Session Resources for Chapter 01:

Human Resource Management (HRM): Meaning,

Importance
 Human Resource Management (HRM): Meaning, Importance

Session Resources for Chapter 01: Human Resource Management (HRM): Meaning,
Importance

Chapter Introduction
Most managers manage Human Resource (HR), whether their formal designations reflect
that or not. In many companies, senior managers are rotated across departments or
divisions. So, a manager with qualifications in the area of Finance or Engineering may
also come to head the Human Resource Management (HRM) department. In small
organizations, there may not be a separate HRM department, yet there would be persons
performing HRM functions. In short, management of human resources is a required skill
for managers across organizations, whether they have formal degrees in the area, or not.

Through this course, we will be introducing HRM for current or aspiring professionals
whose primary training was in some other fields - in short, this is a course in HRM for
people with Non-HRM backgrounds. We invite you to participate in our discussion group
to narrate what kind of organization you represent and how you are connected with HRM
function and its processes. Or, if you are fresh graduate from a field where you haven’t
come across HRM before, how you became interested in this subject. For now, we would
discuss the meaning and nature of HRM, which is the primary objective of this session.

Objectives of Session 1
The objective of the session Human Resource Management (HRM): Meaning,
Importance’ are:
● Discuss the meaning of HRM
● Introduce the functions of the HR Manager
● Discuss the current trends in the role of a Human Resource Manager.
● Present the concepts and techniques required to be understood by non-HR
managers
● Discuss why HRM is essential for non-HR managers

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Chapter Summary
According to Edwin B. Flippo (2007), Human Resource Management is- “the planning,
organization, directing and controlling of the procurement, development, compensation,
integration, maintenance and reproduction of human resources to the end that individual,
organizational and societal objectives are accomplished.” Dessler and Varkkey (2011)
explained, an organisation consists of people with formally assigned roles who work
together to achieve the organisation’s goals. A manager is a person responsible for
accomplishing these goals by managing the efforts of the organisation’s people. HRM
can be understood as a function involving acquisition, maintenance, and development of
human resources, compensating and rewarding them, managing relations with them
while they are with the organization, and managing their exit.

Human resource acquisition process has focused on filling open positions in the
organization, while the talent acquisition aims at building talent pools for future hiring
needs as elaborated by Dessler, G., & Biju, V. (2011). Compensation includes a person’s
base pay, but in many organizations, the salary of an employee is a multi-component
package in which perquisites and allowances are added as a percentage of base pay.
Depending on the employee’s responsibilities and the conditions of the job, expenses
incurred may also be reimbursed.

Training is the process of refining and enhancing the skills and capability of an employee
so as to improve current and future job performance. While the process in an integral part
of Human Resource Management, a lot of times even Non-HR Managers find themselves
imparting training or helping in the skill development of fellow employees.

Performance Appraisal, which may be an annual, bi-annual or quarterly exercise, is a

process under which the job performance of an employee is examined and discussed in
order to identify his/her strengths and weaknesses along with the opportunities for
improvement and skills development.

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The term Labour Relations, also known as Industrial Relations, refers to the system in
which workers and their representatives, employees, employers and the government
interact to set the ground rules for governance of fair and amicable work relationships.

Non-HR-Managers play a vital role in ensuring well-being or health and safety of

employees in the workplace. While managers are not expected to know the technical or
physical aspects of workplace health and safety, they should know when and how to use
existing resources to respond to employee’s concerns.

There are five major functions of management: Planning, Organizing, Staffing, Leading,
and Controlling. In the modern era, managers face new and diverse challenges every
day. These include strategic issues, and improving performance. Managers also end up
making some mistakes even though they may be having the best of intentions. Non-HR
managers should be aware of them so that they can avoid those mistakes.

Chapter Glossary
Management the process of planning, organizing, directing, and controlling all the
activities and functions within an organization so that its goals are achieved.

Human Resource - Any personnel of a business or organization considered as a

significant asset in terms of skills and abilities.

Human resource management (HRM) - is a process of acquiring, training, apprising,

and compensating employees, and of attending to their labour relations, health safety,
and fairness concerns.

Manager - The person responsible for accomplishing the organization’s goals.

Organisation - An organized group of people with a particular purpose, such as a

business or government department (Company or firm).

Authority - The right to make decisions direct others’ work and give orders.

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Employee - A person employed for wages or salary, especially at non-executive level.

Trends - Change or develop in a general direction.

Evidence - The available body of facts or information indicating whether a belief or

proposition is true or valid.

Performance- The action or process of performing a task or function.

Strategic Human Resource Management- Formulating and executing human resource

policies and practices that produce the employee competencies and behaviours the
company needs to achieve its strategic aims.

Benchmarks- Benchmarking is comparing one's business processes and performance

metrics to industry best and best practices from other companies.

Talent Management- The goal oriented and integrated process of planning, recruiting,
developing, managing, and compensating employees.

Related Case studies

Papa’s pizza was founded in the 1960s, offering a variety of fast food options like pizza,
sandwiches, pasta, chicken wings, and desserts.
A typical worker in the fast-food industry is employed to work part time and his work is
closely supervised. The work is very demanding by nature, both physically and mentally
and the worker is supposed to perform multitasking activities like making and delivering
the products, maintaining the quality standards, bearing the constant heat, order-taking,
etc.
Almost all workers at Papa’s are paid at a level where it is a legal requirement or where
it is matched with the lowest in the industry. It is observed that at Papa’s the employee
turnover rate is very high. Any new store manager would leave the organization every 3
to 6 months. And the lower level employee turnover rate was 100%. The company had a
policy that avoided increasing basic wage of workers.

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a. Identify the problem at Papa’s from the perspective of HRM.

b. Suggest possible measures in the order of priority so that Papa’s Pizza can reduce
employee turnover. Please note that salary cannot be increased.

Other Learning material

1. We present a recent article from BW People.in, which is a publication of the
Business World. The author of the article presents interesting points of difference
between the concepts of training and development. However, the matters related
to equal opportunities and pay is not as much within the ‘HRD’ domain as it is in
the ‘HRM’ domain. What do you think?

Additional Reading

Progressive Human Resource Development Policies

When employees get equal opportunities to showcase their talent, they feel self-motivated
in the workplace and prove to be highly productive for the organization

22 April, 2019 by Manit Rastogi

Human resources development (HRD) indicates the development of “human” resources
to remain competitive in the workplace as well as the marketplace. A number of
researchers have proposed that HRD can contribute significantly to organizational
effectiveness (OE), productivity and the quality management of people through
continuous improvement (CI). The HRD policies can facilitate strategic learning and
develop a type of environment conducive to change. It is generally assumed that by
recruiting, hiring and training the right people for the right jobs, companies would be able
to improve their performance. However, if jobs required only technical skills, the function
of a Human Resources team would be rather straightforward. Recruitment processes
would simply determine whether the candidate possesses the necessary knowledge,
skills, and abilities for a position, and these would subsequently be used to build the
workforce.
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Learning and Development Programmes:

On the job Learning and Development programmes can contribute to the growth of
employees in equal measure. Whilst ‘training’ focuses on conducting activities that
develop employees for their current jobs, ‘development’ is preparing employees for future
roles and responsibilities within the organization. The companies can enable this by
building out programs that offer wide exposure, both in terms of company vision and
values. A comprehensive induction process for new entrants can expose them to the
company’s ethos, systems, and processes of thinking, as well as delivery mechanisms.
Furthermore, mentorship at both institutional and individual levels can serve as a key
strategy for evolving a knowledge-based practice. Such programmes not only allow for
cross-pollination of ideas but also maintain and strengthen the ‘collective sense’.

Equal Opportunities & Benefits:

Additionally, a workplace culture, offering equal opportunities, that stands out and attracts
talent from all over the world is the need of the hour. When employees get equal
opportunities to showcase their talent, they feel self-motivated in the workplace and prove
to be highly productive for the organization. Employee Benefits are also an opportunity to
put the company’s values into practice and help to expand their support towards all
employees. Furthermore, recognizing the personal definitions of well-being, work-life
balance and family care, form an integral part of any policy formation. Ensuring safety for
women working long hours, flexibility in working arrangements for new mothers, extended
maternity and paternity leaves, enabling grocery deliveries, day care services, work from
home options and bring your child to work days are some of the ways that organizations
can help employees to uphold their familial and societal commitments and obligations.
Certain profuse benefits such as financial assistance towards certain housing benefits
can help achieve the quintessential Indian dream of owning one’s own home can go a
long way in creating a supportive workplace culture.

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Gender Positivity & Closing the Pay Gap:

India is an incredibly diverse country, and businesses today should celebrate and thrive
on the region’s high level of cultural breadth to provide workplaces that are progressive,
supportive and conducive for all. Organizations today need to be proactive in working
towards breaking existing barriers and ensuring an equitable working environment for all
employees. The only way that the world’s perception can be changed is by introducing
unbiased positions with pay parity across all levels in an organization. There is a huge
responsibility on the shoulders of policymakers to act on gender positivity and bring
reforms. The overall gender perspective has to be transformed in order to enhance
collaboration, talent acquisition, development, and goodwill. Nevertheless, by defying the
stereotypical approach and creating a conducive work culture that promotes gender
positivity and attracts talented professionals, can lead to progressive outcomes and add
to the overall performance of a company.

Creating a ‘people first’ office culture takes unconditional and ongoing effort from all levels
within the organization. Whilst, no one individual is responsible for creating an inclusive
culture, the leadership sets the tone for the company. An inclusive and progressive work
policy adapted at all levels of the hierarchy ensures the outstanding performance of the
entire workforce; as opposed to a biased workplace that is likely to remain outdated with
less diversity in ideation.

(Source:http://bwpeople.businessworld.in/article/Progressive-Human-Resource-
Development-Policies/22-04-2019-169589/#)

2. We present a reader-friendly and simple explanation of what is HRM - for small

businesses.

Human Resource Management

Human Resource Management (HRM) is the term used to describe formal systems
devised for the management of people within an organization. The responsibilities of a
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human resource manager fall into three major areas: staffing, employee compensation
and benefits, and defining/designing work. Essentially, the purpose of HRM is to
maximize the productivity of an organization by optimizing the effectiveness of its
employees. This mandate is unlikely to change in any fundamental way, despite the ever-
increasing pace of change in the business world. As Edward L. Gubman observed in the
Journal of Business Strategy, "the basic mission of human resources will always be to
acquire, develop, and retain talent; align the workforce with the business; and be an
excellent contributor to the business. Those three challenges will never change."

Until fairly recently, an organization's human resources department was often consigned
to lower rungs of the corporate hierarchy, despite the fact that its mandate is to replenish
and nourish what is often cited-;legitimately-;as an organization's greatest resource, it's
workforce. But in recent years recognition of the importance of human resources
management to a company's overall health has grown dramatically. This recognition of
the importance of HRM extends to small businesses, for while they do not generally have
the same volume of human resources requirements as do larger organizations, they too
faced personnel management issues that can have a decisive impact on business health.
As Irving Burstiner commented in The Small Business Handbook, "Hiring the right people-
;and training them well-;can often mean the difference between scratching out the barest
of livelihoods and steady business growth'¦. Personnel problems do not discriminate
between small and big business. You find them in all businesses, regardless of size."

PRINCIPLES OF HUMAN RESOURCE MANAGEMENT

Business consultants note that modern human resource management is guided by
several overriding principles. Perhaps the paramount principle is a simple recognition that
human resources are the most important assets of an organization; a business cannot be
successful without effectively managing this resource. Another important principle,
articulated by Michael Armstrong in his book A Handbook of Human Resource
Management, is that business success " is most likely to be achieved if the personnel
policies and procedures of the enterprise are closely linked with, and make a major
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contribution to the achievement of corporate objectives and strategic plans." A third

guiding principle, similar in scope, holds that it is the HR's responsibility to find, secure,
guide, and develop employees whose talents and desires are compatible with the
operating needs and future goals of the company. Other HRM factors that shape
corporate culture-;whether by encouraging integration and cooperation across the
company, instituting quantitative performance measurements, or taking some other
action-;are also commonly cited as key components in business success. HRM,
summarized Armstrong, "is a strategic approach to the acquisition, motivation,
development and management of the organization's human resources. It is devoted to
shaping an appropriate corporate culture, and introducing programs which reflect and
support the core values of the enterprise and ensure its success."

POSITION AND STRUCTURE OF HUMAN RESOURCE MANAGEMENT

Human resource department responsibilities can be subdivided into three areas:
individual, organizational, and career. Individual management entails helping employees
identify their strengths and weaknesses; correct their shortcomings; and make their best
contribution to the enterprise. These duties are carried out through a variety of activities
such as performance reviews, training, and testing. Organizational development,
meanwhile, focuses on fostering a successful system that maximizes human (and other)
resources as part of larger business strategies. This important duty also includes the
creation and maintenance of a change program, which allows the organization to respond
to evolving outside and internal influences. Finally, there is the responsibility of managing
career development. This entails matching individuals with the most suitable jobs and
career paths within the organization.

Human resource management functions are ideally positioned near the theoretic center
of the organization, with access to all areas of the business. Since the HRM department
or manager is charged with managing the productivity and development of workers at all
levels, human resource personnel should have access to-;and the support of-;key

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decision makers. In addition, the HRM department should be situated in such a way that
it is able to communicate effectively with all areas of the company.

HRM structures vary widely from business to business, shaped by the type, size, and
governing philosophies of the organization that they serve. But most organizations
organize HRM functions around the clusters of people to be helped-;they conduct
recruiting, administrative, and other duties in a central location. Different employee
development groups for each department are necessary to train and develop employees
in specialized areas, such as sales, engineering, marketing, or executive education. In
contrast, some HRM departments are completely independent and are organized purely
by function. The same training department, for example, serves all divisions of the
organization.

In recent years, however, observers have cited a decided trend toward fundamental
reassessments of human resources structures and positions. "A cascade of changing
business conditions, changing organizational structures, and changing leadership has
been forcing human resource departments to alter their perspectives on their role and
function almost overnight," wrote John Johnston in Business Quarterly. "Previously,
companies structured themselves on a centralized and compartmentalized basis-;head
office, marketing, manufacturing, shipping, etc. They now seek to decentralize and to
integrate their operations, developing cross-functional teams'¦. Today, senior
management expects HR to move beyond its traditional, compartmentalized 'bunker'
approach to a more integrated, decentralized support function." Given this change in
expectations, Johnston noted that "an increasingly common trend in human resources is
to decentralize the HR function and make it accountable to specific line management.
This increases the likelihood that HR is viewed and included as an integral part of the
business process, similar to its marketing, finance, and operations counterparts.
However, HR will retain a centralized functional relationship in areas where specialized
expertise is truly required," such as compensation and recruitment responsibilities.

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HUMAN RESOURCE MANAGEMENT- KEY RESPONSIBILITIES

Human resource management is concerned with the development of both individuals and
the organization in which they operate. HRM, then, is engaged not only in securing and
developing the talents of individual workers, but also in implementing programs that
enhance communication and cooperation between those individual workers in order to
nurture organizational development.

The primary responsibilities associated with human resource management include: job
analysis and staffing, organization and utilization of workforce, measurement and
appraisal of workforce performance, implementation of reward systems for employees,
professional development of workers, and maintenance of workforce.

Job analysis consists of determining-;often with the help of other company areas-;the
nature and responsibilities of various employment positions. This can encompass
determination of the skills and experiences necessary to adequately perform in a position,
identification of job and industry trends, and anticipation of future employment levels and
skill requirements. "Job analysis is the cornerstone of HRM practice because it provides
valid information about jobs that is used to hire and promote people, establish wages,
determine training needs, and make other important HRM decisions," stated Thomas S.
Bateman and Carl P. Zeithaml in Management: Function and Strategy. Staffing,
meanwhile, is the actual process of managing the flow of personnel into, within (through
transfers and promotions), and out of an organization. Once the recruiting part of the
staffing process has been completed, selection is accomplished through job postings,
interviews, reference checks, testing, and other tools.

Organization, utilization, and maintenance of a company's work force is another key

function of HRM. This involves designing an organizational framework that makes
maximum use of an enterprise's human resources and establishing systems of
communication that help the organization operate in a unified manner. Other
responsibilities in this area include safety and health and worker-management relations.
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Human resource maintenance activities related to safety and health usually entail
compliance with federal laws that protect employees from hazards in the workplace.
These regulations are handed down from several federal agencies, including the
Occupational Safety and Health Administration (OSHA) and the Environmental Protection
Agency (EPA), and various state agencies, which implement laws in the realms of
worker's compensation, employee protection, and other areas. Maintenance tasks related
to worker-management relations primarily entail: working with labor unions; handling
grievances related to misconduct, such as theft or sexual harassment; and devising
communication systems to foster cooperation and a shared sense of mission among
employees.

Performance appraisal is the practice of assessing employee job performance and

providing feedback to those employees about both positive and negative aspects of their
performance. Performance measurements are very important both for the organization
and the individual, for they are the primary data used in determining salary increases,
promotions, and, in the case of workers who perform unsatisfactorily, dismissal.

Reward systems are typically managed by HR areas as well. This aspect of human
resource management is very important, for it is the mechanism by which organizations
provide their workers with rewards for past achievements and incentives for high
performance in the future. It is also the mechanism by which organizations address
problems within their work force, through institution of disciplinary measures. Aligning the
workforce with company goals, stated Gubman, "requires offering workers an
employment relationship that motivates them to take ownership of the business plan."

Employee development and training is another vital responsibility of HR personnel. HR is

responsible for researching an organization's training needs, and for initiating and
evaluating employee development programs designed to address those needs. These
training programs can range from orientation programs, which are designed to acclimate

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new hires to the company, to ambitious education programs intended to familiarize

workers with a new software system.

"After getting the right talent into the organization," wrote Gubman, "the second traditional
challenge to human resources is to align the workforce with the business-;to constantly
build the capacity of the workforce to execute the business plan." This is done through
performance appraisals, training, and other activities. In the realm of performance
appraisal, HRM professionals must devise uniform appraisal standards, develop review
techniques, train managers to administer the appraisals, and then evaluate and follow up
on the effectiveness of performance reviews. They must also tie the appraisal process
into compensation and incentive strategies, and work to ensure that federal regulations
are observed.

Responsibilities associated with training and development activities, meanwhile, include

the determination, design, execution, and analysis of educational programs. The HRM
professional should be aware of the fundamentals of learning and motivation, and must
carefully design and monitor training and development programs that benefit the overall
organization as well as the individual. The importance of this aspect of a business's
operation can hardly be overstated. As Roberts, Seldon, and Roberts indicated in Human
Resources Management, "the quality of employees and their development through
training and education are major factors in determining long-term profitability of a small
business'¦. Research has shown specific benefits that a small business receives from
training and developing its workers, including: increased productivity; reduced employee
turnover; increased efficiency resulting in financial gains; [and] decreased need for
supervision."

Meaningful contributions to business processes are increasingly recognized as within the

purview of active human resource management practices. Of course, human resource
managers have always contributed to overall business processes in certain respects-;by
disseminating guidelines for and monitoring employee behavior, for instance, or ensuring
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that the organization is obeying worker-related regulatory guidelines. Now, increasing

numbers of businesses are incorporating human resource managers into other business
processes as well. In the past, human resource managers were cast in a support role in
which their thoughts on cost/benefit justifications and other operational aspects of the
business were rarely solicited. But as Johnston noted, the changing character of business
structures and the marketplace are making it increasingly necessary for business owners
and executives to pay greater attention to the human resource aspects of operation:
"Tasks that were once neatly slotted into well-defined and narrow job descriptions have
given way to broad job descriptions or role definitions. In some cases, completely new
work relationships have developed; telecommuting, permanent part-time roles and
outsourcing major non-strategic functions are becoming more frequent." All of these
changes, which human resource managers are heavily involved in, are important factors
in shaping business performance.

THE CHANGING FIELD OF HUMAN RESOURCE MANAGEMENT

In recent years, several business trends have had a significant impact on the broad field
of HRM. Chief among them was new technologies. These new technologies, particularly
in the areas of electronic communication and information dissemination and retrieval,
have dramatically altered the business landscape. Satellite communications, computers
and networking systems, fax machines, and other devices have all facilitated change in
the ways in which businesses interact with each other and their workers. Telecommuting,
for instance, has become a very popular option for many workers, and HRM professionals
have had to develop new guidelines for this emerging subset of employees.

Changes in organizational structure have also influenced the changing face of human
resource management. Continued erosion in manufacturing industries in the United
States and other nations, coupled with the rise in service industries in those countries,
have changed the workplace, as has the decline in union representation in many
industries (these two trends, in fact, are commonly viewed as interrelated). In addition,
organizational philosophies have undergone change. Many companies have scrapped or
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adjusted their traditional, hierarchical organizational structures in favor of flatter

management structures. HRM experts note that this shift in responsibility brought with it
a need to reassess job descriptions, appraisal systems, and other elements of personnel
management.

A third change factor has been accelerating market globalization. This phenomenon has
served to increase competition for both customers and jobs. The latter development
enabled some businesses to demand higher performances from their employees while
holding the line on compensation. Other factors that have changed the nature of HRM in
recent years include new management and operational theories like Total Quality
Management (TQM), rapidly changing demographics, and changes in health insurance
and federal and state employment legislation.

SMALL BUSINESS AND HUMAN RESOURCE MANAGEMENT

A small business's human resource management needs are not of the same size or
complexity of those of a large firm. Nonetheless, even a business that carries only two or
three employees faces important personnel management issues. Indeed, the stakes are
very high in the world of small business when it comes to employee recruitment and
management. No business wants an employee who is lazy or incompetent or dishonest.
But a small business with a workforce of half a dozen people will be hurt far more by such
an employee than will a company with a workforce that numbers in the hundreds (or
thousands). Nonetheless, "most small business employers have no formal training in how
to make hiring decisions," noted Jill A. Rossiter in Human Resources: Mastering Your
Small Business. "Most have no real sense of the time it takes nor the costs involved. All
they know is that they need help in the form of a 'good' sales manager, a 'good' secretary,
a 'good' welder, and so on. And they know they need someone they can work with, who
is willing to put in the time to learn the business and do the job. It sounds simple, but it
isn't."

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Before hiring a new employee, the small business owner should weigh several
considerations. The first step the small business owner should take when pondering an
expansion of employee payroll is to honestly assess the status of the organization itself.
Are current employees being utilized appropriately? Are current production methods
effective? Can the needs of the business be met through an arrangement with an outside
contractor or some other means? Are you, as the owner, spending your time
appropriately? As Rossiter noted, "any personnel change should be considered an
opportunity for rethinking your organizational structure."

Small businesses also need to match the talents of prospective employees with the
company's needs. Efforts to manage this can be accomplished in a much more effective
fashion if the small business owner devotes energy to defining the job and actively taking
part in the recruitment process. But the human resource management task does not end
with the creation of a detailed job description and the selection of a suitable employee.
Indeed, the hiring process marks the beginning of HRM for the small business owner.

Small business consultants strongly urge even the most modest of business enterprises
to implement and document policies regarding human resource issues. "Few small
enterprises can afford even a fledgling personnel department during the first few years of
business operation," acknowledged Burstiner. "Nevertheless, a large mass of personnel
forms and data generally accumulates rather rapidly from the very beginning. To hold
problems to a minimum, specific personnel policies should be established as early as
possible. These become useful guides in all areas: recruitment and selection,
compensation plan and employee benefits, training, promotions and terminations, and
the like." Depending on the nature of the business enterprise (and the owner's own
comfort zone), the owner can even involve his employees in this endeavor. In any case,
a carefully considered employee handbook or personnel manual can be an invaluable
tool in ensuring that the small business owner and his or her employees are on the same
page. Moreover, a written record can lend a small business some protection in the event
that its management or operating procedures are questioned in the legal arena.
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Some small business owners also need to consider training and other development needs
in managing their enterprise's employees. The need for such educational supplements
can range dramatically. A bakery owner, for instance, may not need to devote much of
his resources to employee training, but a firm that provides electrical wiring services to
commercial clients may need to implement a system of continuing education for its
workers in order to remain viable.

Finally, the small business owner needs to establish and maintain a productive working
atmosphere for his or her work force. Employees are far more likely to be productive
assets to your company if they feel that they are treated fairly. The small business owner
who clearly communicates personal expectations and company goals, provides adequate
compensation, offers meaningful opportunities for career advancement, anticipates
workforce training and developmental needs, and provides meaningful feedback to his or
her employees is far more likely to be successful than the owner who is neglectful in any
of these areas.

(Source: https://www.inc.com/encyclopedia/human-resource-management.html)

Chapter FAQs
1. What is Human Resource Acquisition?
Human Resource acquisition process has focused on filling open positions in the
organization.

2. What is Talent Acquisition?

Talent acquisition is a process that helps build talent pools for future hiring needs.

3. What is Management?
Management is the process of planning, organizing, directing, and controlling all
the activities and functions within an organization so that its goals are achieved.

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4. What is Human Resource Management?

Human Resource Management is a process of acquiring, training, apprising, and
compensating employees, and of attending to their labour relations, health safety,
and fairness concerns.

5. What is strategic HRM?

Strategic HRM is a process of formulating and executing human resource policies
and practices that produce the employee competencies and behaviours the
company needs to achieve its strategic aims

HRM For Non-HR Managers /MOOC-2020 /B K School of Professional and Management Studies, Gujarat
University

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