HUMAN RESOURCE MANAGEMENT

1.0 Preface Human resource management involves a wide variety of activities which is including analyzing a companys competitive environment and designing jobs so a firms strategy can be successfully implemented to beat the competition. This, in turn, required identifying, recruiting, and selecting the right people for those jobs which are training, motivating, and apprising these people by developing competitive compensations policies to retain them, and grooming them to lead the organization in the future and thus, the list goes on. In Human Resource Management, the organization firms the connection between staff and operational resilience by using the performance management program as a way to acculturate staff to their resilience roles, environment and responsibilities. Job analysis includes these roles and responsibilities, which are enforced by the organization by their inclusion in annual goal setting.

The organization specifically establishes acceptable performance behaviors and measures compliance with these behaviors on a regular basis as part of the performance management cycle. As a result, the organization inculcates a resilience-aware and ready culture that is essential for supporting the resilience process and the organizational mission. Here, clearly in human resources management also seeks to ensure that the organizations human resources do not pose additional operational risk to the organization when they voluntarily or involuntarily quit from once employment. Changes in employment can have significant effects on operational resilience by potentially disrupting the contributions of staff to the productive capacity of services.

2.0 Role of Human Resource Management The purpose of Human Resource Management (HRM) is to hire, train and develop staff and where necessary to discipline or dismiss them. Through effective training and development, employees at Enterprise achieve promotion within the company and reach their full potential. This reduces the need for external recruitment and makes maximum use of existing talent. This is a cost-effective way for a business to manage its people. Besides, The HRM function not only manages existing staff, it also plans for changes that will affect its future staffing needs. This is known as workforce planning. There are several simple examples like the business may grow into new markets, such as Enterprise moving into Franchise or the company may use new technology which requires new skills such as global positioning equipment like once in time the company might be use video conference as method to do meeting or discussion between the company or department. Or, staff may retire or be promoted or leaving gaps which need to be filled follow the goal of one organization needed.

There may also be external changes in the labor market, meaning that there will be fewer skills available or too many in a particular area. HRM monitors all of these things in planning recruitment strategy. This places the HRM function in a central role in the business because all managers use this expertise to acquire staff. Enterprise has a policy of promoting its managers from within its existing workforce. This means the business must recruit people with the potential to grow. Devanna et al. (1984) describe the four functions of the cycle as follows: Performance is a function of all of the human resource components: selecting people who are best able to perform the jobs defined by the structure, appraising their performance to facilitate the equitable distribution of rewards, motivating employees by linking rewards to high levels of performance, and developing employees to enhance their current performance at work as well as to prepare them to perform in positions they may hold in the future. The four function of the cycle as follows based on strategic control, organizational structure and systems put in place for managing people. It identifies the need for human assets to be managed to achieve strategic goals. Motivation and rewards are important but only as a means of achieving the organizational mission and goals.
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3.0 Competitive Challenges and Human Resource Management

Human resource line as parts of managers are facing many challenges in present business scenario like Globalization workforce diversity, technological advances and changes in political and legal environment change in information technology. All these challenges increase the pressure on HR managers to attract, retain and nurture talented employee. HR professional cant ignore these challenges rather they ought to be line to design and execute innovative mechanisms of developing skills and competencies of human resources to prepare them to accept the emerging challenges. There are several major challenges that can be highlight in human resource management. 3.1. Globalization At a political and economic level, globalization is the process of denationalization of markets, politics and legal systems. Globalization refers to an extension beyond national borders of the same market forces that have operated for centuries at all levels of human economic activity (village markets, urban industries, or financial centers). It means that world trade and financial markets are becoming more integrated. Growing internationalization of business has its impact on HRM in terms of problems of unfamiliar laws, languages, practices, competitions, attitudes, management styles, work ethics etc. HR managers have a challenge to deal with more functions, more heterogeneous functions and more involvement in employees personal life. 3.2. Workforce Diversity Dimensions of workplace diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience. Thomas (1992) The future success of any organizations relies on the ability to manage a diverse body of talent that can bring innovative ideas, perspectives and views to their work. The challenge and problems faced of workplace diversity can be turned into a strategic organizational asset if an
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organization is able to capitalize on this melting pot of diverse talents. Furthermore, the mixture of talents of diverse cultural backgrounds, genders, ages and lifestyles, an organization can respond to business opportunities more rapidly and creatively, especially in the global arena, which must be one of the important organizational goals to be attained.

3.3. Changes in Politics Contact

Changes in political and legal environment means changes in political parties and rules regulation due to which new laws are come and you have to follow all laws while doing business. Many changes taking place in the legal and political framework within which the industrial relation system in the country is now functioning. It is the duty of human resource and industrial relations executives to fully examine the implication, of these changes and brings about necessary adjustment within the organization so that later utilization of human resource can be achieved. It is the responsibility of Human Resource manager to anticipate the changes and prepare organization to face them without any breakdown in its normal functioning.

3.4. Technological Advances

There is a challenging task of adapting workplace to rapid technological changes which influence the nature of work and generate obsolescence Advanced technology has tended to reduce the number of jobs that require little skill and to increase the number of jobs that require considerable skill, a shift we refer to as moving from touch labor to knowledge work. In this situation organizations have to change it technology. New technology creates unemployment and in other hand, there comes scarcity of skilled manpower. Like this, technological change brings difficulties and challenges in organization.

4.0 Overcome the Human Resource Management Challenges

In order to overcome the problem that might be facing in any human resources company there are many ways to do such as cross cultural training of HR personnel so that they understand other cultural people. Motivate Professional personnel more and more so that do not change organization more frequently financial motivation is not always required and you can motivate through non financial motivation like encouragement, training of employee, job satisfaction. And it might be that technical changes in the workplace often require the implementation of additional training for workers. As training and development is generally the realm of the HR department, this creates yet another challenge for human resource managers. HR must first determine what training is necessary and then implement training measures to ensure all workers can keep up with technical changes. Human resource managers must also determine when it may train existing employees, and when it must search for new workers to fill technical positions within the organization.

5.0 Conclusion

To conclude that it can be said that HR practice is becoming more and more challenging day by day, they have to face lot of problems like retention, attraction of employee, dealing with different cultural people, managing work force diversity, technological and informational changes to overcome with these challenges training (Cross cultural training and technological and informational training) is necessary of HR people. To reduce mobility of professional personnel HR people have to motivate them from monetary and non monetary techniques. Proper performance evaluation system and proper career development plans should be used in the organization to reduce professional mobility. On the other hand, In order to gain some insight into the subject of individual and situational differences in behavior and the concomitant problems associated with them in organizations it is necessary to always take a look at the organizational man or what we refer to as people in organizations. A basic knowledge of the characteristics of people in organizations surely enhances the skill of HR managers. Every person in an organization is fundamentally different from everyone else. Managers must
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recognize that these differences exist and therefore attempt to understand them if they are to be successful in optimizing the resource in people.

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