Role of Human Resource Manager

They perform mainly three different types of roles, while meeting the requirements of employees and customers, namely administrative, operational and strategic. 1) Administrative Roles: The administrative roles of human resource management include policy formulation and implementation, housekeeping, records maintenance, welfare administration, legal compliance, etc. i. Policy maker: The human resource manager helps management in the formation of policies governing talent acquisition and retention, wage and salary administration, welfare activities, personnel records, working conditions, etc. He also helps in interpreting personnel policies in an appropriate manner. dministrative e!pert: The administrative role of an HR manager is heavily oriented to processing and record keeping. Maintaining employee "enefit claims, answering queries regarding leave, transport and medical facilities, su"mitting required reports to regulatory agencies are e!amples of administrative nature of HR management. dvisor: The personnel manager performs his functions "y advising, suggesting, counseling and helping the line managers in discharging their responsi"ilities relating to grievance redressal, conflict resolution, employee selection and training.

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Housekeeper: The administrative roles of a personnel manager in managing the show include recruiting, per#employment testing, reference checking, employee surveys, time keeping, wage and salary administration, "enefits and pension administration, wellness programmes maintenance of records, etc. $ounselor: The HR manager discusses various pro"lems of the employees relating to work, career, their supervisors, colleagues, health, and family, financial, social, etc. and advises them on minimi%ing and overcoming pro"lems, if any. &elfare officer: HR manager is e!pected to "e the &elfare 'fficer of the company. s a &elfare 'fficer he provides and maintains canteens, hospitals, cr(ches, educational institutes, clu"s, li"raries, conveyance facilities, co#operative credit societies and consumer stores. )egal consultant: HR manager plays a role of grievance handling, settling )ine and *taff +unctions of disputes, handling disciplinary cases, doing collective "argaining, ena"ling the process of ,oint consultation, interpretation and implementation of various la"our laws, contacting lawyers regarding court cases, filling suits in la"our courts, industrial tri"unals, civil courts and the like. Operational Roles: These roles are tactical in nature and include recruiting and developing employees- coordinating HR activities with the actions of managers and supervisors throughout the organi%ation and resolving differences "etween employees.

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Recruiter: HR managers have to use their e!perience to good effect while laying down lucrative career paths to new recruits without, increasing the financial "urden to the company. Trainer, developer, motivator: HR managers have to find skill deficiencies from time to time, offer meaningful training opportunities, and "ring out the talent potential of people through intrinsic and e!trinsic rewards which are valued "y employees.

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$oordinator. )inking pin: The HR manager is often deputed to act as a linking pin "etween various divisions of an organi%ation. The whole e!ercise is meant to develop rapport with divisional heads, using PR and communications skills of HR e!ecutives to the ma!imum possi"le e!tent. Mediator: The HR manager acts as a mediator in case of friction "etween two employees, groups of employees, superiors and su"ordinates and employees and management with the sole o",ective of maintaining industrial harmony. /mployee champion: 0n order to deliver effective results HR managers have to treat their employees as valua"le assets. *uch an approach helps to ensure that HR practices and principles are in sync with the organisation1s overall strategy. Strategic Roles: n organisation1s success increasingly depends on the knowledge, skills and a"ilities of its employees, particularly as they help esta"lish a set of core competencies. The strategic role of HR management focuses attention on how to ena"le ordinary employees to turn out e!traordinary performance, taking care of their ever#changing e!pectations. The key areas of attention in this era of glo"al competition include:#

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$hange agent: HR1s role as a change is to replace resistance with resolve, planning with results and fear of change with e!citement a"out its possi"ilities. HR helps and organisation identifies the key success factors for change and asses the organisation1s strengths and weaknesses regarding each factor. *trategic partner: HR1s role is not ,ust to adapt its activities to the firm1s "usiness strategy, nor certainly to carry out fire#fighting operations like compensating employees. 0nstead, it must deliver competent, consumer# oriented work force. &hile implementing strategies, HR should develop appropriate ways to restructure work processes smoothly.

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philosophy is a system of thoughts, "ased on some orderly, logical statements of o",ectives, principles and policies and general method of approach to the solution of some aspects of pro"lems. 4efinition of HRM philosophy:# 5The fundamental "eliefs, ideas, principles views had "y management with respect to organi%ing and treating individuals at work6 7 R. P. Calhoun Personnel Policies: policy is a plan of action. predetermined guide esta"lished to provide direction in decision making. s guides, rather than as hard and fast rules, policies are somewhat fle!i"le, requiring interpretation and ,udgments in their use. They can e!ert significant influence on how managers accomplish their ,o"s. HR policies ensure consistency and uniformity in dealing with people. Though principles and policies are often "undled together in the HRM policy statement of an organisation, they are distinctly different. Principle is the fundamental truth esta"lished "y research, investigation and analysis.

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The early part of the 89th century saw a concern for improved efficiency through careful design of work. 4uring the middle part of the century emphasis shifted to the availa"ility of managerial personnel and employee productivity. Recent decades have focused on the demand for technical personnel, responses to new legislation and governmental regulations, increased concern ofr the quality of working life, total quality management and a renewed emphasis on productivity.

+rom earlier concept of treating employees as mere commodity to acknowledgement of employees as stakeholders in the "usiness, HRM has well and truly evolved in a long way. The different phases of evolution can depicted as follows: Earl* Phase: Though it is said that HRM discipline is of recent growth, it has its origin dating "ack to :;99 <.$. The $hinese, as early as :=>9 <.$. had originated the principle of division of la"our and they understood la"our turnover even in ?99 <.$. The span of management and elated concepts of organisation were well understood "y Moses around :8>9 <.$. and the $haldeans had incentive wage plans around ?99 <.$. !egal Phase: The early roots of HRM in 0ndia could "e traced "ack to the period after :@89. 0n view of legal compulsions and the enumerations of duties the entire approach of organisations towards their personnel was to comply with the laws and keep the welfare officers "usy with routine functions. +el,are Phase: 4uring the :@=91s the scope of personnel function has e!panded a "it, covering la"our welfare, participative management, industrial harmony, etc. 50n this period, the human relations movement of the &est had also had its impact on 0ndian organisations6. The legalistic preoccupations slowly gave way to harmonious industrial relations and good HR practices. )evelopment Phase: 0n :@=9s and A9s the HR professionals focused more on developmental aspects of human resources. The emphasis was on striking a harmonious "alance "etween employee demands and organi%ational requirements. HR4 has come to occupy a centre stage and a focal point of discussion in seminars, conferences and academic meets. The two professional "odies, 00PM and 20)M, were merged to form the 2ational 0nstitute of Personnel Management B20PMC at Dolkata.