HUMAN RESOURCES MANAGEMENT (HRM)
Management of human resources (HRM) is the strategic and coherent approach to the management of the most valuable assets of an organization - people who work individually and collectively contribute to the achievement of the objectives of the company. The terms "human resources management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in the management of people in organizations. In the simple sense, Human Resource Management (HRM) average employees, develop their resources, using peacekeeping and compensate for their services in tune with the work and the requirement of organization.
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Management of human resources (HRM) function includes a variety of activities and key among them is deciding what staffing must you have and whether to use independent contractors or hire employees to fill these needs, recruitment and training the best employees, ensure that they are effective, dealing with performance issues and ensure your staff and management practices comply with the various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Generally small businesses (for-profit or nonprofit) must carry out these activities themselves because they can still afford part-time or full-time to help. However, they should always make sure that employees have - and are aware of - personnel policies, which are consistent with the regulations in force. These policies are often in the form of manuals to employees, who were all employees. Features: Features include:
• Management of organizations
• Personnel administration
• Personnel management
• Workforce management
• Industrial management
But these traditional expressions are becoming less common to theoretical discipline. Sometimes even the relations of labour and employee relations are confusedly as synonyms, even if they normally affect the relationship between the management and workers and the behaviour of workers in enterprises. The theoretical discipline rests on the assumption that employees are individuals with goals and needs different and as such should not be considered as core business, such as trucks and workbooks resources.
Takes the positive field view of workers, assuming that virtually all wish to contribute to the productive enterprise, and that the main obstacles to their efforts are lack of knowledge, inadequate training and process failures. Management of human resources are regarded by practitioners in the field as a more innovative view of management of the workplace than the traditional approach. His techniques require a business managers to express their goals with specificity so that they can be understood and undertaken by the labour market and to provide the necessary resources for them to carry out their missions. Thus, human resources management techniques, when practiced correctly, are expressive goals and overall business practices. Human resource management are also considered by many to have a key role in reducing the risks within organisations. Synonyms such as staff management are often used in a more restricted sense to describe the activities that are needed in the recruitment of a workforce, provide its members on payroll and benefits and administer their needs of work and life. So if we turn to the actual definitions, Torrington and Hall (1987) define the management of staff as being: "a series of activities which: firstly to enable workers and their organizations to agree on the objectives and the nature of their employment relationship and, secondly, shall ensure that the agreement is respected"(p. 49). ". While Miller (1987) suggests that human resources management relate to: ".." These decisions and actions which concern the management of employees at all levels in the company and which are related to the implementation of strategies to create and maintain a competitive advantage"(p. 352).
Academic theory: the management of human resources is intended to help an organization to meet strategic objectives by attracting and keeping employees and to manage them effectively. Perhaps the key word here is "fit", i.e. a human resources management approach aims to ensure a match between the employees of the Corporation management and the overall strategic direction of the company (Miller, 1989). The basic principle of academic human resources management theory is that humans are not machines, this is why we need to have an interdisciplinary examination of persons in the workplace. Areas such as psychology, industrial, industrial engineering, legal/Paralegal Studies and psychology of organization, industrial relations, sociology and critical theories: Postmodernism, post-structuralism play a major role. Many colleges and universities offer Bachelor and master degrees in human resource management. A system widely used to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the human resources management function:
• Strategic partner
• Change management
• Employee champion
• Administration
However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather as reactive than strategically proactive partners for the top management. In addition, HR organizations also have the difficulty in proving how their activities and processes add value to the company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value. Critical Academic Theory Postmodernism plays an important part in Academic Theory and particularly in Critical Theory. Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities' poses the debate of whether HRM is a modernist project or a postmodern discourse (Legge 2004). In many ways, critically or not, many writers contend that HRM itself is an attempt to move away from the modernist traditions of personnel (man as machine) towards a postmodernist view of HRM (man as individuals). Critiques include the notion that because 'Human' is the subject we should recognize that people are complex and that it is only through various discourses that we understand the world. Man is not Machine, no matter what attempts are made to change it i.e. Fordism / Taylorism, McDonaldisation (Modernism). Critical Theory also questions whether HRM is the pursuit of "attitudinal shaping" (Wilkinson 1998), particularly when considering empowerment, or perhaps more precisely pseudo-empowerment - as the critical perspective notes. Many critics note the move away from Man as Machine is often in many ways, more a Linguistic (discursive) move away than a real attempt to recognise the Human in Human Resource Management. Critical Theory, in particular postmodernism (poststructualism), recognises that because the subject is people in the workplace, the subject is a complex one, and therefore simplistic notions of 'the best way' or a unitary perspectives on the subject are too simplistic. It also considers the complex subject of power, power games, and office politics. Power in the workplace is a vast and complex subject that cannot be easily defined. This leaves many critics to suggest that Management 'Gurus', consultants, 'best practice' and HR models are often overly simplistic, but in order to sell an idea, they are simplified, and often lead Management as a whole to fall into the trap of oversimplifying the relationship.
Practical business management human resources includes several processes. Together, they are meant to achieve the objective described above. These processes can be carried out in a human resources department, but some tasks can also be outsourced or performed by line managers or other departments. When effectively integrated they present significant economic benefits for the company.
• Workforce planning
• Recruitment (sometimes separated into attraction and selection)
Orientation and induction
• Management skills
• Training and development
• Personnel administration
• Salary compensation
• Time management
• Transportation management (sometimes assigned to accounting rather than the management of human resources)
• Payroll (sometimes assigned to accounting rather than the management of human resources)
• Employee benefits administration
• Staff of planning costs
• Performance evaluation
Careers: Sorting of the careers available in the human resources management are varied. There are jobs, generalist human resources management as Assistant human resources. There are careers with employment, recruitment and placement of these are usually conducted by investigators, EEO (Equal Employment Opportunity) specialists or college recruiters. Specialty training and development is often practised by trainers and guidance specialists. Compensation and benefits tasks are handled by compensation analysts, salary administrators and benefits administrators. Professional organizations: Professional in human resources management organizations include the society for the management of human resources, the Australian Institute of human resources (AHRI), the Chartered Institute of Personnel and development (ICPD), the International Public Management Association (IPMA-HR), Management Association of Nepal MAN and the [[International Personnel Management Association of Canada (IPMA-Canada), Human Capital Institute (HCI).
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