Duties of HR manager

Organizations can promote human excellence by offering a potential site for the
flowering most forms of human excellence. Within an organization, if there is
meritocracy, people compete for promotion and other rewards on the basis of good work
rather than on the basis of “pull.” Recognition and rewards for creative ideas, discoveries,
inventions, innovations etc. promote creative excellence. The human resource
development movement in industry is aimed at facilitating organizationally useful
individual growth and development. The more an organization promotes individual or
team excellence, the more the organization itself is likely to excel because the work of
any organization is dependent on the work of its individual members and employee
groups.

The human factor across all organizations comprises three basic elements:

1. The people themselves who work in the organization; the skills and
capabilities they possess and their attitude towards the company;
2. The management style prevalent in the organization, which usually stems
from the top. The style may be aggressive, authoritarian, democratic or
laissez faire and each type has a different impact on the way people work
as individuals or in groups;
3. The organizational climate i.e. the work atmosphere in the company, as
determined by the degree of interpersonal cooperation, the types of
conflict resolution, the amount of trustworthiness, the prevalent
organizational politics etc.;
The quality of HRM practices prevalent in a particular organization can be rated by
scrutinizing the following factors:

1.11.1Organization Climate:
1. Do people feel they are giving enough responsibility?
2. Do people know what is expected of them in the shape of objectives and standards
of performance?
3. Do people see themselves being fairly rewarded for their work and feel that
promotion policies are fair?
4. Do the employees feel that they belong to a worthwhile company and are valuable
members of working teams?
5. Is there adequate feedback to people on their performance, whether it is good, bad
or indifferent?
6. Is there sufficient to challenge in their jobs?
7. Are people given enough support by their managers or supervisors in the shape of
guidance or help?

Managerial Functions:
Management is Personnel administration. It is the development of the people and not the
direction of the things. Managing people is the heart and essence of being a manager.
Thus, a Human Resource Manager is a manager and as such he performs the basic
functions of management.
Inputs
Human and Economic Resources interacting with environmental changes

Planning
Determination of short to long range plans to accomplish Organization objectives

Organizing
Development of the Orgn. Structure according to predetermined plans

Directing
Stimulation and motivation of Organization personnel according to predetermined plans

Controlling
Assurance that directed action is taking place according to predetermined plans.
Outputs
Goods and services needed by the organization customers
Operative Functions:
These functions are concerned with the activities specifically dealing with procuring,
developing, compensating and maintaining an efficient work force. These functions are
also known as service functions.
 Procurement Function;
 Development function;
 Compensating function;
 Integrating function;
 Maintenance function.

 Planning: Is a predetermined course of action. Planning is a hard job, for it involves

the ability to think, to predict, to analyze and to control the actions of its personnel
and to cope with a complex, dynamic fluid environment. They bridge the gap from
where we are to where we want to go. The two important features of planning are
research and forecasting. The task of forecasting personnel needs in relation to
changes in production or seasonal variations and the leveling out of differences in the
production extremely important, both for employees and for management. Therefore,
planning and decision making has to be undertaken much in advance of an action so
that unforeseen or anticipated problems and events may be properly handled. This as
also stressed by the saying: “ Good managers make things happen”.
 Organizing: An Organization is a means to an end. It is essential to carry out the
determined course of action. Complex relationships exist between the specialized
departments and the general departments as many top managers are seeking the
advice of personnel manager. Thus, Organization establishes relationship among the
employees so that they can collectively contribute to the attainment of company
goals.
 Directing: Direction is an important managerial function in building sound industrial
relations besides securing employee contributions. Co-ordination deals with the task
of blending efforts in order to ensure successful attainment of an objective. The
personnel manager has to coordinate various managers at different levels as far as
personnel functions are concerned. Personnel management function should also be
coordinated with other functions of management like management of money,
machine, and material.
Controlling: Controlling involves checking, verifying and comparing of the actualize
with the standards, identification of deviations if any and correcting of identified
deviations. Thus, action and operation are adjusted to predetermined plans and
standards through control

Elements of Job Analysis

Job Analysis is not useful but an essential part of organizational strategies to serve the
following purposes:

• Organization and Manpower Planning: It is helpful in organization planning,

for it defines labour needs in concrete terms and coordinates the activities of the
work force, and clearly divides duties and responsibilities;
• Recruitment and Selection: By indicating the specific job requirements of each
job (i.e. the skills and knowledge), it provides a realistic basis for the hiring,
training, placement, transfer and promotion of personnel. “Basically, the goal is to
match the job requirements with a worker’s aptitude, abilities and interests”. It
also helps in charting the channels of promotion and in showing lateral lines of
transfer;
• Wage and Salary Administration: By indicating the qualification required for
doing a specified job and the risks and hazards involved in its performance, it
helps in salary and wage administration. Job analysis is used as a foundation for
job evaluation;
• Job Re-Engineering: Job Analysis provides information, which enables us to
change jobs in order to permit their being managed by personnel with specific
characteristics and qualification.
• Employee Training and Management Development: Job Analysis provides the
necessary information to the management of training and development
programmes. It helps to determine the content and subject matter of in training
courses. It also helps in checking application information, interviewing, weighing
test results, and in checking references.
 • Performance Appraisal: It helps in establishing clear cut standards which may
be compared with the actual contribution of each individual;
• Health and Safety: It provides an opportunity for identifying hazardous
conditions and unhealthy environmental factors so that corrective measures may b
taken to minimize and avoid the possibility of accidents.
• Employee Orientation: Effective job orientation cannot be accomplished without
a clear understanding of the job requirements. The duties and responsibilities of a
job must be clearly defined before a new employee can be taught how to perform
the job.
• Utilizing Personnel: Job Analysis information can help both employees and
managers, pinpoint the root of a problem if employee functions are not adequate.
In sum, it may be noted that job analysis is a systematic procedure for securing and
reporting the information, which defines a specific job.

Future of HR management

THE SCOPE OF HUMAN RESOURCE MANAGEMENT

The scope of human resource management outlined below includes an outline of

transformation and development issues, tentative generic skills required in performing
HRM roles, as well as the roles of a human resource management practitioner (line
management and HRM professionals). With regard to the latter, the assumption is made
that roles are inter-linked and interdependent, even though these relationships may not be
expressly stated in each case.

Causes of demand of H.R.M

• • Knowledge management which entails accumulating &
capturing
• • Knowledge in large organisations for future application &
use (organisation memory)
• • Reconciliation management
• • Work creation as opposed to job creation
• • Manage the transfer of HRM functions and skills to line
management
• • Marketing of HRM to line management
• • Development of contextual approaches to HRM
• • Multi-skilling and /or multi-tasking
• • Increased societal responsibility
• • Managing people in virtual work environments
• • Focus on deliverables rather than doables
• • Develop additional means of assessing HRM
• • Appreciation and assessment of intellectual capital
• • Take HRM from a business partner to a business itself /
Managing HRM as a business unit
• • Adviser / consultant to line management