participation programs rely on the leadership skills and independent thinking of rank-and-file

employees along with managers who are willing and able to equip others to succeed.

In fact, employee involvement has been positively linked to a concept called organizational commitment.

Organizational commitment, is an employees loyalty to an organization including their willingness to go

above and beyond the companys minimum expectations. Researchers have found that companies thatvalue employee "voice" through grievance resolution processes, employee involvement programs, and

decentralized decision making are more likely to generate organizational commitment. Many believe that

employees' organizational commitment is important because it affects overall organizational performance in

the forms of reduced absenteeism, willingness to take on extra responsibilities, increased individual

performance, lower turnover, and higher levels of job satisfaction (Fiorito et. al 2007).

HRM and Ethics

One researcher found that two-thirds of the ethical issues faced by the managers she interviewed involved

human resource issues or internal organizational processes. Moreover, when ethics hotlines are made

available for employees to report their concerns and observations, over half of the calls relate to human

resource issues, such as abusive behavior, sexual harassment, lying, and conflicts of interest. Finally, for

many companies, the greatest legal exposure and the potential to be on the losing end of costly lawsuits

come from human resource issues (Trevio and Nelson 2007). I hope you get the point. Companies' ability


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to effectively manage their people issues is critical to avoiding litigation and other negative organizational

consequences.

CHALLENGES OF HRM

With the ongoing changes in Human Resources Management (HRM), its important that managers, executives and HRemployees, specifically, be aware of the challenges that todays HRM team may face. While there are certainly other issues,these are common to most any type business or size of company and having policies in place to ensure these challenges aremet head-on can make the workplace more settled and peaceful for everyone.1. Workplace diversity. This may consist of issues involving age, education, ethnicity, gender, income, marital status, physicallimitations, religion, sexual orientation, or any number of other things. Understanding the challenges that may be faced by theinteraction of any of these diverse groups, as well as the required openness of the company toward such groups, will help HRpersonnel provide assistance in training employees to work with those they may consider different, accept that such workersmay be present in the business, and agree to treat each other respectfully, even if they never come to agree with each otherover various issues.2. Change management. This is another challenge that more and more HR departments are facing. Being able to deal withtheir own changing roles in corporate society, in addition to the changes to other jobs, the overlapping responsibilities, andmore. Understanding that change is required is the first step toward accepting the change.3. Compensation and benefits. With a slow economy and tightening corporate purse-strings, the issue of compensation andemployee benefits is one that almost every business must deal with. The key is to present mandatory changes in such a waythat employees can accept, if not necessarily agree with them while providing non-monetary morale boosting incentiveswhenever possible to make the changes less traumatic.4. Recruiting skilled employees. In an era of rising unemployment, it would seem that finding qualified workers would be easierthan ever. But thats seldom the case. Many industries are facing dire needs for employees with acceptable skills and therequired training or degree. This applies not only to health care, but also to technology and other fields as well, causing manyemployers to search outside their local marketplace for workers who can do the jobs they need filled.5. Training and development. This is another challenge that HR managers and personnel must deal with more frequently. Withthe need to cut training costs, training itself often suffers. Yet the skills an employee needs must still be taught. Manycompanies are meeting this challenge by providing eLearning opportunities that allow employees to receive the training theyneed without the expenses associated with travel, on-site trainers, hours away from their jobs and high-priced materials.These are only a few of the many challenges an HR department must be prepared to deal with. Knowing in advance what typesituation might arise will help you to be better equipped in the event that it does. After all, its always best to hope forthe best,but to be prepared for the worst. Just in case.

Ethical Issues in HR

inShare6

Of all the organisational issues or problems, ethical issues are the most difficult ones to handle or deal with. Issues arise inemployment, remuneration and benefits, industrial relations and health and safety.


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Diagrammatic representation of HR Ethical Issues

Cash and Compensation Plans

There are ethical issues pertaining to the salaries, executive perquisites and the annual incentive plans etc. TheHR manager is often under pressure to raise the band of base salaries. There is increased pressure upon theHR function to pay out more incentives to the top management and the justification for the same is put as theneed to retain the latter. Further ethical issues crop in HR when long term compensation and incentive plansare designed in consultation with the CEO or an external consultant. While deciding upon the payout there ispressure on favouring the interests of the top management in comparison to that of other employees andstakeholders.

Race, gender and Disability

In many organisations till recently the employees were differentiated on the basis of their race, gender, originand their disability. Not anymore ever since the evolution of laws and a regulatory framework that hasstandardised employee behaviours towards each other. In good organisations the only differentiating factor isperformance! In addition the power of filing litigation has made put organisations on the back foot. Managersare trained for aligning behaviour and avoiding discriminatory practices.

Employment Issues

Human resource practitioners face bigger dilemmas in employee hiring. One dilemma stems from the pressureof hiring someone who has been recommended by a friend, someone from your family or a top executive.

Yet another dilemma arises when you have already hired someone and he/she is later found to have presentedfake documents. Two cases may arise and both are critical. In the first case the person has been trained andthe position is critical. In the second case the person has been highly appreciated for his work during his shortstint or he/she has a unique blend of skills with the right kind of attitude. Both the situations are sufficientlydilemmatic to leave even a seasoned HR campaigner in a fix.

Privacy Issues

Any person working with any organisation is an individual and has a personal side to his existence which hedemands should be respected and not intruded. The employee wants the organisation to protect his/herpersonal life. This personal life may encompass things like his religious, political and social beliefs etc. Howevercertain situations may arise that mandate snooping behaviours on the part of the employer. For example, mailscanning is one of the activities used to track the activities of an employee who is believed to be engaged inactivities that are not in the larger benefit of the organisation.

Similarly there are ethical issues in HR that pertain to health and safety, restructuring and layoffs and employeeresponsibilities. There is still a debate going on whether such activities are ethically permitted or not. Layoffs, forexample, are no more considered as unethical as they were thought of in the past.


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Strategic human resource planningFrom Wikipedia, the free encyclopedia

Human resources planning is a process that identifies current and future human resources needs for an

organization to achieve it goals. Human resources planning should serve as a link between human

resources management and the overall strategic plan of an organization. Aging worker populations in most

western countries and growing demands for qualified workers in developing economies have underscored

the importance of effective Human Resources Planning.

As defined by Bulla and Scott (1994), human resource planning is the process for ensuring that the human

resource requirements of an organization are identified and plans are made for satisfying those

requirements. Reilly (2003) defined workforce planning as: A process in which an organization attempts to

estimate the demand for labour and evaluate the size, nature and sources of supply which will be required

to meet the demand. Human resource planning includes creating an employer brand, retention strategy,

absence management strategy, flexibility strategy, talent management strategy, recruitment and selection

strategy.


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Contents

[hide]

1 Best practices

2 Implementation stages

o 2.1 Stage 1

o 2.2 Stage 2

3 Overarching policy, process and tools

4 Process implementation stages

o 4.1 Stage 1

o 4.2 Stage 2

[edit]Best practices

The planning processes of most best practice organizations not only define what will be accomplished

within a given time-frame, but also the numbers and types of human resources that will be needed to

achieve the defined business goals (e.g., number of human resources; the required competencies; when

the resources will be needed; etc.).

Competency-based managementsupports the integration of human resources planning with business

planning by allowing organizations to assess the current human resource capacity based on their

competencies against the capacity needed to achieve the vision, mission and business goals of the

organization. Targeted human resource strategies, plans and programs to address gaps (e.g., hiring /

staffing; learning; career development; succession management; etc.) are then designed, developed and

implemented to close the gaps.
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These strategies and programs are monitored and evaluated on a regular basis to ensure that they are

moving the organizations in the desired direction, including closing employee competency gaps, and

corrections are made as needed. This Strategic HR Planning and evaluation cycle is depicted in the

diagram below.

[edit]Implementation stages

The following implementation stages are suggested for mid to large organizations implementing

competencies in support of Strategic Human Resources Planning.

[edit]Stage 1

Short - Term HR Planning

Establish a Competency Architecture and Competency Dictionary that will support Strategic Human

Resource Planning.

For each group to be profiled, define the roles and career streams to help identify current and future

human resources needs.

Determine how competencies will be integrated with the existing HR Planning process and systems

(e.g., Human Resource Information Management systems; other computer-based tools, for example

forecasting models).

[edit]Stage 2

Build or revamp HR Planning tools, templates and processes to incorporate elements as determined in

Stage 1.

Train managers and / or facilitate corporate HR Planning process.

Contineuously monitor and improve processes, tools and systems to support HR Planning

[edit]Overarching policy, process and tools

===Human Resouryyce Inf76767

Governance/accountability structure Organizations that have effectively implemented competencies on a

corporate-wide basis have ensured that there is an appropriate project management, governance and

accountability framework in place to support the development, maintenance and revision/updating of the

competency profiles to meet changing demands.

[edit]Process implementation stages

The following implementation stages are suggested for mid to large organizations.
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[edit]Stage 1

Identify the infrastructure and system requirements to support full implementation (e.g., Human

Resources Information Management System; other on-line software tools needed to support various

CBM applications).

Develop the competency profiles.

Implement the competency profiles in a staged-way to demonstrate benefits and create buy-in (e.g., as

soon as profiles for a group are developed, implement quickly within a low-risk high-benefit planned

application for the group).

Communicate success stories as competency profiles are implemented.

Good for organization.8

[edit]Stage 2

Develop, revise/update competency profiles to meet changing demands.

Monitor and evaluate applications to ensure that they are meeting organizational needs, and adjust

programs/plans, as needed, to meet evolving needs.

Human Resource Planning - HRPFiled Under Business Strategy

Definition of 'Human Resource Planning - HRP'The ongoing process of systematic planning to achieve optimum use of an

organization's most valuable asset - its human resources. The objective of

human resource (HR) planning is to ensure the best fit between employees

and jobs, while avoiding manpower shortages or surpluses. The three key

elements of the HR planning process are forecasting labor demand,

analyzing present labor supply, and balancing projected labor demand and

supply.

Investopedia explains 'Human Resource Planning -

HRP'The HR plan needs to be flexible enough to meet short-term staffing

challenges, while adapting to changing conditions in the business and

environment over the longer term. Human resource planning is also a

continuous process.
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Lesson5.Concept of Human Resources PlanningContents

[hide]

1 CONCEPT OF HUMAN RESOURCES PLANNING

2 Introduction

3 MAIN CONTENT

4 Self Assessment

5 Focus of Human Resource Planning

o 5.1 The Process of Human Resource Planning

CONCEPT OF HUMAN RESOURCES PLANNING

Introduction

Dear students, you are welcome to this particular unit Human Resource Planning In this unit we are going

to learn about the concept of planning as it applies to Human Resources, we will look at the definition from

various authors, and also the focus of Human Resource Planning This course will much more interesting to

you if you will get to understand this unit, Give this unit all the attention it deserves.

Objectives

At the end of this unit, you will be able to do the following

Explain the concept of Human Resource Planning

Define Human Resource Planning

Identify the focus of Human Resource Planning

Analyse the process of Human Resource planning

MAIN CONTENT

Human Resource Planning
http://toggletoc%28%29/http://toggletoc%28%29/http://toggletoc%28%29/http://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#CONCEPT_OF_HUMAN_RESOURCES_PLANNINGhttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#CONCEPT_OF_HUMAN_RESOURCES_PLANNINGhttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#Introductionhttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#Introductionhttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#MAIN_CONTENThttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#MAIN_CONTENThttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#Self_Assessmenthttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#Self_Assessmenthttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#Focus_of_Human_Resource_Planninghttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#Focus_of_Human_Resource_Planninghttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#The_Process_of_Human_Resource_Planninghttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#The_Process_of_Human_Resource_Planninghttp://wikieducator.org/File:Icon_objectives.jpghttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#The_Process_of_Human_Resource_Planninghttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#Focus_of_Human_Resource_Planninghttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#Self_Assessmenthttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#MAIN_CONTENThttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#Introductionhttp://wikieducator.org/Lesson5.Concept_of_Human_Resources_Planning#CONCEPT_OF_HUMAN_RESOURCES_PLANNINGhttp://toggletoc%28%29/


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Effective and efficient managing of staff require a broad process called known as Human Resource

Planning. It constitute one of the major strategies to enhance and improve work performances, this it does

by removing deficiencies and prevent deficiencies from occurring.

Human Resource Planning helps the organization to tap efficiently talents which will help to integrate boththe individual and organizational goal. This will consequently minimize some of the problem associated with

low productivity absenteeism and labour turn over.

These reasons have made Human Resource Planning to become a major objective in organizations.

The process of Human Resource Planning include analysis of level of skill in the organization (skill

inventory) analysis of current and expected vacancies due to retirement, discharges, transfers, prootions;

sick leaves, leaves of absence or other reasons and analysis of current and expected expansions as

pointed out by

This also indicates that plan has to be made internally by the Human Resources for training and

development of present employee, for advertising job opening recruiting and hiring new people.

A good Human Resource Planning must respond appropriately to the rapid changing in the society and

must go beyond forecasting to all aspect of Personnel Management.

Definition

Human Resources Planning is defined as the process of assessing an organizations human resources needs in the light of

organizational goals and changing condition and making plans to ensure that a competent, stable workforce is employed.

The actual planning process will vary a great deal from organization to organization

However, James Walker pointed out that for some companies, human resources planning is essentially

management succession and development planning.

For others it is the staffing process which include forecasting and planning for recruitment, deployment,

development and attrition of talent in relation to changing needs.

Increasingly, however, it is a broader process addressing multiple levels for increasing organization

effectiveness on the management of Human Resources.
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According to Walker, effective human resources planning is a process of analyzing an organization human

resources needs under changing condition and development of the activities necessary to satisfy those

needs.

Walker sees human resources planning as two step processes, planning as they pertain to all aspects ofpersonnel management. This will include for example planning with respect to desired organizational

climate and development of staff reward and appraisal system appropriate to short range and long range

organizational goals. This implies that help must be proactive and as well as reactive.

Pattern states that Human Resource Planning is the process by which a firm ensures that it has the right

number of people and the right kind of people in the right place at the right time doing things for which they

economically most useful.

Fayana (2002) emphasized that human resource planning deals with the systematic and continuing

process of analyzing a firms human resources needs under mutating conditions and developing workforce

policies suitable to the long-term effectiveness of the organization. It is a vital part of corporate planning

and budgeting procedure since human resources costs and forecasting both effect and are affected by

long-term corporate plans.

Self Assessment

Explain the concept of Human Resources Planning.

Give two definitions of Human Resources Planning}}

Focus of Human Resource Planning

According to Bramham, Torrington and Hall, the process of matching future organizational requirement with

the supply of properly qualified, committed and experience staff in the right place at the right time. These

staff can be drawn from both the internal and external labour market

This requires a focus on the following:

An assessment of future product market trends and requirement.

A specification of the type and numbers of staff required to satisfy these product market trends and

requirement.

An estimate of the type and number of staff likely to be employed by the organization in five years.

A specification of the number/type of staff to be recruited or made redundant.

A development plan for restraining and re-focusing existing staff and, if appropriate, for recruiting

additional staff from the external analysis.

A re-examination of broader business strategies in the light of this analysis.


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The Process of Human Resource Planning

The process of Human Resource Planning by Michael Armstrong.

Summary

In this unit, we discovered the Human Resources Planning is one of the strategies to enhance and improve work

performance this it does by removing deficiencies and prevent it from occurring
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Human resources planning include analysis of level of skill, current and expected vacancies and also provide plans to take

care of the vacancies through training, development and recruiting and hiring new people. The challenging function of

Human resources demands matching future organizational requirement with the supply of right kind of staff. This

imperatively necessitate that Human Resource to be focused in meeting the requirement of the organization. In the unit we

have learnt that Human Resources Planning helps the organization to tap efficiently talents, which will help to integrate both

the individual and organizational goal. We also looked at some definitions which include Human resources as the process of

assessing an organizations human resources needs in the light of organizational goals and changing condition and making

plans to ensure that a competent, stable workforce is employed. The need for focus in Human Resources Planning was ex-

rayed and finally we considered the diagram of the process of Human Resource Planning

Factors affecting Human Resource Planning in an organization

Human resource planning can be defined as the process of identifying the number of people

required by an organization in terms of quantity and quality. All human resource management

activities start with human resource planning. So we can say that human resource planning is the

principle/primary activity of human resource management.

1. Employment :-

HRP is affected by the employment situation in the country i.e. in countries where there is greater

unemployment; there may be more pressure on the company, from government to appoint more

people. Similarly some company may force shortage of skilled labour and they may have toappoint people from other countries.

2. Technical changes in the society :-

Technology changes at a very fast speed and new people having the required knowledge are

required for the company. In some cases, company may retain existing employees and teach them

the new technology and in some cases, the company have to remove existing people and appoint

new.

3. Organizational changes :-

Changes take place within the organization from time to time i.e. the company diversify into new

products or close down business in some areas etc. in such cases the HRP process i.e. appointing

or removing people will change according to situation.

4. Demographic changes :-

Demographic changes refer to things referring to age, population, composition of work force etc. A

number of people retire every year. A new batch of graduates with specialization turns out every

year. This can change the appointment or the removal in the company.

5. Shortage of skill due to labour turnover :-
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Industries having high labour turnover rate, the HRP will change constantly i.e. many new

appointments will take place. This also affects the way HRP is implemented.

6. Multicultural workforce :-

Workers from different countries travel to other countries in search of job. When a company plansits HRP it needs to take into account this factor also.

7. Pressure groups :-

Company has to keep in mind certain pleasure. Groups like human rights activist, woman activist,

media etc. as they are very capable for creating problems for the company, when issues

concerning these groups arise, appointment or retrenchment becomes difficult.

Steps In Human Resource Planning HRP ProcessPost : Gaurav Akrani Date : 4/28/2011 02:36:00 PM IST

Comment (1) Labels : Management

HRP is done by the HRD manager. He is supported by the HRD department. He takes following Steps in the process of

Human Resource Planning HRP.

1. Review of Organisation's Objectives

The HRD Managerfirst studies the objectives of the organisation. Then he prepares a list of all the activities (jobs) that are

required to achieve the objectives. He also does Job's analysis.

Image Credits Christopher Pattberg.

2. Estimation of Manpower Requirements
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what is human resource

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