Human Resource Management

Code:108390013 Unit -I


y Human resource management (HRM) is the strategic and coherent


y y



approach to the management of an organization's most valued assets the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. In simple words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement. In other words, HRM is concerned with getting better results with the collaboration of people. It is an integral but distinctive part of management, concerned with people at work and their relationships within the enterprise. HRM helps in attaining maximum individual development, desirable working relationship between employees and employers, employees and employees, and effective modeling of human resources as contrasted with physical resources. It is the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization.

y HRM y HRM can be thought of managing the total knowledge, skills, creative abilities, talents, and attitudes of an organizational work force as well as their values, attitudes and believes of the individuals involved. y Personnel management y

It is a responsibility of all those who manage people as well as being the description of the work and its concerned with the employees both as individuals and as groups in attaining the goals concerned with behavioral, emotional and social aspects of the personnale.

Diff r
Dimension Contracts Rules

c b tw

H M a d PM:
HRM Aimed to go beyond the contract Impatient with the rules Business Need Nurturing Values / missions Customer Fast Transformational Leader ship General/Business Line managers Direct Integrated key task

Careful delineation of written contracts Clear Rules Procedures Monitoring Norms/ Customs/Practices Labor management Slow Transaction Leadership Personnel/IR Specialist Indirect Separate Managerial task

Guide to management action Managerial Task Behavioral Referent Key Relations Speed of decision Managerial Role Key managers Communication Selection

Dimension Pay Labor management Job categories & grades Job design Treatment of people by management PM Job evaluation Collective bargaining Contract Many Division of labour People are to be used for the benefit of organization and treated as a tool which is expandable and replaceable Interest to organization HRM Performance related Towards individual contract Few Team work People are to be used as mutually beneficial for organization and themselves and for the society as a whole Mutuality of interest Aim of Top Management .

and conceive and growth shows satisfaction or dissatisfaction. 1)It is the only resource which can produce through motivated creativity and output greater then the sum of its input.Import nce of hum n f ctor The overwhelming importance of human factor among all the other factors of production is due to its unique characteristics. feel. resentment or pleasure. resistance or acceptance for all types of managerial actions . 2)This resource is active and living and the human being alone with their ability to think.

6) Labor enactments 7) Raise of labor organizations . 5) This is the only resource which appreciate the value with passage of time because people become more experienced and skilled while the other resource generally depreciate as time goes on.3) A manager can buy an employee s time. its physical presence at a given place but cannot buy his enthusiasm. initiative. loyalty and devotion and there is no cook book formula to guide a manager how to motivate his worker. 4) Each individual have their own distinct background and therefore all individuals in an organization cannot be treated alike and the manager must follow Tailor made approach in motivating employee based on his understanding of the actions and attitudes and the needs of the workers concerned.

Whittley recommended the y Abolishment of jobber system y Appointment of labor welfare reinsightment and welfare.Evolution of R The early part of the century saw a concern for improved efficiency through careful design of work. The personnal officer . During the middle part of the century emphasis shifted to the employee's productivity. 1948 appointment duties and qualification of a new statutory officer industry called the welfare officer were formed. development and empowerment. activities officer to look after 3) In 1948 under the factories act. Recent decades have focused on increased concern for the quality of working life. 1) Development of personnel management in UK and US was voluntary 2) In the beginning of the 20th century.H. 4) The following decade raise the emergence of another functionary. various mal practices in the recruitment and payment of wages was done therefore in 1931 the Royal Commission of Labor in India (RCL) under the chairmanship of J. These three phases may be termed as welfare. total quality management and worker's participation in management.

his duties in industrial relations and per administration has decreased. he not only of industrial relations and personnel management at the factory level. 1951. 7) In the recent years.5) In India there are 3 main areas of professional disciplines in HRM namely y y y Labor welfare Industrial relations Personal administration 6) From the description duties of a welfare officer given in rule 7 of the model central welfare officer rule. 8) As a result welfare officer is fast fielding a place to the personnel officer in many establishments and to develop human resources HR and HRD managers have started evolving 9) In some organization were there are more than 1 officer the trend is towards regulating the welfare function to a junior officer with a senior status of personnel officer . owning to a number of welfare measures being statutory imposed.

Evol tion of H M in India Period 1920 -1930 1940 1960 1970 1980 Development Status Beginning Struggling to recognition Achieving Sophistication Emphasis Statutory Welfare and Paternalism Introduction of Technology Regulatory and imposition of standardization of other functions Official Designation Clerical Administration Managerial 1990 -2000 Promising Human Values and Executive Productivity through people One to One People Leader Management Facilitations After 2000 Challenging .

It helps an organization meet its goals in the future by providing for competent and well-motivated employees. . economics. It tries to help employees develop their potential fully. The various features of HRM include: Its focus is on results rather than on rules. It is a multidisciplinary activity.Hum n Resource n gement: N ture Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. It encourages employees to give their best to the organization. It is all about people at work. It tries to put people on assigned jobs in order to produce good results. both as individuals and groups. utilizing knowledge and inputs drawn from psychology. etc. It tries to build and maintain cordial relations between people working at various levels in the organization.

Hum n Resource n gement: Scope The scope of HRM is very wide: 1. recreation facilities. layoff and retrenchment. medical assistance. promotion. recruitment. etc. selection. transfer. education. 3. transport. Industrial relations aspect-This covers union-management relations. placement. productivity etc. 2. Welfare aspect-It deals with working conditions and amenities such as canteens. . health and safety. housing. Personnel aspect-This is concerned with manpower planning. collective bargaining. incentives. creches. rest and lunch rooms. joint consultation. etc. remuneration. settlement of disputes. training and development. grievance and disciplinary procedures.

HRM can be planned and monitored in ways that are beneficial both to the individuals and the organization. enthusiasm. Employees feel highly motivated if the organization provides for satisfaction of their basic and higher level needs. mutuality and collaboration is essential for developing human resource. trust. . Employees feel committed to their work and the organization. It is every manager's responsibility to ensure the development and utilisation of the capabilities of subordinates. A healthy climate with values of openness.Human Resource Management: Beliefs The Human Resource Management philosophy is based on the following beliefs: Human resource is the most important asset in the organization and can be developed and increased to an unlimited extent. if the organization perpetuates a feeling of belongingness. Employee commitment is increased with the opportunity to dis¬cover and use one's capabilities and potential in one's work.

To achieve and maintain high morale among employees. To develop and maintain a quality of work life. To identify and satisfy the needs of individuals. To be ethically and socially responsive to the needs of society. To ensure effective utilization and maximum development of human resources. To ensure respect for human beings.O jectives of HR To help the organization reach its goals. To inculcate the sense of team spirit. To provide the organization with well-trained and well-motivated employees. To equip the employees with precision and clarity in trans¬action of business. To develop overall personality of each employee in its multidimensional aspect. To ensure reconciliation of individual goals with those of the organization. team work and inter-team collaboration. To enhance employee's capabilities to perform the present job. To increase to the fullest the employee's job satisfaction and selfactualization. in Gener l: .

Social Objectives: y Creation of employment opportunities y Maximum productivity y Affording material and mental satisfaction to the workforce y Avoidance of wastage of effort y Promotion of healthy human relations and social welfare Personal Objectives: y Provision for adequate remuneration y Job security y Training and development y Job satisfaction y Opportunities for development y Proper work environment Enterprise Objectives: y Recruitment y Integration and maintenance of competent and loyal employee y Forecasting and balancing demand and supply of labor y Placement .

Managerial Development: y Knowledge acquisition y Enhancement of an executives conceptual skills .Selection 4.Recruitment 3.Socialization of employees 2)Development Function: 1.Union Objectives: y Recognition of unions y Formulation of HR policies in consultation with the unions y Inculcating the spirit of self discipline and co-operation Process of HRM: 1)Acquisition Function: 1.Estimating the demand and supply 2.Employee Training: y Skill developments y Change of attitudes among employees 2.

3)Motivational Functions: y Allienation y Performance Appraisal y Behavioural and Structural Techniques for stimulating employee performance y Linking rewards to performance y Compensation and benefit administration 4)Maintenance Functions: y Working conditions and working environment y Maintenance of commitment among employees towards the organization .

Planning y y y y Human resource Requirement/Recruitment Selection Training HR needs Changing Values Attitudes Behaviour of employees b.Forecasting: y y y y .HR Functions: Functions of HR managers: 1.MANAGERIAL FUNCTIONS: a.

Controlling: y y y y Connecting the identified deviations .Directing: y y y y Motivating Communicating Leading Activating People Checking Verifying Compare the actual with the plans Identification of deviation e.Organizing: Structure and a process by which cooperative group of human beings with their task among its members identifying the relation and integrate its relationship towards the common objective d.c.

mould and develop the strength of the existing employees y Preparation of action programs to get the rest of the HR from outside sources .Employment: 1.HR Planning: y Estimation of the present and future requirements of HR y Calculation of net HR requirements y Taking steps to change.2.Job Analysis: y Collection of data. information and facts y Preparation of y Job Description y Job Specification y Job Requirements y Employee Specification y Providing the guidance plans and basis for job design 2.OPERATIVE FUNCTIONS: a.

3.Recruitment: y Identification of the existing sources of applicants y Creation / Identification of new sources of applicants y Stimulating the candidates to apply for the jobs y Striking a balance between the internal and external sources 4.Selection: y Framing and developing application forms y Creating and developing valid and reliable testing techniques y Formulating the interview techniques y Checking of references y Setting up of the medical examination policy and procedure y Getting the line managers decisions y Sending letters for appointment / rejection y Employing the selected candidates who report for duty .

subordinates and peer groups y Mould the employee attitude to the new working and social environment b.Placement: y Consulting the functional managers regarding placement y Conducting follow up studies y Appraising employee performance y Determine employee adjustment y Correcting misplacements if any 7. Procedures and techniques y Helping the functional managers y Receiving and consolidating the PA reports y Evaluating the effectiveness of PA System .6.Human Resource Development: 1.Induction and Orientation: y Acquaint the employee with the company policies y Introduce the employee to the boss.Performance Appraisal: y Developing policies.

Training: y Identification of training needs y Developing suitable training programs y Helping and advising the line management in the conduct of training programs y Imparting the requisite job skills and knowledge to the employees y Evaluating the effectiveness of the training program 3.Managerial Development: y Identification of the areas of the managerial development y Conducting development programs y Motivating the executives y Design the special development programs for promotion y Using the service of the specialist for managerial development y Evaluating the effectiveness .2.

Career planning and development: Internal Mobility y Transfer y Promotion y Demotion y Organization Development c.Human Relations: y y y .4.Compensation: y y y y y y Job Evaluation: Wage and salary administration Incentives Bonus Fringe Benefits Social Security Measures Motivating the employees Improving employee morale Developing common skills d.

Effectiveness of HRM Organizational Health: y Employee satisfaction y Labour turnover y Absenteeism y Higher rate of employee commitment HR Accounting: Measuring of costs and value of HR in the organization HR Audit: Examination and evaluation of policies. HR Research: Process of evaluating the effectiveness of HR policies and procedures and developing more appropriate ones . procedures. practices to determine the effectiveness of HRM.y y y y y Developing leadership skills Redressing employee grievances Handling disciplinary areas Counseling employees Improving the quality of worklife e.

2. Social security and welfare of employees. contract negotiation and grievance handling. Human Resource Management undertakes the following activities: 1. 8. Staffing the organization. Human resource or manpower planning. Recruitment. 3.HRM: Functions in Summary In order to achieve the above objectives. Setting general and specific management policy for organizational relationship. 5. selection and placement of personnel. Remuneration of employees. Taking corrective steps such as transfer from one job to another. Collective bargaining. 7. 9. . Training and development of employees. Appraisal of performance of employees. 4. 10. 6.

Organization development and Quality of Working Life. 17. Potential Appraisal. 12. Role Analysis for job occupants. Feedback Counseling. Job Rotation. Reviewing and auditing manpower management in the organization 14. 16. . HR Policies: Policies: It is man made rule of predetermined course of action that is established to guide the performance of work towards the organizational objective. Aiding in the self-development of employees at all levels. 15. Developing and maintaining motivation for workers by providing incentives. Quality Circle.11. 13.

break into details and decide a number of actions that govern the relationship with employees in the attainment of organizational objectives Need for HR Policies: y Scarcity of man power during the world war I y Scientific management movement by F.HR Policies: It refers to the principles and rules of contact which formulate.W. Taylor y Applications of principles and psychology to the solution to human problems in business y Need for consistency in dealing with unions y Passing of number of welfare of compensation legislations . redefine.

data tracking. hundreds of companies sell some form of HRIS and every HRIS has different capabilities. management. .Objectives: y Enable an organization to attain objectives y To ensure employee cooperation y To provide conditions of employment and procedure y To provide adequate trained personnel at all levels y To provide and project the common interest of all stake holders of business y To recognize the role of trade unions y To provide security of employment for the employees y To create a sense of responsibility y To establish conditions of mutual confidence. The Human Resource Information System (HRIS) is a software or online solution for the data entry. The Human Resource Information System (HRIS): 1. Pick your HRIS carefully based on the capabilities you need in your company. and data information needs of the Human Resources. Normally packaged as a data base. and accounting functions within a business. payroll.

* Benefits administration including enrollment. * pay raises and history. * training received.2. 3. and safety guidelines. * management and key employee succession plans. * Company-related documents such as employee handbooks. . * high potential employee identification. * Reporting and analysis of employee information. and personal information updating. the better The Human Resource Information Systems (HRIS) provide overall: * Management of all employee information. and occasionally. The HRIS that most effectively serves companies tracks: * attendance and PTO use. interviewing. * disciplinary action received. and * applicant tracking. status changes. * pay grades and positions held. emergency evacuation procedures. Typically. * personal employee information. and selection. * Complete integration with payroll and other company financial software and accounting systems. * performance development plans. * Applicant tracking and resume management.

With an appropriate HRIS.4. thus freeing HR staff for more strategic functions. 5. Your company will need to select a Human Resources Information System and customize it to meet your needs. An effective HRIS provides information on just about anything the company needs to track and analyze about employees. former employees. and applicants. Human Resources staff enables employees to do their own benefits updates and address changes. .

say.6. and equal treatment is facilitated. 2. a single time off request. ethically. Take a scenario (and it is probably true for your company) in which a time off request costs a company ninety five dollars.In a company with thousands of employees. Human capital management: The Costs of Human Resource Management 1. knowledge development. Additionally. it is easy to lose track of the processing costs for.This type of cost is practically a negligible sum when all of the other employeerelated costs are added up. managers can access the information they need to legally. and effectively support the success of their reporting employees. Finally. . But losing track doesn t mean the cost just goes away. data necessary for employee management. and yearly expenditure on maintenance edges up to almost two thousand dollars. career growth and development. and many human resource management professionals would be appalled to find out how much money is chipped off their bottom line every time a simple employee transaction like a request for time off goes through.

it could be said that a good HCM program can more or less be equated to having the entire HR department on line. Instead of remaining committed to a few antiquated in-house programs and an overworked Human Resources department. What it does is create a platform that spans the entire enterprise so that nothing is left unmanaged.3. It includes everything from running employee pay and benefits to supervising employee responsibilities. a Human Resources management software system helps make the process more efficient and ultimately proves to be very cost effective. at the price of sounding a bit over exuberant.A company that is not equipped with the appropriate software for managing its human resources is bound to lose out on profits just as much as productivity. 8. Indeed. This is made all the more clear when the employer recognizes that his or her workforce is the business most vital asset. . the investment will be a wise one.At a certain point it becomes inevitable that a company seeking to maintain its competitive edge will have to pay into an information processing system in order to manage its workforce. simply because there is no coherent database to produce definite results on the cost of human capital management. 4. After all is said and done. 5. 6. The way the technology works is truly amazing and. 7. it is probably time to switch to HCM on line. new hires and talent development. Major organizations offering HCM services have already had incredible success in turning around savings by reducing the cost of their HCM processes.

Find out how your company can integrate HR management software for increased productivity in the workforce. Yet there continues to be many companies lost in the archaic and mistakeprone system of maintaining HR processes that are lack automation. 3. How to integrate HR Technology within an HCM environment: 1.The other important aspect of the consultant s services involves application customization so that the HCM system's modular systems integrate across the board to provide a solution for the enterprise's needs. Due to competition generated by the increased efficiencies of the companies plugged into HCM technology.9. 4. Because of the high cost potential of managing the workforce for large often times global corporations. The days when a company can get by without integrating HCM technology are long past. they are finding their Human Capital Management systems are already light years beyond what they were in the decades prior to the Internet. on-line Human Capital Management can deliver significant savings. 11. . those who are not yet on-line find that their revenues are being eaten up by the same costs that their competitors are reinvesting to achieve an edge on their particular markets. 10. A major component of consultation involves giving useful instruction and education to the staff that will be using the HCM services. an organization providing HCM will provide a consultant to make sure that the process of switching over goes as smoothly as possible. businesses are seeing the benefits of automating their systems of human capital management. Increasingly today. Generally. By rethinking their HR software. 2.

Many providers of the technology are happy to offer consultation and staff training in order to make sure that the on-line HCM service is fully understood by the employees who will be operating it. These include everything from employee pay and benefits administration to talent recruitment and the on-site training. However.5. having or not having these savings can make or break a company. This process of integration can be tricky for some who are in the initial stages of revamping their company s entire system of managing the workforce. developing competitive levels of organization. exactly. many businesses are still at the point where they need to lift a series of outdated employee management software programs into the automated world of on-line service. does a company integrate its existing HR department with the new technology? 6. Indeed. Furthermore. the crucial areas of Human Capital Management involve administering personnel. A large number find that the systems with which they worked devotedly for so long may need to be scrapped entirely. 10. 8. But how. 7. . Indeed. All of the areas of focus that are traditionally cared for by an HR department are open to efficiency upgrades. as mentioned above. Even educational measures are necessary for developing a skilled workforce. 9. doing strategic planning of compensation and managing outsourced workers. there are significant savings created by a streamlined HCM system. One of the foremost features to recognize in a Human Resources Mangement system is that there are very distinct modules through which HCM is managed.

In order to succeed. 2. agile. resilient. locally or globally. especially in the management of workplace diversity. the focus of today s HR Manager is on strategic personnel retention and talents development. In general. 6. HR must be a business driven function with a thorough understanding of the organization s big picture and be able to influence key decisions and policies. and customer-focused to succeed. And within this change in environment. . The role of the Human Resource Manager is evolving with the change in competitive market environment and the realization that Human Resource Management must play a more strategic role in the success of an organization. ethics. and succession planners to help motivate organization s members and their loyalty. beliefs. and a change mentor within the organization. an employee sponsor or advocate. Organizations that do not put their emphasis on attracting and retaining talents may find themselves in dire consequences. organizations must become more adaptable. 3. the HR professional has to evolve to become a strategic partner.Competitive challenges and HRM: 1. HR professionals will be coaches. 4. and spirituality within their organizations. 5. mentors. counselors. as their competitors may be outplaying them in the strategic employment of their human resources. With the increase in competition.The HR manager will also promote and fight for values.

As suggested by Thomas (1992) and Cox (1993). This could entail involving different departmental managers in a mentoring program to coach and provide feedback to employees who are different from them. organizing. a HR Manager must be able to organize the pool of diverse talents strategically for the organization. They are: y Planning a mentoring Program: One of the best ways to handle workplace diversity issues is through initiating a Diversity Mentoring Program. He/She must consider how a diverse workforce can enable the company to attain new markets and other organizational goals in order to harness the full potential of workplace diversity.Some of the competitive challenges are discussed below: The Management of Workplace Diversity In order to effectively manage workplace diversity. y Organizing talents strategically: With this trend in place. there are several best practices that a HR manager can adopt in ensuring effective management of workplace diversity in order to attain organizational goals. leading and controlling of organizational resources. Cox (1993) suggests that a HR Manager needs to change from an ethnocentric view ("our way is the best way") to a culturally relative perspective ("let's take the best of a variety of ways"). . This shift in philosophy has to be ingrained in the managerial framework of the HR Manager in his/her planning.

As the HR Manager. it is pertinent to show respect for diversity issues and promote clear and positive responses to them. y Motivational approaches: Why do we need motivated employees? The answer is survival (Smith. management and promotional opportunities to assess the progress over the long term. Otherwise. 1994). job characteristics. appropriate organizational reward system and so on. In our changing workplace and competitive market environments. without resolving any real problems that may surface due to workplace diversity. some of these diversity initiatives may just fizzle out. Motivational factors in an organizational context include working environment. There is also a need to develop appropriate measuring tools to measure the impact of diversity initiatives at the organization through organization-wide feedback surveys and other methods. y Control and measure results: A HR Manager must conduct regular organizational assessments on issues like pay.y Leading the talk: A HR Manager needs to advocate a diverse workforce by making diversity evident at all organizational levels. . benefits. work environment. some employees will quickly conclude that there is no future for them in the company. motivated employees and their contributions are the necessary currency for an organization s survival and success. Without proper control and evaluation.

* A manager must have an effective mechanism in place to allow gainsharing participants to initiate changes in work procedures and methods and/or requesting new or additional resources such as new technology to improve performance and realize gains. * A manager must provide useful feedback as a guidance to the gain-sharing participants concerning how they need to change their behavior(s) to realize gain-sharing payouts.Managing Gain-sharing: Gain-sharing programs generally refer to incentive plans that involve employees in a common effort to improve organizational performance. They are as follows: * A HR manager must ensure that the people who will be participating in the plan are influencing the performance measured by the gain-sharing formula in a significant way by changes in their day-to-day behavior. In order for a gain-sharing program that meets the minimum requirements for success to be in place. * An effective manager must ensure that the gain-sharing targets are challenging but legitimate and attainable. Paulsen (1991) and Boyett (1988) have suggested a few pointers in the effective management of a gain-sharing program. and are based on the concept that the resulting incremental economic gains are shared among employees and the company. .

2003). J.Managing Executive Information Systems As information is the basis of decision-making in an organization. This is because having people simply use an EIS that lacks critical information is of no value-add to the organization. Using HRM to attain Competitive Advantage: Social Significance: y Maintaining a balance between the jobs available and job speakers y Provide suitable and productive employment with psychological satisfaction y Eliminating wastages or improper use of HR y Helping people make their own decision . the manager must ensure that the use of information technology has to be brought into alignment with strategic business goals (Laudon. and then to include it in the EIS. A good control system would ensure the communication of the right information at the right time and relayed to the right people to take prompt actions. there lies a great need for effective managerial control. In addition. K and Laudon. When managing an Executive Information System. a HR manager must first find out exactly what information decision-makers would like to have available in the field of human resource management.

esteem. affection.Professional Significance: y y y y y Maintaining the dignity of an employee as a human being Providing maximum opportunity for the individual development Providing healthy relationships between different work groups Improving employees working skill and capacity Correcting the errors of wrong posting/placement and proper allocation of work Industrial Significance: y Create positive attitude by motivation y Utilizing effectively the available human resource y Securing the willing cooperation of the employee for achieving the organization goals y Helps in achieving the psychological needs of recognition. love. self-actualization y It supplies skilled employees through scientific selection process y It ensures maximum benefit out of the experience on training and development and appreciates the human asset . belongingness.

y It prepares employees according to the changing needs of the y y y y y y y y industry and environment It upgrades them to enable them to accomplish the organization goals Through innovation and experience in the field of HR it helps in the reducing the cast and increase the productivity It contributes in restoring industrial harmony and healthy employee and employer relationship It establishes mechanism for the administration of HR policies and services that are delegated to the HR department It assist in maintaining and coordinating career and succession plans for and across departments Salary fixation and administration is made by comparing organization in India and internationally It helps the management to secure effective communication through out the organization It ascertains from the department their reorganizations rationalization plans and proposals for the removal of anomalies .

Hum n Resource n gement: Influencing F ctors jor In the 21st century HRM will be influenced by following factors. Human Resource Management: Futuristic Vision On the basis of the various issues and challenges the following suggestions will be of much help to the philosophy of HRM with regard to its futuristic vision: . Environmental challenges. Downsizing and rightsizing of the organizations. New skills required. which will work as various issues affecting its strategy: Size of the workforce. Culture prevailing in the organization etc. Impact of new economic policy. Rising employees' expectations Drastic changes in the technology as well as Life-style changes. Political ideology of the Govern¬ment. Composition of workforce. Lean and mean organizations.

Opportunity and comprehensive framework should be provided for full expression of employees' talents and manifest potentialities. . In every decision-making process there should be given proper weightage to the aspect that employees are involved wherever possible. peers. creating of highly involved workforce. There should be a properly defined recruitment policy in the organization that should give its focus on professional aspect and merit based selection. More emphasis should be given to Total Quality Management. decreased hierarchies. It will ultimately lead to sense of team spirit. it will ensure effective utilization of resources and will lead towards continuous improvement in all spheres and activities of the organization. Networking skills of the organizations should be developed internally and externally as well as horizontally and vertically. avoiding discrimination and biases and identifying performance threshold. it will conform to customer's needs and expectations. 360 degree feedback will further lead to increased focus on customer services. 8. 3. 5. 6. team-work and inter-team collaboration. TQM will cover all employees at all levels. 7. There should be focus on job rotation so that vision and knowledge of the employees are broadened as well as potentialities of the employees are increased for future job prospects. 4. 2. subordinates as well as self-review. For performance appraisal of the employee s emphasis should be given to 360 degree feedback which is based on the review by superiors.1.

The capacities of the employees should be assessed through potential appraisal for performing new roles and responsibilities. we should feel by Heart. All the above futuristic visions coupled with strategic goals and objectives should be based on 3 H's of Heart. economic and social considerations should also be taken into account.9.. Head and Hand i. 11. The career of the employees should be planned in such a way that individualizing process and socializing process come together for fusion process and career planning should constitute the part of human resource planning. To conclude Human Resource Management should be linked with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. think by Head and implement by Hand. For proper utilization of manpower in the organization the concept of six sigma of improving productivity should be intermingled in the HRM strategy. . 10.e. It should not be confined to organizational aspects only but the environmental changes of political.

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