HR is important because it is the most valuable asset in an organization.
They are the strength organizations. To face the new challenges on the fronts of knowledge, technology and changing trends in global economy needs effective human resource management. Significance of HRM can be seen in three contexts: organisational, social and professional.
Strategic human resources management (HRM) remains one of the most popular and rapidly growing areas of HRM research. In this article, we undertake a selective review of the strategic HRM literature with a particular emphasis on research from the North American context. After outlining the research landscape and areas of consensus and disagreement, we discuss several emerging issues that effective HRM systems must contend with in the future, including technological fluidity, workforce demographic changes and shifting worker values. With an eye toward future research opportunities, we also discuss the broadening of performance outcomes in strategic HRM research and highlight the importance of effectively managing HRM systems for multiple employee groups.
Altogether, human resource management is the process of proper and maximize utilization of available limited skilled workforce. The core purpose of the human resource management is to make efficient use of existing human resource in the organisation. The Best example at present situation is, construction industry has been facing serious shortage of skilled workforce. It is expected to triple in the next decade from the present 30 per cent, will negatively impact the overall productivity of the sector, warn industry experts.
Every organisations' desire is to have skilled and competent people to make their organisation more effective than their competitors. humans are very important assets for the organisation rather than land and buildings, without employees ( humans ) no activity in the organisation can be done. Machines are meant to to produce more goods with good quality but they should get operated by the human only.
To counter a corporate talent shortage and multitudes of detached workers, the marketplace of employee engagement technology goods and services is expanding, with roughly 70 to 100 vendors offering products ranging from rewards programs and surveys to sophisticated software that identifies the disaffected.
competencies of an HR Manager
The degree to which employee engagement technology translates into a happier, more productive workforce, however, may depend on company culture and management’s willingness to examine and act on its own shortcomings.
Employee disengagement—a lack of motivation or willingness to put in extra effort for the company—appears to be a significant problem for employers globally. A Gallup survey released in October shows that only 13 percent of workers across 142 countries are engaged at work. “In other words, about one in eight workers … are psychologically committed to their jobs and likely to be making positive contributions to their organizations,” analyst Steve Crab tree stated in an article for Gallup.
The highest proportion of engaged workers—29 percent—are in the United States and Canada, Gallup found. That figure nonetheless leaves more than 70 percent of U.S. and Canadian workers either unengaged or actively disengaged.
In times of talent surplus, “companies don’t talk about engagement, they don’t talk about wellness,” said William Tincup, principal analyst at HR tech consulting firm KeyInterval Research. When the pendulum swings back to talent scarcity, “now we care more about engagement.”
Some of the major functions of human resource management are as follows: 1. Managerial Functions 2. Operative Functions 3. Advisory Functions.
Human Resource or Personnel Department is established in most of the organisations, under the charge of an executive known as Human Resource/Personnel Manager. This department plays an important role in the efficient management of human resources.
The personnel department gives assistance and provides service to all other departments on personnel matters. Though personnel or human resource manager is a staff officer in relation to other departments of the enterprise, he has a line authority to get orders executed within his department.
The Human Resource Manager is a part of the organisational management. So he must perform the basic managerial functions of planning, organising, directing and controlling in relation to his department.
There functions are briefly discussed below:
1. Planning:
To get things done through the subordinates, a manager must plan ahead. Planning is necessary to determine the goals of the organisation and lay down policies and procedures to reach the goals. For a human resource manager, planning means the determination of personnel programs that will contribute to the goals of the enterprise, i.e., anticipating vacancies, planning job requirements, job descriptions and determination of the sources of recruitment.
The process of personnel planning involves three essential steps.
Firstly, a supply and demand forecast for each job category is made. This step requires knowledge to both labour market conditions and the strategic posture and goals of the organisation.
Secondly, net shortage and excess of personnel by job category are projected for a specific time horizon. To know more....
Finally, plans are developed to eliminate the forecast shortages and excess of particular categories of human resources.
2. Organizing:
Once the human resource manager has established objectives and developed plans and programs to reach them, he must design and develop organisation structure to carry out the various operations.
The organisation structure basically includes the following:
(i) Grouping of personnel activity logically into functions or positions;
(ii) Assignment of different functions to different individuals;
(iii) Delegation of authority according to the tasks assigned and responsibilities involved;
(iv) Co-ordination of activities of different individuals.
3. Directing:
The plans are to be pure into effect by people. But how smoothly the plans are implemented depends on the motivation of people. The direction function of the personnel manager involves encouraging people to work willingly and effectively for the goals of the enterprise.
In other words, the direction function is meant to guide and motivate the people to accomplish the personnel programs. The personnel manager can motivate the employees in an organisation through career planning, salary administration, ensuring employee morale, developing cordial relationships and provision of safety requirements and welfare of employees.
The motivational function poses a great challenge for any manager. The personnel manager must have the ability to identify the needs of employees and the means and methods of satisfy those needs. Motivation is a continuous process as new needs and expectations emerge among employees when old ones are satisfied.
4. Controlling:
Controlling is concerned with the regulation of activities in accordance with the plans, which in turn have been formulated on the basis of the objectives of the organisation. Thus, controlling completes the cycle and leads back to planning. It involves the observation and comparison of results with the standards and correction of deviations that may occur.
Controlling helps the personnel manager to evaluate the control the performance of the personnel department in terms of various operative functions. It involves performance appraisal, critical examination of personnel records and statistics and personnel audit.
Human resource management (HRM, or simply HR) is a function in organizations designed to maximize employee performance in service of an employer's strategic objectives.[1] HR is primarily concerned with the management of people within organizations, focusing on policies and onsystems.[2] HR departments and units in organizations typically undertake a number of activities, including employee benefits design employee recruitment, "training and development", performance appraisal, and rewarding (e.g., managing pay and benefit systems).[3] HR also concerns itself with industrial relations, that is, the balancing of organizational practices with requirements arising from collective bargaining and from governmental laws.[4] According to R. Buettner, HRM covers the following core areas:[5]
Aspects Of HRM
job design and analysis workforce planning recruitment and selection training and development performance management compensation (remuneration), andlegal issues
HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work, such as payroll and benefits administration, but due to globalization, company consolidation, technological advances, and further research, HR as of 2015 focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion.
In startup companies, trained professionals may perform HR duties. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision-making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have established programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to engage and further the field of HR, as evidenced by several field-specific publications. HR is also a field of research study that is popular within the fields of management and industrial/organizational psychology, with research articles appearing in a number of academic journals, including those mentioned later in this article.
In the current global work environment, most companies focus on loweringemployee turnover and on retaining the talent and knowledge held by their workforce.[citation needed] New hiring not only entails a high cost but also increases the risk of a newcomer not being able to replace the person who worked in a position before. HR departments strive to offer benefits that will appeal to workers, thus reducing the risk of losing corporate knowledge. To know more Click here
