Human resource management (HRM) is the supervision of an organization’s labor force. HRM is accountable for the desirability, selection, valuation, and gratifying of employees while also overseeing organization authority and philosophy. HRM is also responsible for ensuring the employees conform to the employment and labor laws. The ideal function of human resource management is to increase the effectiveness and contribution of employees in the attainment of organizational goals and objectives.
Human Resource Management (HRM) is the purpose within an organization that emphases on recruitment, management and delivering direction for people who works in the corporation. Human Resource Administration is the structural function that deals with focuses related to employee such as reward, signing, performance management, organization expansion, security, wellness, benefits, operative incentive, communication, management, and training. The intent of this paper is to analyze the topic of human resource management in the theoretical and practical part.
2. Equal Employment Opportunities and Affirmative Actions.
Equal Employment Opportunities are frequently in the limelight of HRM even after forty years of progress. The number of grumbles and complaints remains substantial, demonstrating that the ongoing development is required to diminish employment discernment. Affirmative Actions is a program of optimistic action, commenced with influence and effort to overawed the present effects of the practices, strategies, or barricades to equal employment opportunities and to achieve fair partaking of women, minorities and persons with infirmities found to be underutilized in the personnel based on availability.
The federal laws forbid discernment in employment on the bases of age, infirmity, national origin, gravidity, race, faith, sex or sexual harassment. As a supervisor, administrators, and managers, you are responsible for helping the corporation to accomplish its employment opportunities. EEO is attained by making a good faith effort toward meeting affirmative action goals and ensuring the company is free of discrimination and harassment. The primary goal should be to employ and retain a varied labor force of the best-qualified individuals. The following is the best practices for employers and human resources/EEO professionals;
- Train human resources and all employees on EEO laws. Implement a strong EEO strategy that is incorporated at top levels of the association. Train manager’s supervisors and employees on its innards implement it and hold them responsible.
- Promote a comprehensive culture in the workplace by fostering setting of professionalism and respect for all individual differences.
- Launch neutral and objective norms to avoid subjective employment decisions based on stereotypes or hidden prejudices.
3. Human Resource Management.
3.1 Planning
Human resource planning are a series of procedures involved in defining current and future human resource requirements for a corporation to accomplish its goals. Human resource scheduling serves as a bond among human resources and the entire tactical plan of the organization.
The planning process not only define the objectives and goals to be attained within a definite period, but likewise the process define the numbers and forms of human resource required to attain the well-defined corporate aims (e.g., numeral of human assets; the required proficiencies; time when the resources will be required; etc.).
Proficiency centered management supports the integration of human resource planning with business development permitting corporations to evaluate the current human resource capability centered on competencies beside the capability required to accomplish the vision, mission, and commercial goals of the corporation. The aimed human resource strategies, plans and programs to address gaps (e.g., hiring / staffing; learning; career development; succession management; etc.) are then designed, developed and implemented to close the gaps.
These strategies and programs are monitored and evaluated regularly to maintain advancement of the organization in the preferred course, comprising terminating worker competency gaps, and correction are made as needed. This tactical HR scheduling and appraisal cycle is depicted in the two stages.
Stage 1
Short-term planning
- Establish a Competency Architecture and Competency wordlist that will support Strategic Human Resource Forecasting.
- Every group to be documented describes the roles and career developments to assist identify current and future human resource requirements.
- Determine how competencies will be incorporated with the existing HR Design practice and schemes (e.g., Human Resource Information Management systems; other computer-based tools, for example, forecasting models).
Sage 2
- Restore HR preparation gears, patterns and methods to integrate fundamentals as resolute in Stage 1.
- Sequence executives and/or facilitates corporate HR planning process.
- Continuously monitor and improve processes, tools and schemes that upkeep HR planning.
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HR Planning systems should be, but not limited to; easy to understand, responsive to changes, assumptions can be easily modified, simple to use, and not too much time demanding. To operate such systems organization require to; use appropriate demand models, good monitoring and corrective action process, and comprehensive data about current employees and the external labor markets .
3.2 Recruitment
Recruitment of employees should be preceded by analysis of the job to be done written into the job description so that the selectors know the physical and mental characteristics. Applicants must possess qualities and attitudes desirable. The main sources of recruitment are internal promotions, career officers, advertisement in the local media.
Recruitment activities in the company are:
- Announce all available posts internally.
- Retort to all job candidate with the slightest delay.
- Purpose to process all submissions with competence and politeness.
- Pursue applicants on the ground of their prerequisite for the post concerned.
- Object to guarantee that every person summoned for the interview will be accorded a fair and detailed hearing.
However, the company is not expected to victimize unethically against possible aspirants on grounds of gender, race, oldness, doctrine or physical disability. The company is also not anticipated to knowingly make any untrue or overstated claims in its conscription literature or job ad. A recruitment checklist should include the details of the job such as salary and working hours, specification of applicant, form of application, and internal circulation of the vacancy.
3.3 Selection
The HR selection process is the tactically scheduled procedural method established by human resources specialists and executed by organizations when enlisting, assessing, and signing new employees. HR and hiring managers develops screening tools, such as applications, interviews, test, background checks and reference checks and begins accepting applications.
The decisive goal of selection is to hire an applicant who is the finest probable match for the job obligations and the philosophy of the organization. This makes use of the precise selection tools and developing them successfully is remarkably vital in the selection process. Careful job analysis helps the HR specialists better align selection tools with the job. Based on objective criteria, the management team selects the top performing worker based on their mental ability, occupational interest, and behavioral traits.
The selection process consist of various stages and at each stage, facts may come to lights which may lead to rejection of the applicants. Stages involved in selection are:
- Introductory interviews: - The initial screening is done to eradicate undesirable or unqualified candidates. It also serves as a sorting process which prospective applicants are given necessary information about the nature of the job and the organization.
- Application blank: - Application form is a customarily and widely used device for collecting the information from contenders. The application form should deliver all the information pertinent to selection.
- Selection test: - Psychological are being progressively used in employee selection. A test is a sample of some facets of an individual’s attitude, behavior, and performance. Selection test also provides systematic basis for comparing the behavior, performance, and attitude of two or more persons.
- Employment interviews: - An interview is a conversation between two individuals. In selection, interview involves a personal, observational and face to face appraisal of the contender for employment.
- Medical examination: - Applicants who have successively crossed the above stages are sent to physical examination either by the company’s physician or to a medical officer permitted for the purpose.
- Reference check: - The candidate is asked to indicate in his submission form the names and address of two persons who know him or her well.
- Final approval: - The short listed candidates are eventually accepted by the managers of the concerned department. Employment is obtainable in the form mentioned in the appointment letter the post, the rank, the rating, the date by which the contender should join, and other terms and condition in brief.
3.4 Development
As technology is pervading our personal and professional lives, it is also taking a massive impact on the ground of human resource development. Virtual human resource development has lately emerged as a new area of review and is driving a standard shift necessitating new skills, rules and philosophies as we proceed. Human resource is a comparatively modern management term. The origin of the function arose in the organization that familiarized ‘well-being management’ practices, and also in those that accepted the ideologies of ‘scientific management’. From these terms arose a largely administrative management activity, synchronizing a range of employee correlated practices and becoming known, in time, as the ‘personnel function’. Human resources increasingly became the most common name for this function, in the first instance the United States as well as worldwide corporations, reflecting acceptance of a more qualitative as well as tactical approach to the labor force management, required by corporate management to gain a modest advantage, utilizing limited skilled and exceedingly skilled workers.
Human resource management are today by workers and managers to create development plans to help realize performance goals, close acknowledged enactment gaps, and align with occupation goals.
4 Compensation and benefits
The compensation and benefit program is designed to attract the right talents into an organization. Lower gross revenue, amplified loyalty, and better employee engagement are just some of the benefits of a well-structured employee engagement. Compensation can be associated to commercial structure, employee enrollment, preservation, inspiration, performance, or feedback. Compensation packages can be considered as total reward systems, containing non-monetary, direct, and indirect elements.
A well designed compensation and benefits program assist to attract, motivate, retain talented employee in the firm. Employees would be fully satisfied by their job, and would love to work in the firm at all time as long as they get fair rewards. Compensation and benefits plan seek to reduce absenteeism, create peace of mind, and increase self-confidence. However, issuing of compensation and benefit everyone should be considered, there ought to be no discernment on the basis of frailty, race, nationality, or/and gender.
Compensation management is the art and science of arriving at the right compensation. Companies should adopt effective compensation programs to realize a modest advantage in the market for talent. Compensation management allows an employer to;
- Accomplish international recompense visibility by substituting worksheets and legacy systems with a bendable, federal, and contemporary compensation system.
- Build a culture of high performers by aligning performance, objectives, and recompenses across an entire corporation.
- Reduce the cost and complication of compensation management by enhancing rollups, exemption handling, and agreements.
5 Employee and labor relation
The labor relations refer to the system in which proprietors, employees their representatives, and directly or indirectly, the government cooperates to set the ground rules for supremacy of work relationship. Labor relations incorporate both societal values and techniques. Societal values include a sense of group solidarity and freedom of association, whereas techniques include methods of negotiation, work organization, consultation, and dispute resolution.
Employment relations team includes HR generalists as well as the director of employee and labor relations who work with departments, mangers, and individuals to remove barriers to effective job performance. The team delivers help to workers with problem-solving and arbitration support and does not effort to act as advocates for either staffs or executives involved. Discussions are kept intimate unless revelation is agreed upon in advance, or if the disclosure encompasses a very serious situation which necessitates immediate action.
The Employee Relations Team is there to assist employees in dealing with a wide range of issues, fluctuating from communication to work prospects. The employee relations also assist in assessing work/life concerns encompassing associations with staff and supervisors.
- Conclusion
Humans are an establishment's utmost assets; without them, everyday commerce functions such as handling cash flow, making business dealings, communicating via all methods of media, and dealing with clients could not be accomplished. Humans and the prospective they possess drive an organization. Today's organizations are unceasingly changing. Organizational change impacts not only the business but also its employees. In order to maximize corporate effectiveness, human potential individuals' proficiencies, time, and talents must be managed. Human resource management works to ensure that staffs are able to meet the organization's goals and objectives.
"Human resource management is accountable for how people are treated in organizations. It is accountable for fetching people into the organization, assisting them execute their work, rewarding them for their efforts, and solving glitches that arise"
References
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