Organizations can promote human excellence by offering a potential site for the
flowering most forms of human excellence. Within an organization, if there is
meritocracy, people compete for promotion and other rewards on the basis of good work
rather than on the basis of “pull.” Recognition and rewards for creative ideas, discoveries,
inventions, innovations etc. promote creative excellence. The human resource
development movement in industry is aimed at facilitating organizationally useful
individual growth and development. The more an organization promotes individual or
team excellence, the more the organization itself is likely to excel because the work of
any organization is dependent on the work of its individual members and employee
groups.
The human factor across all organizations comprises three basic elements:
1. The people themselves who work in the organization; the skills and
capabilities they possess and their attitude towards the company;
2. The management style prevalent in the organization, which usually stems
from the top. The style may be aggressive, authoritarian, democratic or
laissez faire and each type has a different impact on the way people work
as individuals or in groups;
3. The organizational climate i.e. the work atmosphere in the company, as
determined by the degree of interpersonal cooperation, the types of
conflict resolution, the amount of trustworthiness, the prevalent
organizational politics etc.;
The quality of HRM practices prevalent in a particular organization can be rated by
scrutinizing the following factors:
1.11.1Organization Climate:
1. Do people feel they are giving enough responsibility?
2. Do people know what is expected of them in the shape of objectives and standards
of performance?
3. Do people see themselves being fairly rewarded for their work and feel that
promotion policies are fair?
4. Do the employees feel that they belong to a worthwhile company and are valuable
members of working teams?
5. Is there adequate feedback to people on their performance, whether it is good, bad
or indifferent?
6. Is there sufficient to challenge in their jobs?
7. Are people given enough support by their managers or supervisors in the shape of
guidance or help?
Managerial Functions:
Management is Personnel administration. It is the development of the people and not the
direction of the things. Managing people is the heart and essence of being a manager.
Thus, a Human Resource Manager is a manager and as such he performs the basic
functions of management.
Inputs
Human and Economic Resources interacting with environmental changes
Planning
Determination of short to long range plans to accomplish Organization objectives
Organizing
Development of the Orgn. Structure according to predetermined plans
Directing
Stimulation and motivation of Organization personnel according to predetermined plans
Controlling
Assurance that directed action is taking place according to predetermined plans.
Outputs
Goods and services needed by the organization customers
Operative Functions:
These functions are concerned with the activities specifically dealing with procuring,
developing, compensating and maintaining an efficient work force. These functions are
also known as service functions.
Procurement Function;
Development function;
Compensating function;
Integrating function;
Maintenance function.
Job Analysis is not useful but an essential part of organizational strategies to serve the
following purposes:
Future of HR management