Assignment-01

Course Title: Human Resource Management

Course Code: HRM 502

Submitted For:
Ms. Tasnuva Rahman
Director (MBA & EMBA) and Assistant Professor
Eastern University

Submitted By:
Abu Hasnat Shahriar
ID No: 201600029
Section: 01
Program: Masters of Business Administration
Eastern University

Date of Submission:
31.07.2020
HRM: A sister concern of MGT
As being the similar and related field to the basic management, HRM has its own managerial
functions,
Planning
o Establishing goals and objectives to be achieved
o Developing rules and procedures
o Determining plans and forecasting techniques

Organizing
o Giving each member a specific tasks
o Establishing departments and divisions
o Delegating authority to the members
o Establishing channels of authority and communication
o Creating a system to coordinate the works of the members
Staffing
o Determining the type of people to be hired
o Recruiting prospective employees and selecting the best ones from them
o Compensating the employees
o Training and developing the employees
o Setting performance standards and evaluating the employees’ performance
o Counselling the employees
Leading
o Getting work done through subordinates
o Ensuring effective two-way communication for the exchange of information with the
subordinates
o Motivating subordinates to strive for better performance
o Maintaining the group morale

Controlling
o Establishment of standard performance
o Measurement of actual performance
o Comparison of actual performance with the standard one to find the deviation
o Initiation of corrective actions, if there are any deviations
Meaning of Human Resources
Organizations are managed by people and through people. Without people, organizations can
never exist. Indeed, people who make up the human resources of a company are unique and they
can make or break an organization, depending upon their level of commitment, contribution and
cooperation. Hence, it is relevant to know the intricacies of the term human resources first, We
would define human resources as the collection of people and their characteristics at work. These
are distinct and unique to an organization in several ways.
Uniqueness of Human Resources
The distinct features of why human are treated as resources:
o Human resources are the only assets that appreciate over a period while physical
resources just depreciate with years.
o Further, human resources alone can produce an output larger than the input. This is
possible due to the creative skills of humans. Creative thinking is the process of
predicting, envisioning and then inventing an idea, concept or insight along innovative
and alternative lines. People in the organization are the only basis for such creativity and
there is no obvious limit to their imagination.
o Organizations require human resources of different types to operate all physical
resources. Thus, they provide utility value to each one of the physical assets. In fact, the
real worth of a physical asset depends on the quality and calibre of the people working
with it. An incompetent workforce will spoil the physical resources available to it.
o There is a growing realization that the flexibility of an organization depends more on
people than on any technical factors. Modern equipment may ensure quality and cost-
competitiveness but the operational flexibility, which is core to product modification and
innovation, is provided only by the employees. This is so since

What is Human Resource Management?

The effective utilization of human resources is a complex task. It requires greater foresight and
strategic consideration on the part of the management. For instance, attracting the most qualified
employees, matching them to the jobs for which they are best suited and retaining them within
the organization are significant for the success of an organization. But this calls for closer
coordination and better understanding between the employers and the employees.
HRM, as a field of study, makes a sincere effort to provide knowledge, skills and ability for
managing human resources more effectively. The basic task of HRM is the selection of the right
person for the right job at the right time to carry out the activities of an organization in the most
efficient way. It also aims to enhance the satisfaction, morale and productivity of employees,
control labour turnover, and help organizations increase their performance by providing the
necessary training and development opportunities, suitable working conditions and appropriate
career growth to employees.
Goals of Human Resource Management
The primary objective of HRM is to take care of the work life of the employees from the time
they join the organization to the time they leave it, while ensuring their best possible cooperation
in achieving the organizational goals and objectives. This broad objective of HRM can be
classified into the following specific ones:
o Attract Employees: Creating jobs that are lucrative enough to make it desirable and
attainable for the potential employees.
o Hire employees: To arrange and maintain systematic platform for hiring manpower
inventory with maintaining efficiency and effectiveness, which, in turn, ensures the
smooth working of the organization
o Train Employees: To offer training as a way of developing skills, enhancing
productivity and, most importantly, increasing individual and organizational performance
to achieve the desired results
o Motivate employees: To devise employee benefit schemes for improving employee
motivation and group morale and enhancing employer–employee cooperation
o Retain Employees: To ensure and enhance the quality of work life, which refers to the
employees’ perception of their physical and psychological well-being at work

Dual nature of HRM

As it is a field that works with and for the human resource for the ultimate goal of achieving the
main goal of organization. Now for this reason the HRM has a dual nature,
1. Sharing managerial views with Top Management: Where major HR decisions are
actually considered and undertaken considering top management views.
2. Employee Representation: Where HRM acts as the representative for the employees
which serves employee rights and interest in front of the top management.
Or, To act as a liaison between the top management and the employees.
Who is a HR Manager?
HR issues become important wherever there is a group of workers. Staffing is performed by all
the managers as a managerial function, either directly or indirectly through the HR department.
All managers are, in this way, HR managers since they get involved in HR activities like
choosing, training, inducting, compensating and motivating the employees along with industrial
relations activities.
Proactive versus Reactive HRM
Proactive:
It is not only concerned with the present organizational conditions but mostly foresees future
necessities and then acts appropriately.

Reactive:
A reactive approach is based on responding to events after they have happened.
Functions of HRM
First, external forces—legal, economic, technological, global, environmental,
cultural/geographic, political, and social—significantly affect how HR functions are
designed, managed, and changed.

1. Strategic HR Management: As a part of maintaining organizational competitiveness,

strategic planning for HR effectiveness can be increased through the use of HR metrics and HR
technology. Human resource planning (HRP) function determine the number and type of
employees needed to accomplish organizational goals.
HRP includes creating venture teams with a balanced skill-mix, recruiting the right people, and
voluntary team assignment. This function analyzes and determines personnel needs in order to
create effective innovation teams. The basic HRP strategies are staffing and employee
development.
2. Equal Employment Opportunity. Compliance with equal employment opportunity (EEO)
laws and regulations affect all other HR activities.
3. Staffing: The aim of staffing is to provide a sufficient supply of qualified individuals to fill
jobs in an organization. Job analysis, recruitment and selection are the main functions under
staffing.
Workers job design and job analysis laid the foundation for staffing by identifying what diverse
people do in their jobs and how they are affected by them. Job analysis is the process of
describing the nature of a job and specifying the human requirements such as knowledge, skills
and experience needed to perform the job. The end result of job analysis is job description. Job
description spells out work duties and activities of employees. Through HR planning, managers
anticipate the future.

4. Talent Management and Development: Beginning with the orientation of new employees,
talent management and development includes different types of training. Orientation is the first
step towards helping a new employee to adjust himself with the new job and the employer. It is a
method to acquaint new employees with particular aspects of their new job, including pay and
benefit programmes, working hours and company rules and expectations.
5. Total Rewards: Compensation in the form of pay, incentives and benefits are the rewards
given to the employees for performing organizational work. Compensation management is the
method for determining how much employees should be paid for performing certain jobs.
Compensation affects staffing and in the matter of staffing; people are generally attracted to
organizations offering a higher level of pay in exchange of the work performed.
6. Risk Management and Worker Protection-. HRM addresses various workplace risks to ensure
protection of workers by meeting legal requirements and being more responsive to concern for
workplace health and safety along with disaster and recovery planning.
7. Employee and Labor Relations: The relationship between managers and their employees must
be handled legally and effectively. Employer and employee rights must be addressed. It is
important to develop, communicate and update HR policies and procedures so that managers and
employees alike know what is expected. In some organizations, union/management relations
must be addressed as well.
Role of HR Manager
Strategic: As business contributor it refers to the HR department being strategically active
toward the organizational goal.

Operational: Refers to the basic HR functions that are relevant to HRM.

Employee Advocate: Serves as "morale officer" or role is that of a humanitarian who reminds
the management of its morals and obligations to its employees.

Administrative: Focuses extensively on clerical administration refers to documenting,

archiving, maintain and developing and circulating data, information and documents.
HR Career
Assistant: Provides support to other HR professionals by assisting with various forms of services.
Generalist: Provides service to an organization in all four of the HR functions Acquisition of
Human Resource, Development of Human Resources, Motivation of Human Resource and
Maintenance of Human Resource.
Specialist: Typically concerned or specialized with only one of the four functions of HR.

Executive: Reports directly to the organization's top management with responsibility for all HR
functions and linking HR with organizational strategy.
New Approaches to Organizing HR
 Transactional HR
Transactional HR is essentially handling the day-to-day administrative functions, such as
preparing workplace policies, recruiting and processing new employees, and handling
benefits administration and other workplace functions.
 Corporate HR
Corporate HR is typically HR for an office set up and is mostly the kind of HR we find in
service oriented industries such as IT / ITES / Banking or Head Offices of Industrial HR.
 Embedded HR
It assigns HR generalists, also known as “relationship managers” or “HR business
partners,” to departments like sales and production to provide the assistance the
departments need
 Centers of Expertise
These are specialized HR consulting firms within the company, by, for example,
providing specialized assistance in such areas as organizational change.

Contemporary HRM
Hard HRM: The focus here is to identify workforce needs so you can recruit and manage as you
need to (including hiring staff, or making others redundant).
Soft HRM: This approach treats employees as an essential resource in your business—if not the
most important one of all. This makes it a more progressive outlook. One where you treat staff
members as individuals. The soft HRM model focus is for the needs of your staff, including
rewards and motivation.
Green Human Resources Management (GHRM) can be defined as the set of policies,
practices, and systems that stimulate a green behavior of a company’s employees in order to
create an environmentally sensitive, resource efficient and socially responsible workplace and
overall organization.