Introduction

The field of Human Resources began to take shape in the eighteenth century in Europe. It was built on a
simple idea that belonged to Robert Owen and Charles Babbage during the Industrial Revolution. The
two concluded that people play a key role in the success of an organization. They expressed their point of
view, saying that the well-being of the employees led to a perfect job; without healthy workers, the
organization would not survive.

The UK was established in the early twentieth century, as a specific field influenced by Frederick
Winslow Taylor. Taylor researched what he called "scientific management" (sometimes called
"Taylorism"), trying to improve the economic efficiency of jobs in the manufacturing industry. Finally, it
focused on one of the main input elements in the manufacturing process - labor - requesting information
on labor productivity.

Meanwhile, in England, CS Myers, influenced by unexpected problems among soldiers, which alarmed
generals and politicians in World War I , co-founded the National Institute of Industrial Psychology
(NIIP) in 1921. In doing so, he laid the groundwork for the human relations movement. This movement,
on both sides of the Atlantic, was developed on the basis of research by Elton Mayo and other theorists,
who were inspired by the Hawthorne Studies and other studies of stimuli that, independent of financial
compensation and working conditions could result in more productive workers. The work of Abraham
Maslow , Max Weber , Frederick Herzberg and David McClelland , which formed the basis of studies in
the field of industrial psychology and organizational, organizational behavior and organizational theory,
has been interpreted in such a way as to further claim the legitimacy of an applied discipline.

When there was sufficient theoretical evidence to create a feasibility study for strategic workforce
management, changes in the business landscape (such as the methods of Andrew Carnegie and John
Rockefeller) and public policy (such as the methods of Sidney and Beatrice Webb, Franklin D. Roosevelt
and The New Deal) this discipline transformed the employer-employee relationship, and this in itself
became official as "industrial and labor relations." In 1913, one of the oldest known professional human
resource associations - the Chartered Institute of Personnel and Development (CIPD) - debuted in
England as the Welfare Workers' Association; changed its name a decade later to the Institute of
Industrial Welfare Workers, and for the next 10 years to the Institute of Labor Management, before
establishing its current name in 2000

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Explain the purpose and scope of Human Resource Management in terms of resourcing an
organisation with talent and skills appropriate to fulfil business objectives

1 Definition and objectives of human resources management

In recent years, the staff function has evolved as a concept and content, generating the emergence and
development of a new branch "human resources management". Human resource management is that
organizational activity that allows the most efficient use of people (employees) to achieve organizational
and individual goals.

Human resource management includes all managerial decisions and practices that directly influence or
affect people, respectively human resources, which operate within an organization. In this regard, special
attention was paid to the way in which organizations coordinate their human resources, because it was
concluded that their management has a particularly important role in successfully achieving the
organization's objectives.

Human resources management includes organizational activities aimed at the flow of staff in the
company (providing the necessary human resources), conditions for maintaining staff (relations at work,
compensation and benefits specific to the job, health and safety conditions, etc.) and conditions human
resources development (individual and organizational development). In order to ensure the human
resources to cover both the managerial and the executive positions, the managers must go through the
following sequential stages:

• Job analysis;

• Human resources planning;

• Recruitment;

• Selection and assignment of human resources;

• Professional training;

• Evaluation of human resources performance.

Obviously, this list is not exhaustive, but it mentions most of the important actions that human resources
management deals with.

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 Human resources management has three important characteristics, namely:

 Human resources management is action-oriented. It does not focus on filing, description or rules.
Human resource management emphasizes and seeks solutions to employee problems to help achieve
organizational goals and to facilitate individual development and satisfaction.
 Human resource management is oriented towards the individual. Whenever possible, human
resource management treats each employee as a distinct individual and provides distinct services and
programs to meet their individual needs.
 Human resources management is future-oriented. He is concerned with the organization's
objectives and helps to achieve them in the future by "providing" competent, well-motivated
employees.

The main objective of human resource management is to provide skill and experience in this field in
order to obtain optimal and safe performance, using the most appropriate methods.

2 The role of human resources in the company

Human resources represent the set of heterogeneous groups made up of people with specific interests,
objectives and own points of view, which influence through the quality of professional training and
through its participation, the progress of the company.

The primary role of human resources on the scale of the entire society is also found at the company
level, a fact recognized and argued by many specialists. The main elements that prove it are the
following:

 The labor force is the only creator of use value. In fact, the company is the basic economic cell of
society that is created by people, products and services.
 The human resource is the only creator, not only economically, but also spiritually, scientifically.
Generating new ideas materialized in products, technologies, management methods, new
organizational solutions, etc. it is the exclusive prerogative of man.
 The effectiveness of the use of material and informational resources depends to a decisive extent
on human resources.

However, the emphasis on the role of human resources does not mean an underestimation of
material, financial and informational resources. The systemic conception of the company
involves the approach of human resources in close interdependence with the other resources,

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 starting from the fundamental objectives whose achievement they compete together, from the
essential connections that exist between them. Overloading human resources to the detriment of
others affects the dynamic balance of the company that conditions its operation and profitable
development.

Today, specialists in the field claim that the staff activity is one of the most important. The organization
that approaches human resources professionally has all the chances to obtain high performances in all
fields of activity. Therefore, the success of organizations, the degree of competitiveness, their progress,
depend more and more on the quality of human resources, their level of creativity, because not only the
quality of products and services matters but also the quality of the people the organization has.

A. Assess how the functions of HRM can provide talent and skills appropriate to fulfil business
objectives

The role of a professional HR department is to help the organization evolve, to resolve its conflicts, to
show when there are slips and to contribute to their elimination. HR is a strategic partner of the
company's management. By developing strategies he can contribute to changing the organization so that
it adapts better to the environment in which it operates.

The mission of the HR department aims to:

 Achieving equitable systems of remuneration and compensation of employees;

 Offering assistance to other departments to obtain higher level work results;
 Monitoring the processes of application of human resources policies, recruitment and selection,
integration in the company of new employees, promotion and training, supervision of compliance with
the rules of discipline and ethics in the company, conflict resolution.

A professional HR department must demonstrate that it is able to:

 brings an added value to the organization by contributing to achieving the objectives;

 recognize and treat all its members as clients of the organization and hence the satisfaction of their
needs;
 recognize the need for change and provide solutions. Continuous improvement is the key to
success;
 takes a stand against actions that undermine the goals of the organization;

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  be able to analyze the organization and contribute to its recovery. Organizational climate analysis is
a tool that provides answers;
 identify the training needs of employees so that they can increase the level of performance in
performing tasks. Subsequently, retaining trained employees in the company is a process that
involves recognizing their value, stimulating and increasing membership in the company.

Currently, within an organisation, more and more attention is being paid to the strategic management of
human resources, which contributes to obtaining synergistic effects. The mission, goals and tasks of the
authority are not accomplished by themselves, but are achieved by and with the help of forms the
authority.

The human factor determines the efficiency and effectiveness of the functioning of any organisation and
the ability to achieve, through the activities carried out, an impact real at the community level. Therefore,
today, the key aspect in the institutional development strategy is the personnel strategy.

For the first time the concept of strategic resource management human was proposed by Charles J.
Fombrun, which states that the efficient functioning of the organization is based on the following three
aspects key:

 The mission and strategy of the organization;

 Organizational structure;
 Human resources management.

The main conclusion made by Fombrun is: the management of human resource systems and
organizational structures must be in accordance with the organization's strategies.

Reported to an organisation the importance of strategic human resources management is determined by

the following principles:

 Active use of the resource planning process human resources in the conditions of insufficiency of
qualified personnel;
 Using a complex approach to developing systems human resource management, which is based on
a on a policy and effective labor relations and personnel strategy;
 Coordinating the directions and activities of the personnel policy with the institutional development
strategy, as well as with the socio-economic development strategy of the locality;
 Attitude towards the authority's staff as a "strategic resource", which provides the authority with the
necessary capabilities.

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Therefore, the strategic management of human resources represents a sustainable system of human
resources use and actions aimed at ensuring the implementation of the public authority strategy. Also,
strategic human resource management is seen as an approach specific, reference, decision-making aimed
at implementation all stages of human resource management, but which do not contradict the general
policy of the public authority.

The organisation where a strategic approach is likely to be taken an strategic management of human
resources will have:

• well-developed mission and well-understood values that support the mission, especially in the areas of
quality, flexibility, teamwork, performance, involvement, acceptance of employees as people with strong
interests in the organization and recognition of the importance of needs individual;

• strong, visionary leadership;

• team closely united at the top;

• a coherent and well-articulated organizational strategy;

• Proactive approach in dealing with problems and opportunities, but having the ability to adapt quickly
to change;

• separate and clear identity and culture;

• an active personnel manager involved in important decisions and which is supported by various
specialists

• management's appreciation that HRM strategies are part of integral part of institutional development
strategies and that they the latter will only be successful if the human factor and the needs of different
people, who have strong interests (stakeholders), such as citizens, are taken into account at the time
strategic decisions are made.

Ensuring the presence of these conditions is done by consolidating the formal side of the activity:
strategies, regulations, standards of performance, etc., but also through the daily decisions and behaviors
of the management representatives, which develop and consolidate a certain type of organizational
culture.

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 Evaluate the strengths and weaknesses of different approaches to recruitment and
selection

The recruitment process consists in promoting vacancies using the most appropriate channels,means and
tools to maximize the rate of attracting the most suitable candidates, as addressability and accessibility
within the target group of potential applicants to meet almost entirely the conditions and criteria provided
in the profile of the ideal candidate.The success of the recruitment campaign depends on the effectiveness
and efficiency of the selection process, which it succeeds (logically and chronologically) the recruitment
one. The selection consists of evaluation, deliberation, the distinction between the received applications,
including in the stage of analysis of the CVs, as well as in the one of holding successive rounds of
interviews.

Recruitment channels are those means by which the employer communicates the existence of a vacancy,
based on a job advertisement. These channels are diverse and are primarily customized in depending on
the strategy chosen by the employer, giving priority to either internal recruitment (the case of more
frequently, also considered an example of good practice), either externally or equally applications
received from internal candidates (current employees looking for a new job opportunity) career within
the organization) and from those outside the company. Internal recruitment involves informing
employees about the existence of a vacancy, and at the end of the selection the chosen employee will take
a new job.

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 The following table shows an analysis of the most frequently cited advantages and disadvantages, in
practice and in the literature, for the two complementary recruitment strategies: internal or external.
Advantage
Recruitment Type
Internal Reduced costs (eg with posting
announcement and especially with
the process of
integration after selection.
It is motivating for employees to
notice that they have priority in
accessing opportunities for the
development of career, provided that
appointment / promotion / relocation
to be considered fair, just, achieved
on exclusively meritocratic criteria.
The employee is already familiar
with the work environment is
socialized in the culture of the
organization, know in
what are the expectations, the rules,
customs, fundamental assumptions,
and compatibility with the team will
facilitate it effective accommodation
to the new role.
Consequently, an insider will start to
perform (deliver results expected)
generally faster than in the case of an
outsider.
The Employer has access to the
previous course of an insider, ii
knows the career trajectory and the
level performance in the previous
job, level that often proves to be a
valid predictor of new fulfillment
powers
Disadvantage
Favoring internal recruitment is
criticized as procedural inequity,
because it does not respect the
principle of equality chances,
limiting or even blocking access of
candidates from external, no matter
how qualified, valuable or
competent would be.
Contributes to the emergence and
expansion "Group thinking", of
homogenization artificial views
through simple, undisputed
consensus.
It restricts innovation and
encourages resistance to change,
reactions of intolerance to
uncertainty and ambiguity.
If used systematically, mod
consistent for almost all
vacancies, this strategy prevents
the "recovery" of labor
and reduces fluctuation beneficial
to organization, ceasing or slowing
down the departure of the
underperforming
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Recruitment Advantage Disadvantage
Type

External In general, these Higher management costs

advantages are “in recruitment and selection processes
mirror ”compared to those (possibly by calling the agencies
set out above specialized)
- respectively counteracts
disadvantages of internal Increase the duration and costs of integration and
recruitment initial training for clarification,
assimilation and assumption of rules and
Allows refreshment and organizational procedures
"Receiving" staff, bringing (possibly through mentoring programs,
a "new breath", often coaching)
beneficial for innovation,
creativity, thinking- Higher risk of invalidation of
focused resolution the result of selection by leaving
strategies premature of his organization
divergence and paradigm performance below expectations, due
multiple intelligences value or style incompatibility
between the new employee and the new
Ensures more intense Employer;
competition by accessing a
more extensive base Increases the risk of rejecting the offer of
of talent, from both sources employment and the need for resumption
(internal and external recruitment-selection process
candidates)

Meets the criteria of equity

and equal treatment,
discriminatory

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 Evaluate the effectiveness of the key elements of Human Resource Management in an
organisation
Explain the benefits of different HRM practices within an organisation for both the employer
and employee.
The diversity of these above mentioned factors explains the variety of approaches in this area,
present in the literature. A summary of these approaches is presented below.
A first approach is the administrative one. It is based on concepts classical management and
involves the development of those specific activities that allow control rigorous and minimize the
costs associated with the staff of an organization. From this perspective, various specialists have
defined human resource management practices as a system of control or a technical system.
Research in the field of human resources has highlighted another approach, the based one on
resources, which created the premises for the development of another important approach in the
field, strategic approach. According to the resource-based approach, a company develops its
competitive advantage not only by providing these resources, but also by developing, combining
and using them effectively in a way that makes it difficult for competitors to imitate.
The appearance of the notion of good practices in the specialized literature, generated the premises a new
approach in the field of human resources, the universalist approach. According to her, human resource
practices developed within different organizations tend to be those that they have already proven to be
performance generators for other companies. It is assumed that these practices will not differ from one
country to another or from one sector of activity to another.
The institutional context, different from one country to another, requires from a company a specific
approach based on the development of practices in line with it and adaptation to the particularities of the
national economic system. Various researchers have analyzed these differences, both on the issues
addressed in the field of human resource management in the case of each institutional context, as well as
regarding the specific practices.
The way in which human resources management is approached at the level of each country and
explaining the differences between the practices associated with the field has often been the subject
cultural approach, especially in the European space. Different authors have identified in the studies
developed groups of countries with certain characteristics related to the field of human resources.
The cultural perspective was used to explain the differences in practices between certain countries.
Regarding the definition of the strategic approach in the field of human resources, we find in
literature numerous points of view. One of the most complete of they appreciate that the strategic
management of human resources involves a planned model of activities related to the field of
human resources, aiming to achieve the objectives organizational. This point of view highlights the
link between specific practices the field of human resources and the company's strategy, but also
the correlation of different practices through a planned model.
In the context of the strategic approach, people are considered the most important resource of an
organization, a real strategic resource of it. This assessment is based on the recognition that the
staff of a company plays an important role, both in implementation of its strategy, as well as in the
functioning of the management system.

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The implementation of the strategy is considered even more important than its choice. The
difference performance between different companies is given by the ability of their staff to execute
effectively the chosen strategy.
They are part of the human resources management practices associated with the strategic approach
a number of lesser known and widespread practices within firms, such as the development of a
reward system to support the strategic contribution of the field, as well as other activities related to
the development of teamwork, ensuring the flexibility of the workforce, management careers and
talents, activities designed to support the successful implementation of the strategy the company.
Organizations around the world are trying to adapt to the new situations caused by the current health
situation, and in the process, human resources are tasked with helping people perform their professional
tasks in a healthy, positive and productive way - whether from home, either from the office.In any
competitive field, the goal of any manager is to achieve the best possible results with minimal expenses.
Any for-profit company knows that cost reduction, even in turbulent times of crisis, is an unpopular
practice, viewed with distrust by employees and giving negative signals in the market in which the
company operates. But not all spending cuts involve cuts in salaries or benefits, and a smart HR manager
will know that the most important thing is to develop an effective strategy that works in the long run and
does not affect work in any way. day by day. Here are the best plans you can rely on:

Reduce unnecessary expenses with office products

Every office needs consumables. Sheets, pens, staplers or printers are indispensable for everyone, but
often the costs of these office products are inexplicably high. To reduce these costs you just need to make
a list of the products and quantities you need and determine how many times a year you will buy them.
You probably already know that if you order them online, you can receive many discounts, in addition to
the fact that the products in the virtual stores are cheaper anyway.In addition, the prices of some
consumables can vary enormously, although their quality is the same. Take these Canon printer
cartridges as an example, which you can buy 8 times cheaper. Compatible printer cartridges are as good
as the original ones, but the latter can cost as much as a printer. The reason is simple: printer
manufacturers need financial resources to invest in the development of new technologies, while
independent manufacturers do not have such costs in manufacturing cartridges, so they can afford to offer
unbeatable prices.

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Hiring and retaining talented people in the field

The mentality according to which no one is irreplaceable has brought great problems to the companies
that have been guided by this saying. In fact, to replace a long-term employee in a company means to
start from scratch with another who has to go through a training, who is not familiar with the course of
things, with the daily routine and does not know the same good colleagues. The adaptation period usually
lasts a few months, during which time the new employee will not be able to show his
performance.Therefore, the most productive companies are those that manage to retain their employees
and keep the most competent, even if they pay them more and provide them with the benefits they want,
writes totalhrmanagement.com. This type of strategy does not have a more significant cost, especially if
we balance the long-term results and the return that an old man gives to a newcomer.

Automates lengthy manual procedures

The last strategy we propose to you for cost efficiency is to automate all the processes that require
manual work, are difficult and need a lot of time. Automation is the shortest way to quickly increase
productivity, and the depreciation of the equipment or programs you invest in is done in a short time. In
addition, any company that wants to be successful in the long run should always be aware of changes in
technology and consider how it could introduce innovations so as to make its work more efficient and
easier. Digitization has made life easier for all of us, and as it develops and improves, top managers need
to keep up with these changes. Only in this way will they be able to become leaders in the market in
which they operate and offer quality products and services.What other cost-effective methods have you
successfully applied? Which do you think is the best of our proposals?

Analise internal and external factors that affect HR decisison-making,includin emplyment legistlation

Analyse the importnate of emplyee relatioships in respect ot influencing HRM decision making.

The starting point in any human resources strategy should be a clear outline of the roles that people have
in the organization and, more important than a simple design of networks of positions and roles, should
be the design of the vision of people-in- organization. Such a vision should be more than a banner with
well-chosen words on a wall in the central lobby and be reflected in every stage of human resource
management processes, from the design of human resource strategies to the design of methodologies. and
recruitment procedures. People do not work for the organization, people are the organization.

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