ZAMBIA INSTITUTE OF BUSINESS STUDIES AND INDUSTRIAL PRACTICE

(ZIBSIP)

BERTHA PHIRI

EXAM N0

TITLE:

THE ROLE OF HUMAN RESOURCE MANAGEMENT IN AN ORGANISATION

ACKNOWLEDGEMENT Many people have given advice and encouragement during the writing of this project. The support has been sincerely appreciated. Special thanks are due to mum and Dad for the support and encouragement .Another special thanks are due to bertha my sister, Erick, and kenhead for helping me in printing and putting information on diskette.* The organization listed below provided information. Their kind permission to allow reproduction is gratefully acknowledged. - Mopani mines - Konkola Copper Mines (KCM)

Zambia Railways Zambia Revenue Authority Z.R.A.)

The help given by Mr. Phiri (H.O.D) in checking relevant parts of the project is also much appreciated. Grateful thanks to all those who contributed and giving ideas I appreciate. BERTHA PHIRI

DECLARATION I, BERTHA PHIRI hereby declare that the dissertation is my own. All work of other persons have been acknowledged and that its work has not been previously published at this college or any other college * Authors Signature-------------------------------------------------------------Candidate Number------------------------------------------------------------------Supervisors Signature--------------------------------------------------------

DEDICATION This project is dedicated to my sisters and brothers for the care, Love and support they have given me. And to friends who helped for the dissertation to be a successful. A special dedication presented to my parents whose love and attention inspired this endeavor-

TITTLE OF THE STUDY THE ROLE OF THE HUMAN RESOURCE MANAGEMENT IN AN ORGANISATION INTRODUCTION Human Recourse management is the managing of people in an organization can be said the responsibility of all the functions in an organization which involves effective and* efficient utilization human labor be the responsibilities of the human Resources management and that incorporates the everyday tasks of a human resources Department. Like, Eecrultment, Selection Training and Development. Health and safety activities and make sure that there is good communication in an organization. Its also invokes needs* for human resources planning and so on. Human Resources management is responsible for seeing what are the factors influencing the functions of the Human Resources Department (Management) internally and externally and dealing with most functions of industrial relations. STATEMENT OF THE PROBLEM The field of human resources is on the cutting edge of major social change in todays highly complex environment the programs development and the decision made by human resources professionals profoundly impact the business firms profit and effectiveness.

SIGNIFICANCE OF THE STUDY

Concerned, one way or another Human Resources management plays a very important* role in an organization. It is important to know the all functions in the human resources management for a better success and for achieving a better development and goals. Studying the role of Human Resources management, its easy to run the organization and to know where the organization is lacking something .The Decision making for the organization may be successful, because of the knowledge about Human resources management. HYPOTHESIS Human Resources management is the driving force of any organization and without it, it would be difficult (hard) to run an organization. LIMITATION OF THE STUDY In every thing we do there is limitation even in this dissertation researching for information coming up with this dissertation, there was limitation, it can be under circumstances or not, in this project its due to circumstances under some of management begin far way from the town. DEFINATION OF THE TERMS (i) (ii) COMMUNICATION: This is the passing of information from one place to another, at list there is a send and a receiver DECISION- MAKING: This is the planning for the future use in an organization. DEVELOPMENT: This is the becoming or making larger or more advanced. EXERNAL: having to do outside organization HUMAN RESOURCES MANAGEMENT: This is the management which found in an organization and it role is to managing people in an organization HUMAN RESOURCES PLANNING: This is the plan made by the human resources management for future use. INTERNAL: Something having to do with the inside the organization . INTERVIEWS: an occasion on which an applicants begin asked a series of questions. MANAGEMENT: This is the process of planning or designing ,organizing, leading/ direction and controlling . MAN POWER: The number of people working or available for work. ORGANIZATION: An Organized group of people with a particular purpose. SELECTION: A range of applicants from which a choice may be made. STAFF: the employees of an organization SELECTION PROCESS: this is the steps they follow during selection. STRATEGIC: forming part of a long term plan to achieve a specific purpose. TRAIN: this is the teaching a particular skill or type of behavior. 5

(iii) (iv) (v)

(vi)

(vii) INFLUENCE : The ability to affect somethings action

(viii)

(ix) (x) (xi)

(xii) (xiii) (xiv) (xv) (xvi) (xvii)

METHODOLOGY In order to come up with two methods were used. These two methods are -: using a questionnaire and personal interviews. In such companies that they were not allowing seeing the managers. Specifically Human Resource, managers and officers, questionnaire was used leaving the documents by the reception with the securities where allowed seeing Human Resource managers and officers personal interviews were done and it was successful. FINDINGS AND ANALYSIS The definition of Human Resource Management Human resource management is the managing of people in an organization can be said the responsibility of all who manage people as well as description of specialist and it is said seek to achieve organizational goals. The Responsibilities of Human Resource Management In general Human Resource management role in organization is producing certain outputs in order to achieve the organizations objectives or goals. The responsibilities of a Human Resource functions and conditions for its success are briefly explained in the next paragraph. Responsibilities of Human Resources management department can probably be outline as follows-: Carry out wages and salary surveys to insure the organizations wages and salary levels are in straight direction with those of related organizations. Maintaining personal details and statistics. Implementing health and safety regulations accident prevention and first aid ,facilities

Preparing accurate job descriptions and other recruitments.

EVERDAY TASKS OF A HR DEPARTMENT

Recruitment: Every organization must be able to attract a sufficient number of job

candidates who have the abilities needs to add value to the company Recruitment supplies a suitable applicants who can enter the selection process recruiting activities occur when someone in the organization decides what kind of employee are needed and how many it planning has taken place, filling vacant positions is not a discouraging task.

Selection- finding and hiring the best person data gathering and decision making

that does not occur through flash of insight. How do you determine who among the job appear applicants is the best to hire? This question is the major concern of selection specialists and is canal to the organization because selection decisions can cost or save very amount of money the problem in selection is to predict which 6

one in the applicants will become capable, productive and loyal employees .If the right applicants are identified there is a saving, if not there is a cost to the organization

Training and Development Training serves a role in that it helps human resources

management its human resources requirements while at some time increasing the market value of those trained and hence their bargaining power. Training therefore is a matter of mutual interest to both workers and management. Policy statements on training involves, employees are encouraged to develop to their full potential in the best interests of both the organization and them selves, in the event of technological changes retaining will be provided for affected employees and training and retraining affecting union members will be implemented with the co-operation and support of the union concerned.

Health and safety activities- the health and safety of workers in the working

environment are of importance trade union in particular focus strongly on this point. If a union were to take an organization to court on a matter of health and safety. The union would be on safe ground since there would be no question of the unions moral right to ensure that proper safety and health standards are maintained health and safety can play an important role in human resources management relations health and safety in Zambia is examined briefly and an opinion is offered on the impact of health and safety programmes on quality assurance. The employee has a right to expect a work environment that is free of unnecessary hazards and the employees has the right to expect the employee to maintain a safe work area. `

COMMUNICATION In any business environment stinking to the communication principles, It helps the sender in transmitting the message with ease and accuracy. The companies are compelled by law to hold certain general meeting to shareholders. The first has been called the statutory meeting. There after it must call Annual general meeting so that the articles of company provide for the holding of general meeting. Maintain effective communication promote and maintain effective communication between line management. Employees and union representatives in order to foster good relations. * COMMUNICATION CONTEXT (1) The organization context. This explains how communication flows in an established organization. Theyre Five Channels of communication namely:(i) uproard communication (ii) Downward ( Vertical ) communication (iii) Horizontal or lateral communication (iv) Diagonal communication and 7

(v) grapevine communication .

HUMAN RESOURCES PLANNING DEFINITION AND MEANING Human resources planning is an effect a done or acting according to a system approach to make sure that right people will be in the right place at the right time it may be looked upon as a plan designed to achieve a particular long-term aim for the act of acquiring utilization, improvement and preservation of an organizations human resources . The purpose is to develop gradually a process by which an organization can move from its current human resources positions doing things with result in both the organization and the individual receiving maximum long run benefit with out doubt this has to be an integrated approach in which the planning aspects of the personael role are performed in order to have a sufficient supply of satisfactory developed and motivated personnel only then can forecasting of human resources require taken up with the object of matching this supply and demand human resources plaining then can be seen as a set of activities desiged to make available the necessary, numbers of people with the necessary the organisation objectives or goals with the interests of individuals employees. IMPORTANCE In the above statement, human resources planning may be viewed as serving two board yet interrelated ,roles in the first part cular case . It is cleary an attempt to prepare for the future human resources plaining gives to the orgainsation vailable knowledge about prevent resources which it sudden changes in such factors as new markets, political, technological advance economic prevsules, human resources plaining the most important step to be done with the objectives of bettering the utilization of human resources > Now it is widely acknowledged, that man power is a decision making sources. This increasely the important characteristic. Human resources planning assumes a crucial function in the future activities an aim or failure of an organization It provide management information about the existing strengths and weakness of the people in the organization to be developed as well as recruited and to estimate human resources requirements over a specified time frame in relations to the organizational goals it would also provide an indication of the lead-time that is selecting and evolve new strategies in selecting and training the required additional man power or reducing the strength of workforce. NEEDS FOR HUMAN RESOURCE PLANNING An increase of interest in human resources planning having happened years has been brought about a member influences that have underlined the profitable as a vital importance in an organization management. These influence are briefly explained below. TECHNOLOGICAL CHANGE 8

The changing of technology in work has created a situation world over where capable employees with appropriate skills are frequently not available in the labor market. Employers across the board, therefore are gradually working up to the fact they must plain to the recruitment and training of candidates for posts well in advance of their becoming.

DECREASING OR INCREASING GROWTH OF ORGANIZATION The direction in which an organization is growing also dictates the need for a Human Resource plan. Years of comfortable growth may give rise to slower growth prospects or even reduced growth prospects. Conversely, there might be an immediate expectation of accelerated growth. Either way if the organization has not planned its manpower levels and requirements in accordance with expectations it is likely to run into conderable difficults and costs. SIZE Human Resource planning need is increasingly being perceived as being directly corresponding in the size of the organization, the larger the size the greater the need brings with it in the attendant features of complicity. Variability, uncertainty and requires that careful planning be done to remove or prevent complete disorder or confusion. IRREGULAR STRUCTURE Many organizations are fastened with situations where the actual age distribution of employees is irregular because of the man power policies of the post. Such irregular age distributions frequently occur where organization size has rapidly changed or recruitments have taken place in a few group age only. Alternatively polices have to be developed in order to obtain a better age distribution for instance by recruitment ages, training and deverlopment ,to gether with changes in career propects. LABOUR COSTS Since the manpowers cost is a major factor in price of most goods and services, since pay and estabisliment costs constitute a major proportion of the budgets of most orgainsation and since there is the constant pressure for extent of productivity, mangers need to examine means of controlling labour costs . This process has been strengthen by legislation as well as court pronouncements which give workers great security of employment and a minimum level of wages. In most causes, the effect has been that labours costs, from being variable cost, have become a quasi fixed cost in the operation of an orgainsation . HUMAN RESOURCES DECISION MAKING PROCESS Decision with regard to human resources polices have a greater impact in an organisation and on individual employees such impacts have to be studied in order to undertake a task moreover many considerations at various levels ,such as at top or mi ddle management increase the demand for information about the important or relevance of alternative human resources polices capacities of training institutions ,finance and so on better man power planning can provide this information by forecasting requirements and availability of personnel ,both quantitatively and qualitertively. OBJECTIVES OF HUMAN RESOURCES PLANNING 9

PLANNING AND CONTROL The objective of a human resources plan is undoubted its utility as a planning and control technique human resources plan when comprehensively executed enable managers to predict manpower requirements as well as control the number employees deployed is thus able to match more precisely the personnel requirements of his firm with the over all business or corporate plan and there by control wages and salary costs. REALIZATION OF ORGAINSATION GOALS Having human resources plan , in both short and long run serves the valuable purpose of obtaining an accurate estimate of number of employes required their skill and experience needs ,the time frame over which vacancies will occur and be filled ,and the availability of personnel within and without the organisation . By doing so human resources plan a crucial role in the ealization of orgainsational goals. EXISTING DEPLOYMENT Human resources plan is necessary for management to get a clear picture personnel manner in which existing personnel are deployed. This enables the company to under ttake a manpower audit and arrive at an accurate estimate of where shortages surpluses exist. The firm can invilve a meaningful stratage to over come the plused and minuses and move towards a rational and correct placement or deployment of its existing personnel. This could involve out placements, separations redeployment, fresh recruitments, promotions or transfers. CREATING AND MAINTAINING INVENTORY A Human resources plan fundamentally envisages an exhaustive inventory of existing personnel in such an inventory, the skills levels of training, eductionat qualifications, work experience, salary and wages, are all accurately depicted . It therefore ,becomes an important decision tool for all actions regarding compensationm skill development, training job analysis or enrichment deployment , future requirements. Existing human resources can therefore, be put to their most productive use.

FACTORS INFLUENCE PLANNING Planning is influenced by a number of factors . These may be internal or external . The internal and external factors that influence planning are shown below:INTERNAL FACTORS (a) The Nature of the task. The nature of the task is closely linked to the type of organisation . The composition and requirement of the tasks are determined by the organisation style. (b) The Working Group In todays work place, where teams are becoming the order of the day ,the functioning of these work groups influence planning ,as the replacement of individuals in a team requires knowledge of the groups dynamics . Interaction between teams will also affect the planning process. (c) Style and Experience of the Leaders. Work experience very after influence the managers style and 10

behavioual characteristics . The way in which the leaders managers his or her subordinat determines job satisfaction or job dissatisfaction. The latter can lead to Labour turn over and subsequent increase in recruitment efforts .

EXTERNAL FACTORS (a)The Trade Unions The intervention of trade unions often disrupts an organisation long range planning . Unions insist on transparency in every thing that management undertakes. This demond includes the numbers of people employed to do the same job in a specified area the workforce unions will want to ensure that workers are not dismissed unfairly. (b) Government Requirements. Recent legislations in particulars the skills development act and the employment equity act, impinges directly on planning strategies. (c) Economic Conditions Labour market conditions such as a suplus or shortage of people with certain skills ,also have an influence on planning the economic climate affects strategy and the wages and salares that employees can afford to pay will have an impact on the quality of staff they are able to hire.

RECRUITMENT The position of the economy of our country has a market affect upon the employment of personnel and hence upon recruitment and selection .Economic uncertainty may cause people to remain in their present job and discourage them from moving elsewhere particularly when finance and building societies and banks is difficult to obtain married people with children may be less disposed to move and movement will mainly be among young persons. Growth industries may therefore fund it difficult to obtain the experience persons required . PLANNING IN RECRUITMENT Recruitment begins with a dear specification of the type and number of human resources required and also with a clear indication of by when they are needed found in the second sepecification is a time frame that is the period of time between the receipt of a actural date from which new recruit begins work .This time frame is often spoken of as the reruitment pipe line .The human resources departmnent of a firm must also make sure that operating and staff manager realize inderstand. Their two types of recruitment (i) Internal ,the recruitment takes place within organization (ii) External recruitment takes place for the outsides . FACTORS THAT INFLUENCE RECRUITMENT A number of factors ,which may be internal or external influence the way in which recruitment is called out discuos these as outlined below:11

1) Organization Policy The content of the organizations recruitment policy determines the way in which this factors influence the recruitment process .The statements of intent in the policy dictate the parameters of the recruitment effort. 2).Image of the Organization Many organization are well known in the community and the way in which the work seeker perceives the company influence the calibre of potential staff . These days companies cannot hide behind ,established names or the length of the ease with which work seekers can obtain background information particularly by means of the internet means that the company image must be able to with stand a multitude of texts.

LABOUR MARKET A any given point of time there may be a surplus or shortage of adequately qualified people in the category of post that needs to be filled . This a period of years our country has been seen shortages and then enbarasing surpluses in the number of graduates the flow of qualified people in the labour markets is a idefinite contributor to the manner in which a firm must go about the business of recruiting. Labour markets conditions affect the availability of staff . If there is a surplus of skills many applicants will be available if the is a shortage of skills few applicants will be available. LOCATION OF THE ORGANISATION The area allocated of the orgainsation play a major function in both composition of the workforce and nature of recruitment many organisations when they begin they are under some form of pressure ,to recruit local people particularly at lower, unskilled levels .This is exercised by local groups ,political parties ,people representatives and quite often by government it self . It is to day move or less an accepted fact that organisation and more particularly. Large ones ,have a definite commitment both to he area or locality where they are stationed and to the local people ,shortly the location of the firm has a direct and important bearing on the recruitment process .

PROCEDURE FOR RECRUITMENT A staff requisiton from is reguired to the completed by the head of the department where the vacancy arises meeting full details of the vacancy eg job tittle date of the commence establishiment who would arrange to inoesrt the advertisement Advertisement is place . It is important to word the advert correctly . So applicants who are not really suitable do not apply. A vaguely worded advert would bring in more unsultable applicants. Shortlist drown up and interviews arranged

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References can be taken up before the interviews and used to determine the final section of the interviews . Interviews themselves can take many forms they may be structured using standard procedures and tchniqies e.g five to seven point plain.

Tests for specific skills are usually left to the time of the interviews professional qualifications claims can be chicked Medical examination may be essential and appointments are often made conditional upon passing. Unsuccessful candidates may be informed of the decisions . Successful candidates are informed and company records up dated.

SELECTION Definition Selection is the process by which an organisation chooses from a list of screened applicants. The basic objective of selection is to acquire such personnel who are most likely to meet the organisations standards of performance satisfaction of employer* needs and wants as well as the fullest development of his potential are a part this objectives. SELECTION PROCESS The selection is a series of steps through which applicants pass. These steps represents the tools or methods of selection the steps are essentially a number of elminations as certain applicants drop out of the process at each step so the applicant pool becomes smaller. Although the sequence of steps may vary from firm to form with some steps even taking place simultaneously ,the process is designed to determine those candidates who are likely to be successful and eliminate those likely to fail , within each step multiple approaches help distinguish between performance related and non performance related issues. The selection decision must focus on performance related issues if the selection process is to contribute to the organisation success. STAFF SELECTION Once the organisation recruitment activities have succeeded in affecting sufficient number of relevant applicants from the external market the main of subsequent selection activities is to identify the most suitable applicant and persuade them to join the organisation even in times of high unemployment selection is very much a two way process with the candidate assessing the organisation as well as the other way round from the organisation point of view selection is just as much as selling operations as initial recruitment . The most important things are qualifications and see that the 13

qualifications and see that the applicants a capable of been part of the organisation in short working in the organisation and even experience.

INTERVIEW The selection process is all set of begin it is generally agreed that the interview to more important element in the selection and place ment process . The number of types of interview and different organisations use one or more of them to make their selection choices interview types are as follows:(i) Structured. (ii) Non-directives interview. (iii) Stress interview. STRUCTURED This form of interview, the interview follows an established approach designed to ensure that all relevant factors relating to this candidates qualifications and suitability for the job will be gone over. It also allows an interviewer to prepare in advance ,question that are job related and then complete a standardized interviewer evaluated form finally the interviewer should probe the response until he has arrived at a dear understanding of the nature of the candidates reply . NON-DIRECTIVE INTERVIEW This defined as the process of active listening Normally used in psychological counseling. It is also widely used in selection .The interviewer has a wide convas and choice to prepare at list of topics to be covered rather than questions little preparation is required on his part . He asks general questions designed to prompt the candidate to discuss himself and often uses a thought or idea expressed in one response as the basis for the next question the interviewer has to adapt both to changing situations and a variety of candidates. STRESS INTERVIEW This interview designed to asses and provide usefull information as to whether a person would be able to cope with stress on the job or not . Stress interviews are delibute attempts to create tension and pressure ,methods used to induce stress range from frequents . Interruptions and criticism of an applicants opinion to keep silent for an extended period of time . The most important advantage of the stress interview is that it helps to demostrate important personality characteristics which would be difficult to observe in tension free situations.

INTERVIEW PROBLEMS The whole interview process it must be remembered is far from free of in built deficiencies and put falls . These need to be recognized and avold as far as possible if the interview in to achieve its purpose. In the next paragraph are interview problems . SNAP JUDGMENT Tere is a tendency for interview to make up their minds on the fast impression of the candidate.Based on the first observation of the applicant and the first few minutes of 14

discussin, a judgement is arrived at which infact may be quite incorrect. Too often, interviews from an early impression and spend the rest the time looking for evidence to support it the attempt, on the often hand, should be to correct comprehensive information about the candidate and reserve judgement until various aspects and areas have been probed. NON VERBAL SIGNALS Interviews often fall into the trap of using no-verbal behaviour pattern as a basis for reching a descion factors such as how a candidate looks, sits in the chair maintainsd eye contract, his facial expressions may be allowed to become over riding criteria and this can easily result in by- passing competent candidates. INTERVIEWS LACK OF KNOWLEDGE. Where this happens there is invariably a miscarriage of justice. The interviews lack of familiarity with the job requirements in the candidate that make him suitable for the job. Instead he might well be eliminated for the wrong reasons e.g faulty English might prevent a top flight engineer from being selected for the production department of a form-on the other hand another applicant may well get selected for displaying abilities unrelated to the job he is being recruited for. TRAINING Some form of training is needed for all employess. It may give a wider general knowledge of new technigues or a broader outlook but can be most beneficial to employee and employers. In effective programme can-: (i) (ii) (iii) (iv) (v) Improve effective and moral Introduce new techniques Provide for succession, enabling qualified replacement to be available. `Take the standard of unskilled personnel, thus helping overcome labour shortages. Lead to a reduction in scrap rates and improve machine utilization.

Training needs must be assessed to determine. - The jobs for which planned training is required - The number of people who need to be trained annually for those jobs. - The standards of training programme are needed. TYPES OF TRAINING PROGRAMMES 1 Apprentice training this originated in the age of hand craftsman where the individual craftsman taught the practical skills to the appreciative. This involves-: (a) Employer taking responsibility for training and assessing the needs annually to determine the number required in each category.

(b) the required skills and knowledge are than analyzed. (c) with this information a programme can be prepared for induction training. - Basic training in skills required. - Planned experience, to enable skills to be applied on the job. - Further education, to provide technical method of training operatives is for them to learn by watching others 15

. This include-: (i) (ii) (iii) (iv) (v) (vi) (vii) Selection of the job to be studied. Analysis of what is done and how it is done Recording and analyzing common faults. Determine the elements of a job to taught in parts and devising exercise to illustrate the parts. Setting targets times and standards to see if speeds of experienced workers can be reached. Setting syllabus, training staff, preparing timetables, designing record forms. Checking results frequently.

SUPERVISION TRAINING The nature of the work must be analyzed from an analysis of the job, the skills and knowledge required can be determined and from this an required can be determined and from this an appraised of e performance of existing superior is needed in order to identity their training needs. Training programmes may be conducted internally or externally and may take the form of courses skills and knowledge of a general or specific kind and on the job development by planned project work and planned experience under immediate superior. MANAGEMENT TRAINING The main objects are to improve correct performance and provide a suitable trained staff to meet present and future needs or use. The training aims to improve the performance of the organization in all areas. The training should develop knowledge skills and attitudes, through various methods of instruction, demonstration and experience. INDUSTRIAL RELATION FUNCTIONS Purpose of the selection To promote and maintain sound industrial relations at the company in order to ensure maximization of productivity. MAIN DUTIES Advisory role- advise management, employees and union representatives on company personnel and industrial relations policies, practices, procedures and government labour laws to facilitate consistent implementation of personnel in order to create a good working environment conductive to high productivity. Case investigation Handle ands ensure that disciplinary cases, appeals and grievances are thoroughly investigated and consistently processed within the company disciplinary code to ensure maintenance of justice and discipline. .

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Employee Grievances- Attending to grievances by listening to their complaints and advising some the alternative approaches available for their disposal and discussing the matters with line management officials concerned to harmoniously resolve the issues. Interpretation of conditions of services and statutory laws so as to ensure consistent application by management. Maintain effective communication promote and maintain effective communication between line management employees and union representatives in order to foster good relations. Anticipate industrial Relations problems Identify, investigate and anticipate industrial relations problems as well as personnel problems and adverse trends and advise management on remedial action to be taken in order to improve the industrials relations climate vi. Training Personnel- Train and develop Human resources so that they produce work of high standard and maintain own discipline. vii. Co-ordinating with outside agencies, hospitals the state police and other government departments on personal matters for their assistance as necessary. Viii. Annual and monthly reports- compile annual and monthly reports on industrial relations climate.

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CONCLUSION In every organization, big or small scale, it must have Human Resource Department. They are supposed to follow the functions or roles of the Human Resource management because without following them, the organization may be difficult to run and it cannot be successful if the organization is lacking Human Resource management knowledge. Like all business activities, Human Resource management should focus on making a significant contribution towards the bottom line, in order that people may be happy in their work, these things are needed to be considered. They must be fit for it and not doing much for it and they must have a sense of success in it. Human Resource Management requires managing its human capital in such a way that value is added to both the organization and the employees involved. Developments in social environment and quality requirements will have to be monitored carefully in order to be flexible in meeting the challenges arising in these areas. The main important thing is that improved employee performance is a key to successful results in an organization. SUMMARY The role of Human Resource Management emphasizes the strategic functions of human resource management activities to dominate the future role of the practitioner will be probably be found along many members. The image of Human Resource department will change from that of a bureaucracy to a strategic partner intent on adding value to the organization by integrating business issues with human resource solutions. Many organizations have reorganized their Human Resources roles to get the quality results required in the area of developing capital.

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