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What do you mean by Human Resource Management? Discuss the function of

HRM.

HRM is the study of activities regarding people working in an organization. It is a

managerial function that tries to match an organization’s needs to the skills and
abilities of its employees.

defination
According to the Invancevich and Glueck, “HRM is concerned with the most
effective use of people to achieve organizational and individual goals. It is the
way of managing people at work, so that they give their best to the organization”.
In short Human Resource Management (HRM) can be defined as the art of
procuring, developing and maintaining competent workforce to achieve the goals
of an organization in an effective and efficient manner

function

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 strategy is staffing
and employee development

2. Equal Employment Opportunity: Compliance with equal employment

opportunity (EEO) laws and regulations affects 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

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 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.

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 to 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.
Training and Development programs provide useful means of assuring that
the employees are capable of performing their jobs at acceptable levels and
also more than that. All the organizations provide training for new and in
experienced employee. In addition, organization often provide both on the
job and off the job training programmes for those employees whose jobs are
undergoing change.

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 in that people are generally attracted to organizations offering a
higher level of pay in exchange for the work performed. To be competitive,
employers develop and refine their basic compensation systems and may
use variable pay programs such as incentive rewards, promotion from within
the team, recognition rewards, balancing team and individual rewards etc.
This function uses rewards to motivate personnel to achieve an
organization’s goals of productivity, innovation and profitability.
Compensation is also related to employee development in that it provides an
important incentive in motivating employees to higher levels of job
performance to higher paying jobs in the organization.

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 concerns 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

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 and employees alike know what is expected. In some organizations,
union/management relations must be addressed as well. The term labour
relation refers to the interaction with employees who are represented by a
trade union. Unions are organization of employees who join together to
obtain more voice in decisions affecting wages, benefits, working conditions
and other aspects of employment. With regard to labour relations the major
function of HR personnel includes negotiating with the unions regarding
wages, service conditions and resolving disputes and grievances.

Discuss the challenges of HUMAN RESOURCE

Regardless of whether you are a small company or a much larger enterprise,

you are likely to encounter some amount of challenges when it comes to
managing your people. HR challenges emerge every year in response to
changes in the economy, political climate, and social context and circumstances.
Recently, a renowned focus has been placed on issues such as minimum wage
increases, workplace wellness and safety, violence in the workplace, and
updating HR policies on substance use. In 2021 especially, Human Resource
departments are facing even newer, and more unfamiliar, challenges to tackle
and manage.

HR management encompasses the ability of your organization to identify,

understand and remedy the needs of your employees – an ability that will
ultimately impact how your business competes for talent, both now and in the
future. The first step to curating your workplace culture and business values to
best suit the needs of your employees, while maintaining productivity and
success, is to recognize the key modern HR challenges business owners and
HR managers are dealing with in today’s workplace.

Most Important HR challenges

1. Attracting Top Talent

In order to attract the right individuals for your organization, you first need to
have a clear understanding of the requirements of the job and the objectives of
the company. But as roles and expectations are continuously changing in the
modern workplace, modifying your recruitment strategy to your shifting
organizational culture can be difficult. A good starting point to grappling with this
challenge in 2020 is to first examine how and where your company is marketing
its vacancies. Identify the platforms and mediums your target talent is most likely
to be frequenting, focusing most of your advertisements there. The preferred

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 platforms will depend largely on your target talent’s skills, industry, and job level,
so advertising in the spaces where candidates with those target characteristics
will see it will save you a lot of time in the screening stage.

Once you have gathered a pool of potential candidates from your advertisement
efforts, it is now time to screen them. Rather than sticking by the traditional
screening method of assessing how well the candidate is fit for the job, it is more
critical than ever to focus instead on how well they will fit into the organization.
Generate interview questions that gauge their willingness to learn, their
readiness for taking on challenges, and their comfort level with change and
adaption to the current shifting nature of work itself. By focusing on these
essential qualities, you are much more likely to create a team of employees who
can remain responsive and comfortable with change, even as organizational
needs transform and shift over time. Remaining vigilant to the future of your
company, rather than assessing they are a good fit today, is critical to
overcoming this HR challenge.

2. Embracing Change

Aligning with organizational change is essential, affecting every dimension of the

workplace from the working environment, to the nature of competition, to
customer interactions. However, whether the change is managerial, structural,
procedural, or technological, it is likely to invoke at least some amount of
discomfort amongst your employees. Especially today, when so many
organizations are forced to change in ways they never have before to
accommodate the effects of the pandemic on business, the feeling of uncertainty
that change evokes can bring about severe levels of anxiety amongst your team.
Human Resource departments are typically tasked with managing employee
morale, happiness, and cooperation through periods of change. They now need
to be consistently upskilling team members, so they are better prepared to meet
the constantly changing needs of the business.
Grappling with this HR challenge is particularly challenging and will depend
largely on the nature of change occurring for your business. While many
companies are encountering relatively similar demands for change simply based
on the global situation, the ways in which your HR department chooses to best
prepare your team members will vary. A good starting point for organizations is
to simply aim to communicate frequently and transparently before, during, and
after periods of change. Provide significant warning and notice of changes that

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 will be coming and equip employees with the skills and competencies they will
need to respond to and overcome it.

3. Developing Leaders

According to a 2018 survey, employees with poor relationships with their direct
managers are four times more likely to separate from their company than
employees who feel their leader is competent and skilled..

Now more than ever, employees look to their managers as a source of

inspiration and motivation. But this can be potentially problematic if those
leaders-in-the-making stick around long enough to become leaders. And, in an
increasingly millennial-heavy workforce, companies are seeing higher turnover
rates from potential leaders than ever. This is what makes leadership
development one of the largest HR challenges being faced today.
How you actually go about responding to this challenge will vary, but at its core,
retention is largely linked to motivation. Motivating your employees to stay by
providing training that aligns with a clear career path is critical, since it
demonstrates to your talented employees that you truly value them, recognize
their potential for leadership growth, and are willing to actively invest in that
growth.

4. Managing Diversity

Globalization and diversification are affecting business everywhere. Not only are
customer reaches extended past the traditional Head Offices, but talent can now
be sourced from across oceans and borders.

However, diversity in the workplace come with a few HR challenges, including

managing diverse cultures in localized teams. While adhering to local policies
and procedures, the Human Resources department’s principle goal should
always be to foster a workplace environment that is comfortable, welcoming, and
free of conflict. Implementing cultural awareness programs can be helpful in
making employees aware of the benefits of a diverse workplace, drawing
attention to the better ideas and innovations a diverse team yields, and the wider
customer reach attainable for a diverse business. Another helpful tool for
managing diversity in the workplace are team building activities, which can assist
in integrating employees of different cultures and uniting them towards a
collective business objective.

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 5. Monitoring Health and Safety

Keeping in line with health and safety standards have always been one of the
most obvious HR challenges faced by businesses globally. Not only are these
concerns governed by regional labor laws, they are also incredibly important to
overall employee wellbeing, an area under increased focus as of late.
In 2020, health in the workplace is about much more than just hygiene and
safety. Higher demands and arduous workloads can cause the psychological
well-being of your employees to deteriorate or lead to employee burnout
altogether. Periods of stress are to be expected, and some employees may even
produce their best work under times of healthy pressure, but high levels of stress
are simply damaging over long periods of time.
In response to the pandemic, employee stress levels are resting at an even
higher rate than usual. This means being receptive to their individual health
during this time and remaining aware of the need for appropriate levels of
organizational lenience, is as critical as ever. Keeping a close eye on escalating
workloads and stress levels, and checking in with your employees regularly, is a
good way to overcome this HR challenge. An open-door policy where employees
can freely discuss their anxiety, issues with their working hours, and any unfair
expectations with you is critical.

6. Creating a Quality Employee Experience

High turnover rates in fast-paced, constantly changing companies are relatively

common. While you may be extremely skilled in hiring the right people, it is
keeping them around that becomes the next obstacle, and one of the largest and
most persistent HR challenges professionals must overcome.
When employees are satisfied with their role, responsibilities, workplace, and
peers, they are far less likely to consider seeking employment elsewhere. In a
2018 Job Seeker study, over one third of job seekers reported leaving a job
within 90 days of their employment. 43% stated that their day-to-day role wasn’t
what they thought it would be, 34% reported that they were driven away by a
bad experience, 32% cited company culture, and 11% said they had signed onto
a new job but later changed their minds.

While a strong recruitment process, and appropriately directed vacancy

marketing, is critical, employers of today need to place the same level of focus
on retaining that top talent. This can be done by focusing on fostering an

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 employee experience that is above that of your competition. Offer engaging
online training opportunities, benefits for gym facility access, flexible working
time, remote work arrangements (though many organizations have been forced
into this practice regardless), or other incentives you feel would best keep your
employees content in their working environment. The best way to combat this
HR challenge is to create a culture that solicits the opinions of their employees
and that responds, by building sustainable programs and initiatives that both
address and support those needs.

What is job analysis and job evaluation?

The Job Evaluation Process consists of a broad spectrum of activities which

begins with the Job Analysis Process. Though two separate processes, Job
Analysis data will be needed and used during the Job Evaluation process. Job
Analysis is a comprehensive process while Job Evaluation is a comparative
process. Job Analysis is done to develop a job description, while Job Evaluation
is a systematic way of determining the value/worth of a job in relation to other
jobs in an organization. Complete scrutiny of jobs and their roles in the
organization is done in both processes.

The process of job analysis results in two sets of data:

Job description - It is a written statement containing complete information about

what all a job involves including job title, duties, tasks and responsibilities related
to job, working conditions and hazards, reporting relationships, tools, machines
and equipments to be used, and relationships with other positions.

Job specification - It provides particulars about capabilities that an individual

should posses to perform the job efficiently. This includes educational
qualification, experience, training, appropriate skills, knowledge, and abilities
required to perform the job.
Job Evaluation is the process of determining the importance of a particular job in
relation to the other jobs of the organization. Job Evaluation takes place early in
the process of creating a salary structure for an organization. Job factors such
as skill, effort and decision making authority are assigned a weight, or points,
according to how much of that particular factor is present in the job. This
determines the relative worth of jobs and their respective position or grade in the
salary structure. Jobs with more worth are compensated more than jobs with
lesser worth. Ranking the jobs in order of worth after a thorough job evaluation
creates a structure for the assignment of salary ranges.
Job evaluation is done by any of the following methods:

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 1. Points rating - Different levels are accorded to the various elements of jobs
and then the points allocated to different levels are totaled to get point score
of the jobs which forms the basis of pay structure.

2. Factor comparison - A comparison of various independent factors of jobs is

done and points are given to each factor rank of individual job. These points
are then totaled to rank the jobs.

3. Factor comparison - A comparison of various independent factors of jobs is

done and points are given to each factor rank of individual job. These points
are then totaled to rank the jobs.

4. Paired comparison - Jobs are compared with each other and allocated
points depending on being ‘greater, lesser or equal’. These points are added
to create rank order of jobs

The systematic process of job analysis and evaluation followed by the firm
includes:

a. Identifying concerned job- Selecting/appointing a team or an individual to

conduct project.

b. Defining main outcomes required -Identifying main participants in the work

process, including the ones in the job/role as well as reporting authorities

—Prepare a list of the participants, by

name and position, in work analysis
chart.

—Keep track of work process,

documents and other related
information present with
participants.

Information can also be gathered from previous job analysis and evaluation
reports.

When job/role is new in organization, then information for the same may be
obtained from other similar organizations having such job/role, and by
understanding the reasons for creating that job/role from the concerned authority
in the organization.

c. Analyze the collected information.—

Make proposals regarding the new or
changed job, role or pay structure.

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 Job Analysis and Job Evaluation are important to an organization to ensure a
sound organizational structure, internal pay equity and external market
competitiveness. The data and analysis resulting from these two processes will
be critical for other human resource processes such as recruitment and
selection, training and development, performance appraisal, as well as various
compensation processes.

what is difference between requirement and selection?

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hr 10
 conclusion

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 1. Recruitment is the process of finding candidates for the vacant position and
encouraging them to apply for it. Selection means choosing the best
candidate from the pool of applicants and offering them the job.

2. Recruitment is a positive process aimed at attracting more and more job

seekers to apply. Selection is a negative process, rejecting unfit candidates
from the list.

3. Of the two, recruitment is relatively simpler. Recruitment has the recruiter

paying less attention to scrutinizing individual candidates, whereas selection
involves a more thorough examination of candidates where recruiters aim to
learn every minute detail about each candidate, so they can choose the
perfect match for the job.

4. Recruitment is less time-consuming and less economically demanding, as it

only involves identifying the needs of the job and encouraging candidates to
apply for them. Selection involves a wide range of activities, which can be
both time-consuming and expensive.

what is role of manager disscus in your own word

HR professionals have an all encompassing role. They are required to have a

thorough knowledge of the organization and its intricacies and complexities. The
ultimate goal of every HR person should be to develop a linkage between the
employee and organization because employee’s commitment to the organization
is crucial.

The primary responsibilities of Human Resource managers are:

1. To develop a thorough knowledge of corporate culture, plans and policies.

2. To act as an internal change agent and consultant

3. To initiate change and act as an expert and facilitator

4. To actively involve in company’s strategy formulation

5. • To keep communication line open between the HRD function and

individuals and groups both within and outside the organization\

6. • To identify and evolve HRD strategies in consonance with overall business

strategy.

7. • To facilitate the development of various organizational teams and their

working relationship with other teams and individuals.

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 8. • To try and relate people and work so that the organization objectives are
achieved efficiently and effectively.

9. • To diagnose problems and determine appropriate solution particularly in

the human resource areas.

10. • To provide co-ordination and support services for the delivery of HRD
programmes and services

11. • To evaluate the impact of an HRD intervention or to conduct research so as

to identify, develop or test how HRD In general has improved individual and
organizational performance.

According to Dave Ulrich HR play’s four key roles

1. Strategic Partner Role-turning strategy into results by building organizations
that create value;
2. Change Agent Role- making change happen, and in particular, help it happen
fast
3. Employees Champion Role—managing the talent or the intellectual capital
within a firm
4. Administrative Role—trying to get things to happen better, faster and cheaper.

No doubt, talent management and its impact on business results has been the
most reliable metric for looking at ROI in HR. Hence, it is crucial for HR to
develop talent strategies that are aligned to the business objectives. “When we
hire, we look for functional experts, cross-functional collaborators, technology
integrators and people, who are resilient. With that kind of talent in place, ROI
can be extremely high,”.

But it’s not only hiring, Planning for Human Behavioural changes towards
organizational goal in terms of intervention should also be used to determine the
ROI. This is because HR can be the key factor in differentiating one organisation
from the other. It’s the human capital- the traits that people bring to the job
(intelligence and energy), their ability to learn (aptitude, creativity, and so on),
and their motivation to share information and knowledge (team spirit and goal
orientation)- which is the most important asset for any organization and hence
the ROI of Human Capital offers the greatest long term value in the organization.

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 Although organisations have been arguing on the most credible metrics for
measuring ROI on human capital, there is still no singular aspect. Most
organisations consider engagement level, reduced attrition and better business
results as the performance metric for measuring ROI on human capital and
people practices. But still, senior executives across organisations feel that there
is definitely a need for some new tools and interventions to measure the return
on HR capital, which is extremely crucial to business.

what is scientific management in HR management development?

Scientific management, also called Taylorism, is the application of Frederick
Taylor’s theory to the workplace to improve economic efficiency. Taylor published
“The Principles of Scientific Management” in 1911, which explains his process of
using scientific studies to analyze, optimize and standardize workflow.
The foundation for modern human resource management was established in the
early 1900s, with the emergence of scientific management principles. Influential
classical scientific management theorists include Dr. Frederick Taylor as well as
Frank Gilbreth and his wife, Dr. Lillian Gilbreth. The contributions of two
additional thought leaders of the classical period, administrative theorist Henri
Fayol and humanist Mary Parker Follett, will be discussed in subsequent
sections.

Considered the “father of scientific management,” Dr. Taylor published his

principles, also referred to as “Taylorism,” in a paper titled “The Principles of
Scientific Management” in 1911.
In contrast to the labor abuses and hostility common in America’s early industrial
age, Taylor believed that the purpose of management was to maximize both
employer and employee prosperity. In terms of the individual employee,
maximum prosperity means not only maximizing one’s wage but developing
each man to his state of maximum efficiency. A mechanical engineer by training,
Taylor designed a number of time and motion studies to determine the one best
way to complete a specific task.

Taylor distilled his research into four principles of scientific management:

1. Apply the scientific method to analyze work and determine the most efficient
way to perform every task.

2. Match workers to jobs based on their capability and motivation and train
them to work at maximum efficiency.

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 3. Provide instruction and supervision to ensure that the “best” method is being
used to complete each task.

4. Divide work between managers and workers, with managers focusing on

planning and training and workers focusing on production.

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