Technical Report Writing for CA-2 Examination

Topic: People Management

Name: MongalJyoti Saha

University Roll: 18700319051
Department: Electronics and Communication Engineering
Year: 4th Semester: 7th
Subject: Principles of management
Paper Code: HS-HU 701
Date Of Submission : 29.08.2022
 CONTENTS

1. Abstract

2. Introduction

3. Analysis

 Implementation of HR practices
 Leadership behavior
 Productivity And Efficiency
 Delegation of work
 Communication and Cooperation

6. Conclusion

7. References
ABSTRACT

Proper management of people is essential to achieving goals in the workplace. The skill of
managing people is learned through experience and observation. These skills are positive. It
is influenced by the attitudes and personalities that leaders develop and apply. Featured in
this review article The Essence of Human Resource Management. staff perspective cut
management. Various levels were observed and key competencies required for effective
human resource management were also discussed. the role of social psychology in the
workplace is also becoming more and more important for them. The New Normal Underway
in the Workplace for HR Managers, Especially Millennial Here, most employees around the
world are virtually connected to each other and their managers. Employees should look to
their HR manager as a role model in all aspects of the workplace. The central concept of this
study is human resource management, which refers to how senior managers conduct human
resource activities and leadership behaviors to support those who serve in the workplace.
work. In this research, we conceptualize human resource management, A multidimensional
scale for measuring it from both employee and manager perspectives. Demonstrate the
relevance of standards through the relationship between human resource management and
work Satisfaction, commitment, commitment to work.

Keywords:
● HRM Implementation
● Leadership Behavior
● Line Manager
● People Management
INTRODUCTION

All organizations today place more emphasis on these aspects. In today's world, a company's
return on investment is based on the quality of its employees, and its profits. Avoiding
problems and non-regulations is one of the most important things.
Treatment plan goals. Calling a project plan a process means that there is a clearly defined
path planners must follow. not always clear and comprehensive
Creating a planning model is difficult. Planning is a process with resource consumption and
associated costs. Project managers must find a balance between the costs incurred in process
flows and the benefits realized. All organizations are more successful by following a specific
workforce plan that includes defined headcount. Since the 1990s, we have observed growing
academic interest in HRM, its predecessors, and his impact of HRM on organizational and
employee performance. In particular, research focuses on the antecedents and impacts of HR
practices, either individual practices (such as training and development, or compensation and
benefits) or packages of systems/practices. The majority of empirical studies on human
resource management employ quantitative research designs. This raises the question of how
HRM should be defined and measured. Note that although the conceptualization and
operationalization of HRM has improved significantly over the last few decades, three
measurement issues remain. First, many metrics oversimplify the assessment of HR
practices. Boselie, Dietz, and Boon (2005) distinguish between three types of scales and
conclude that in most studies, practice is determined using a dichotomous variable
(presence/absence). A notable exception is the work by Huselid (1995) and Guest, Michie,
Conway, and Sheehan (2003), which use so-called coverage measures that reflect the
proportion of the workforce covered by a particular personnel practice. increase. According
to Bosley et al. The most "sophisticated" metric measures the strength of HR practices. H.
The extent to which individual employees are exposed to these practices. However, with the
exception of Truss (2001), this kind of scale is rarely used. Second, many studies measure
the existence of personnel practices. Although many organizations recognize that the line
manager is increasingly responsible for her HR implementation (Brewster, Brookes &
Gollan, 2015), the critical role of the line manager in the implementation process has been
well studied. not (Gilbert, De Winne & Sels, 2011). Purcell, Kinnie, Hutchinson, Rayton &
Swart, 2003). In response, Guest and Bos-Nehles (2013) advocate a move from the
measurement of practice per se to application, usually by supervisors. Third, the role of line
manager leadership in shaping employee perceptions of human resource management is
often overlooked. According to Guest (2011, p. 7): and leadership influence HRM content
and practice, as well as management activities.
However, insights from leadership theory and research are rarely used in HRM research
because HRM and leadership seem to be two entirely separate disciplines. Purcell and
Hutchinson (2007) addressed the above issues and introduced the concept of human resource
management. This concept recognizes that a manager plays an important role in how
employees perceive her HRM through HR practices and the implementation of their
leadership activities. This is an important advance in theory development. However, Purcell
and Hutchinson did not provide a systematic conceptualization and operationalization of
human resource management. This is a good reason to explore related concepts and measures
that open up aspects of people management. These related measures are considered in the
next section. It also discusses the theoretical reasons for the need for systematic
measurement of human resource management. A system is presented for measuring human
resource management
(1) Understand the extent to which individual employees are exposed to human resource
management
(i.e. strength of human resource management),
(2) based on the recognition that supervisors play an important role in shaping perceptions;
from HRM
(3) Incorporating knowledge from HRM and knowledge governance bodies to form a
symbiotic relationship between the implementation of HR practices and the leadership
behavior of line her managers.
ANALYSIS:

Recent conceptual frameworks distinguish between intent, implementation, and perception of

HRM. The underlying assumption is that there can be differences between HR practices
designed, how they are implemented, and how employees perceive those practices. Intended
practices are those designed by senior management or human resources management. The
practices implemented are those typically used in practice by supervisors. This conceptual
distinction is based on the recognition that not all practices are implemented as intended, and
some are not implemented at all. In accordance with the framework, implemented practices
are perceived subjectively by employees. This is how we arrive at recognized practices,
practices experienced and judged by individual employees. This distinction influences
respondents' choice of assessing human resource management and analysis level. A HR
representative or senior manager can ask about her intended HRM, a supervisor about
implemented HRM, and an employee about perceived HRM. This means that recognized
practice should be measured at the individual level of analysis. All employees supervised by
a manager are subject to that manager's HR practices, so implemented practices are at the
team level. Argued that the concept of talent management requires a systematic
operationalization consistent with a symbiotic relationship between two major components
and a focus on administrative support of the employees they oversee in their work To do. To
our knowledge, no existing measures meet these requirements and can be incorporated as
such. Therefore, we applied items to the concept of human resource management and
developed and verified a multi-dimensional scale for measuring human resource management
using existing indicators. This choice is revisited in the Conclusions and Discussion section.
In addition, we will discuss two elements of talent management.
Implementation of HR practices:
The first element of the Talent Management concept is the implementation of HR. The
practice has its roots in the human development literature. According to Larsen et al.
Brewster describes the concept of line management with greater responsibility HRM in
employment organizations is now accepted wisdom. They distinguish several areas of
personnel policy. B. Salary, Training and Development, and Health. These policy areas
mirror his seven HR practice scales developed by Boone, Den Hartog, Boosere and Paauwe,
which represent his set of 'high performance HR practices'. In contrast to Boone et al. We
don't focus on HR practices per se, but on how line managers implement them to their
superiors. The literature on high-performance or high-engagement work practices is closely
related to common practice practices. The basic assumption is that organizations develop
practices aimed at promoting employee competence, motivation, and efficiency. This article
examines a line manager's implementation of his HR practices in various HR areas identified
by Boone et al.

Leadership behavior :
The second element of the human capital management concept, leadership behavior,
It is based on the concept of social exchange, PSS and POS. Eisenberger, Huntington,
Hutchinson and Sowa used POS concepts to explain employee engagement to the
organization. Based on social exchange theory, they argue that this is a high level
Create a feeling of commitment that employees feel. Must reciprocate and engage in
behavior that supports organizational goals. According to Organizational Support Theory,
Employees See Their Bosses as Surrogates Act on behalf of the organization. Some studies
show that employees PSS is an employee's POS, organizational engagement, and
performance. Based on previous work by Knies and Leisink, a distinction can be made.
Between Two Focuses: Supportive Actions Aimed at Increasing Employees personal
engagement; supportive behavior aimed at supporting their careers development. This
corresponds to the following distinction in the leadership literature: Supportive and
developmental leadership and distinction in literature on psychosocial Support and Career
Mentoring Relevant support from mentors to protégés.
Productivity And Efficiency:
Human resource management is about organizing your team in a way that increases
productivity and optimizes efficiency. By having the right people in place, training your team
properly, and working together towards their goals, you can set your team up for success.
“[Successful HR Managers] Focus on helping teams stay focused on common goals and
aligned with common objectives. It can also help teams isolate, prioritize, and focus on high-
value work (as opposed to labor-intensive work with little or no value),” he says. said
Bainbridge.

Delegation of work:
HR managers need to evaluate people in different situations and times before delegating work
to them. In addition to delegation, people also need to develop a sense of ownership. Team
members will gain confidence due to this sense of ownership through proper delegation of
work.

Communication and Cooperation:

Communication is a two-way process Communication creates an atmosphere of trust
among all employees. Managers should share ideas, decisions, milestones, goals, and the
future we will work on planned measures together with our employees. mutually beneficial
the HR manager must confirm the employee's request. in the same way listeners, HR
managers need to understand employee needs before starting presentation of your own ideas.
As a good manager, you must contribute yourself place. Effective synergy depends on
communication. Many find it impossible to be united by negative reactions. They are not
good listeners, instead they listen and respond with callousness. Reactions can be defensive
or arbitrary. but it should be reminded that collaboration and communication are her two
pillars of synergy relationship.
CONCLUSION

This chapter contributes to the discussion on corporate sustainability by outlining the role of
human resource management (HRM), also known as human resource management. It focuses
on investigating operational environment performance in the context of disputed employment
relationships, recognizing that workplace behavior and its consequences are socially
embedded. This chapter covers a wide range of theory and research on the sociology and
psychology of organizational sustainability. Starting with a brief historical overview of HRM,
providing his own definition of a low-carbon work system (LCWS), and then providing a
theoretical basis for studying his HRM interventions to create sustainable and low-carbon
jobs. Describe the framework. It is argued that future research should examine how employee
voice contributes through employee participation processes to achieve sustainability in the
workplace. The chapter concludes by considering papers that future research needs to be
more sensitive to the broader sociocultural phenomena in which organizations are embedded.
Company. In summary, HR management works in different functions, but it is the same in
organizational development. Leadership is meaningless unless you build a system-based
leadership structure.Leadership cannot be sustained without the work of leadership as the
backbone of an ideal.
A review of the main conclusions of this chapter includes:
1. A leader who is ethical and sacrifices convenience for goals and purposes (classical ideal)
strives for innovation and social improvement (modern ideal).
2. Developing and systematically organizing recruitment philosophies, institutional policies,
budgeting processes, compensation, and decision-making styles are effective means of
managing an organization well into the future.
3. HR management is the same but different. Four. Human resource management, in
particular, is independent of each other and interdependent.
in achieving goals in a learning organization.
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