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INTRODUCTION
Human Resource Management is An Art for Businesses,
Science for Corporations, and a Subject for Others....
Human Resource Management (HRM) act as a catalyst for
overall development of nations economy. HRM is a way of
management that links people-related activities to the strategy of
a business or organisation. HRM is often referred to as "strategic
HRM". It has several goals:
To meet the needs of the business and management (rather
than just serve the interests of employees);
To link human resource strategies / policies to the business
goals and objectives;
To find ways for human resources to "add value" to a
business;
To help a business gain the commitment of employees to its
values, goals and objectives.
It is an approach to the management of people in an
organization. Organizations are made up of people i. e employees
and function through them. It is the human resource which brings
success and prosperity to a business enterprise. Human Resource
Management also called Personnel Management, deals with various
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Issues
Implications.
and skills.
Where do we need our people? How
many do we need?
production costs to
remain competitive?
cultural change?
in its markets?
FEATURES of HRM :
Organizational management
Personnel administration
Manpower management
Industrial management
OBJECTIVES Of HRM
Objectives are pre-determined goals to which individual or group
activity in an organization is directed. Objectives of personnel
management are influenced by organizational objectives and
individual and social goals. Institutions are instituted to attain
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Functional objective:
To maintain the department's contribution at a level appropriate
to the organisation's needs. Resources are wasted when HRM is
more or less sophisticated than the organisation demands. A
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Personal objective:
To assist employees in achieving their personal goals, at least
insofar as these goals enhance the individual's contribution to the
organisation. Personal objectives of employees must be met if
workers are to be maintained, retained and motivated. Otherwise,
employee performance and
satisfaction may decline, and employees may leave the
organisation
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General intelligence
(All of these need skilled testing and assessment.) In more
senior posts other techniques are:
Leaderless groups
Command exercises
Group problem solving
(These are some common techniques - professional selection
organizations often use other techniques to aid in selection.)
Training in interviewing and in appraising candidates is clearly
essential to good recruitment. Largely the former consists of
teaching interviewers how to draw out the interviewee and the
latter how to xratex the candidates. For consistency (and as an aid
to checking that) rating often consists of scoring candidates for
experience, knowledge, physical/mental capabilities, intellectual
levels, motivation, prospective potential, leadership abilities etc.
(according to the needs of the post). Application of the normal
curve of distribution to scoring eliminates freak judgments.
Function 3: Employee motivation
To retain good staff and to encourage them to give of their best
while at work requires attention to the financial and psychological
and even physiological rewards offered by the organization as a
continuous exercise.
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between what the chief executive is saying about quality and what
your payment system is encouraging staff to do.
There are seven steps to developing a human resource strategy
and the active involvement of senior line managers should be
sought throughout the approach.
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employee reward
employee selection and recruitment
manpower planning
communication
Develop your action plan around the critical issues. Set targets
and dates for the accomplishment of the key objectives.
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HRD
Employee needs extend beyond the training classroom
Includes coaching, group work, and problem solving
Need for basic employee development
Need for structured career development
ASTD changes its name to the American Society for
Training and Development
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HRD Functions
Training and development (T&D)
Organizational development
Career development
Career management
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3. Implementation Phase:
Implementing or delivering the program
4. Evaluation Phase:
Determining program effectiveness
e.g.,
Keep or change providers?
Offer it again?
What are the true costs?
Can we do it another way?
HRD is too important to be left to amateurs. HRD should be
a revenue producer, not a revenue user. HRD should be a
central part of company. You need to be able to talk MONEY.
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9. Modern technology:
There will be an unemployment due to modern technology and this
could be corrected by assessing manpower needs and finding
alternate employment.
10. Computerized Information System:
This is revolutionary in managerial decision making and is having
impact on coordination in the organization.
11. Legal environment:
To meet the changes in legal environment, adjustments have to be
made to the maximum utilization of human resources.
12. Managing Human Relations:
As the workforce comprises of both educated and uneducated,
managing the relations will be of great challenge.
In spite of all the problems HR Managers are able to
overcome all these problems with the support of management and
employees. In the current business world managing employees are
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Limitation of HRM
Human resource management has its own limitations also.
Though personnel management has been in practice for quite
sometime now, human resource management is of recent origin.
Some companies have already has their personnel management
departments while some have taken initiative to appoint human
resource managers to look after their personnel function. Such
superficial actions may not bear much fruit. What is actually
needed is the fundamental change in attitudes, approaches and
the very management philosophy. Without such a change,
particularly at the top management level renaming of personnel
department or predestinating the personnel officer may not serve
the people.
At least some HRD people hold the view that HRM people hold
the view that HRM is something very distinct from personnel
management and neglect the importance of personnel
management. This is very dangerous approach. It must be
understood that a balanced and integrated approach is necessary.
Actually speaking the philosophy outlook, attitude, and approach
to the company own people may undergo a change not only of top
management but other levels of management. Then an integrated
approach is to HRM is necessary that is it becomes the part of the
personnel management, while the whole personnel function must
be viewed through the human resource angle.
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HRM Philosophy and thrust must come from the top and
accepted by people at all levels. But unfortunately in many
organization top bosses remains passive leaving the HRD functions
to be carried out by the personal manager waiting for the result to
come. If good result emerges the credit will go to the
magnanimity of the boss and all the discredit remains with the
personal manager. Hence the personnel manager may look at the
HRD programme with suspicion. This is very serious limitation.
Management must be not satisfied with the few training
programme at it happens in some organization now. HRM
functions must constantly strive to determine the actual needs and
an aspiration of the companies own people and plans to satisfy
them, develop their potentiality and use them. But unfortunately
managements productivity and profitability approach still remains
undisturbed in many organizations.
HRM is of recent origin as it lacks universally approved academic
base. Different professionals tent to decline the term in different
ways. Until a general definition is accepted and operational frame
work is universally approved, the approach of the practitioner may
continue this is another draw back. However, a generally accepted
approach is expected to emerge in near future because of the
strenuous efforts of HRM professionals and thinkers.
Most of the HRD programmers are limited to the classroom
training in many organizations. This is another drawback of HRD.
On the job training developmental programmers, carrier planning
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their own futures but also future of the organisation. The HUMAN
RESOURCES DEVELOPMENT approach, therefore, postulates a
proactive rather than a reactive approach.
Human Resources are organic and complex and so is their
development. While education is an instrument for the general
development of the individual, HUMAN RESOURCES DEVELOPMENT
in the context of an organisation refers to the improvement in the
capacities and capabilities of the personnel in relation to the needs
of the organisation. It involves the creation of a climate in which
the flower of human knowledge, skill, capabilities and creativity
care bloom. It involves the setting up of systems through which
human capabilities and potential can be identified and topped to
the mutual satisfaction of the individual and the organization.
HUMAN RESOURCES DEVELOPMENT, in the organizational
context, is a process by which employees of an organization are
continuously held in a planned way. Human resources are thought
of as the total knowledge, skills, creative abilities, talents and
aptitudes of an organisations work-force, as well as the values and
attitudes of an individual involved. It is the sum total of inherent
abilities, acquired knowledge and skills represented by the talents
and aptitudes of the employed persons. The HUMAN RESOURCES
DEVELOPMENT is concerned with the improvement of the above
said attributes of an individual as well as a group of persons. It is
the process of increasing the knowledge, the skills and the
capacities of all the people in an undertaking and a society.
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Career development
11.
Competency Mapping
12.
13.
Performance Appraisal
MODERN ANALYSIS
Modern analysis emphasizes that human beings are not
"commodities" or "resources", but are creative and social beings in
a productive enterprise. The 2000 revision of ISO 9001 in contrast
requires identifying the processes, their sequence and interaction,
and to define and communicate responsibilities and authorities. In
general, heavily unionized nations such as France and Germany
have adopted and encouraged such job descriptions especially
within trade unions. The International Labour Organization also in
2001 decided to revisit, and revise its 1975 Recommendation 150
on Human Resources Development.
One view of these trends is that a strong social consensus on
political economy and a good social welfare system facilitates labor
mobility and tends to make the entire economy more productive,
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VALUE
OF
CONTEXT
OF
HRM
IN
INDIA
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(place)
Sattava guna
ORIENTATION
(Timing)
Tamas guna
Patra
(Actors)
Rajas guna
(Virtue focus)
(Negative focus) (Action focus)
Sradha
Sneha
INTERPERSONAL
Bandhan
(Upward respect / (Downward
RELATIONS
(Bonding)
Loyalty)
affection)
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CONTEMPORARY INDIA
In a recent survey of Indian CEOs, it was suggested that Indian
managerial leaders were less dependent on their personal
charisma, but they emphasised logical and step by step
implementation processes. Indian leaders focused on
empowerment and accountability in cases of critical turnaround
challenges, innovative challenges, innovative technology, product
planning and marketing or when other similar challenges were
encountered (Spencer, Rajah, Narayan, Mohan & Latiri 2007).
These social scientists contend.
Leaders in other countries often tell about why they chose a
peculiar person for a certain role per task, detailing the personal
characteristics that made that person right for that situation. They
may also consider, in detail, how an assignment would help
someone grow and develop their abilities. In general, Indian
leaders simply did not discuss how they matched particular people
to certain roles or tasks, nor did they usually consider in detail how
the personal characteristics of individuals might shape or inform
the best way to influence that person.
Indian HRM in Transition
One of the noteworthy features of the Indian workplace is
demographic uniqueness. It is estimated that both China and India
will have a population of 1.45 billion people by 2030, however,
India will have a larger workforce than China. Indeed, it is likely
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India will have 986 million people of working age in 2030, which
well probably are about 300 million more than in 2007. And by
2050, it is expected India will have 230 million more workers than
China and about 500 million more than the United States of
America (U.S.). It may be noted that half of Indias current
population of 1.1 billion people are under of 25 years of age. While
this fact is a demographic dividend for the economy, it is also a
danger sign for the countrys ability to create new jobs at an
unprecedented rate. As has been pointed out by Meredith (2007).
When Indias young demographic bubble begins to reach
working age, India will need far more jobs than currently exist to
keep living standards from declining. India today doesnt have
enough good jobs for its existing workers, much less for millions of
new ones. If it cannot better educate its children and create jobs
for then once they reach working age, India faces a population
time bomb: The nation will grow poorer and not richer, with
hundred of millions of people stuck in poverty.
With the retirement age being 55 to 58 years of age in most
public sector organisations, Indian workplaces are dominated by
youth. Increasing the retirement age in critical areas like
universities, schools, hospitals, research institutions and public
service is a topic of considerable current debate and agenda of
political parties.
The divergent view, that each society has an unique set of
national nuances, which guide particular managerial beliefs and
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Figure 2
Drivers of Contemporary Indian HRM Trends
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Management theory
The human relations and human factors approaches were
absorbed into a broad behavioral science movement in the 1950's
and 1960's. This period produced some influential theories on the
motivation of human performance. For example, Maslow's
hierarchy of needs provided an individual focus on the reasons why
people work. He argued that people satisfied an ascending series
of needs from survival, through security to eventual 'selfactualization'.
In the same period, concepts of job design such as job
enrichment and job enlargement were investigated. It was felt that
people would give more to an organization if they gained
satisfaction from their jobs. Jobs should be designed to be
interesting and challenging to gain the commitment of workers - a
central theme of HRM.
By the 1970s most managers participating in formal
management training were aware of: Theory X and Theory Y
(McGregor, 1960); of Maslow and Herzberg's motivation theories;
and knew where they should be in terms of the managerial grid
(Blake and Mouton, 1964). These theorists advocated participative,
'soft' approaches to management. However, only a minority of
managers in the USA received such training, with even fewer in
other countries. Most operational managers - concerned with
production, engineering, or distribution - had worked their way up
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CONCLUSION
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In the course of the last two years, the company finds it difficult
to get workers for foundry work. Unsuitable person are appointed
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{2} How will the high labour turnover ratio increases the
cost and reduces the sale?
Ans: This can be explained with the help of triangle diagram:
COMPANY
Internal Marketing
External Marketing
EMPLOYEES
CUSTOMERS
Interactive Marketing
The right side of the triangle shows the external marketing i.e.
setting promises. It is the normal activity of the firm to develop
price, promotion and distribute the service offering to the
customers. Anything that is communicated to the customers before
service delivery is seen as a part of external marketing.
In the figure at the bottom of the triangle is Interactive
marketing or real-time marketing, where the focus is on the skills
of the employees in handling customers contact. Here the actual
service delivery takes place and the firms employees interact
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Person work for one or two months and leave the job due to
hard work, unsuitable work atmosphere and low wage rate and for
a new appointed worker company not provide any training facilities
so that the new appointed worker not liable to complete his job
and supply the raw-material to his internal customer with in a sate
time period which increase the cost of production and reduce the
sale because when we marketing the our product that time we
promise the customer to supply good quality of product with in a
time period, if we not supply the product
with in a fixed period that time customer canceling the order.
Due to cancellation of the order sale of the company is decline.
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Bibliography
P. P. Arya, B. B. Tandon
Wikipedia.
Dr. V. P. Michael
Himalaya Publications
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