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This is the first C in the evaluation of Human Resource Function. Commitment means testing the employees personal motivation and loyalty to the organization. If the employee works hard enough for the good of the company and his main aim is for the company to gain competitive advantage over its rivals then he is very committed to the company thus the human resource department is very effective. Competency Competency is the second C in the evaluation of Human Resource Function in an organization. In this area one tests the employees skills and abilities to perform his tasks well. Hiring and maintaining employees with very good skills proves that the human resource docket in that company is very efficient. Congruency This is the third C in the evaluation of Human Resource Function. Congruency focuses on management and employees. It seeks to test and prove that the
management and employees share the same vision of the organization goals and work together to attain them. Cost Effectiveness The last C in the evaluation of Human Resource Function is cost effectiveness. It is concerned with operational efficiency. The Human Resource Function in the organization should be used to the best advantage. Techniques of Evaluation of Human Resource Function There are four ways to evaluate if the Human Resource Function in an organization is effective after implementing it Achievement of Specified Goals
This is one way of evaluating Human Resource Function. In this case one measures the achievement against agreed objectives. Service Overall Evaluation (SLA) This is an agreement between the provider of services and the customers. Subjective Overall Evaluation This is another method of evaluation of Human Resource Function. One measures the satisfaction index where concerns on whether an employee is happy and satisfied working in the organization and the Human Resource policies and practices as they affect them. Bench Marking In this evaluation of Human Resource Function one compares data from a competing firm and the data in your organization. This provides information on where to improve in the business strategies. Conclusion on Evaluation of Human Resource Function As seen above one can successfully evaluate to find out if the Human Resource Function of an organization. Competency, congruency, commitment and cost effectiveness are the four Cs one needs to implement.
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Human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. It is the sum total or aggregate of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the persons employed in the organization. The human resources are multidimensional in nature. From the national point of view, human resourcesmay be defined as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the viewpoint of theindividual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees. Human Resource Management: Defined Human Resource Management has come to be recognized as an inherent part of management, which is concerned with thehuman resources of an organization. Its objective is the maintenance of better human relations in the organization by the development, application and evaluation of policies, procedures and programmes relating to human resources to optimize their contribution towards the realization of organizational objectives. In other words, HRM is concerned with getting better results with the collaboration of people. It is an integral but distinctive part of management, concerned with people at work and their relationships within the enterprise. HRM helps in attaining maximum individual development, desirable working relationship between employees and employers, employees and employees, and effective modeling of human resources as contrasted with physical resources. It is the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization. Human Resource Management: Evolution The early part of the century saw a concern for improved efficiency through careful design of work. During the middle part of the century emphasis shifted to the employee's productivity. Recent decades have focused on increased concern for the quality of working life, total quality management and worker's participation in management. These three phases may be termed as welfare, development and empowerment.
Human Resource Management: Nature Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include: It is pervasive in nature as it is present in all enterprises. Its focus is on results rather than on rules. It tries to help employees develop their potential fully. It encourages employees to give their best to the organization. It is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. It helps an organization meet its goals in the future by providing for competent and well-motivated employees. It tries to build and maintain cordial relations between people working at various levels in the organization. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc. Human Resource Management: Scope The scope of HRM is very wide: 1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. 3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. Human Resource Management: Beliefs The Human Resource Management philosophy is based on the following beliefs: Human resource is the most important asset in the organization and can be developed and increased to an unlimited extent. A healthy climate with values of openness, enthusiasm, trust, mutuality and collaboration is essential for developing human resource. HRM can be planned and monitored in ways that are beneficial both to the individuals and the organization. Employees feel committed to their work and the organization, if the organization perpetuates a feeling of belongingness. Employees feel highly motivated if the organization provides for satisfaction of their basic and higher level needs. Employee commitment is increased with the opportunity to discover and use one's capabilities and potential in one's work. It is every manager's responsibility to ensure the development and utilisation of the capabilities of subordinates. Human Resource Management: Objectives
To help the organization reach its goals. To ensure effective utilization and maximum development of human resources. To ensure respect for human beings. To identify and satisfy the needs of individuals. To ensure reconciliation of individual goals with those of the organization. To achieve and maintain high morale among employees. To provide the organization with well-trained and well-motivated employees. To increase to the fullest the employee's job satisfaction and self-actualization. To develop and maintain a quality of work life. To be ethically and socially responsive to the needs of society. To develop overall personality of each employee in its multidimensional aspect. To enhance employee's capabilities to perform the present job. To equip the employees with precision and clarity in transaction of business. To inculcate the sense of team spirit, team work and inter-team collaboration. Human Resource Management: Functions In order to achieve the above objectives, Human Resource Management undertakes the following activities: 1. Human resource or manpower planning. 2. Recruitment, selection and placement of personnel. 3. Training and development of employees. 4. Appraisal of performance of employees. 5. Taking corrective steps such as transfer from one job to another. 6. Remuneration of employees. 7. Social security and welfare of employees. 8. Setting general and specific management policy for organizational relationship. 9. Collective bargaining, contract negotiation and grievance handling. 10. Staffing the organization. 11. Aiding in the self-development of employees at all levels. 12. Developing and maintaining motivation for workers by providing incentives. 13. Reviewing and auditing manpower management in the organization 14. Potential Appraisal. Feedback Counseling. 15. Role Analysis for job occupants. 16. Job Rotation. 17. Quality Circle, Organization development and Quality of Working Life. Human Resource Management: Major Influencing Factors In the 21st century HRM will be influenced by following factors, which will work as various issues affecting its strategy: Size of the workforce. Rising employees' expectations Drastic changes in the technology as well as Life-style changes. Composition of workforce. New skills required. Environmental challenges. Lean and mean organizations. Impact of new economic policy. Political ideology of the Government.
Downsizing and rightsizing of the organizations. Culture prevailing in the organization etc. Human Resource Management: Futuristic Vision On the basis of the various issues and challenges the following suggestions will be of much help to the philosophy of HRM with regard to its futuristic vision: 1. There should be a properly defined recruitment policy in the organization that should give its focus on professional aspect and merit based selection. 2. In every decision-making process there should be given proper weightage to the aspect that employees are involved wherever possible. It will ultimately lead to sense of team spirit, team-work and inter-team collaboration. 3. Opportunity and comprehensive framework should be provided for full expression of employees' talents and manifest potentialities. 4. Networking skills of the organizations should be developed internally and externally as well as horizontally and vertically. 5. For performance appraisal of the employees emphasis should be given to 360 degree feedback which is based on the review by superiors, peers, subordinates as well as self-review. 6. 360 degree feedback will further lead to increased focus on customer services, creating of highly involved workforce, decreased hierarchies, avoiding discrimination and biases and identifying performance threshold. 7. More emphasis should be given to Total Quality Management. TQM will cover all employees at all levels; it will conform to customer's needs and expectations; it will ensure effective utilization of resources and will lead towards continuous improvement in all spheres and activities of the organization. 8. There should be focus on job rotation so that vision and knowledge of the employees are broadened as well as potentialities of the employees are increased for future job prospects. 9. For proper utilization of manpower in the organization the concept of six sigma of improving productivity should be intermingled in the HRM strategy. 10. The capacities of the employees should be assessed through potential appraisal for performing new roles and responsibilities. It should not be confined to organizational aspects only but the environmental changes of political, economic and social considerations should also be taken into account. 11. The career of the employees should be planned in such a way that individualizing process and socializing process come together for fusion process and career planning should constitute the part of human resource planning. To conclude Human Resource Management should be linked with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. All the above futuristic visions coupled with strategic goals and objectives should be based on 3 H's of Heart, Head and Hand i.e., we should feel by Heart, think by Head and implement by Hand. Share: Facebook Twitter Google Buzz Myspace MSN Live Yahoo LinkedInOrkut Digg
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COMMENTS
jontymagicman | April 7, 2012 - 3 weeks 3 days
Very informative .... Thanks ankur ..... keep the good work up .....
As So Many Human Resources Departments Around the World Work to Support Tier 1, 2 and 3 companies, It Seems Befitting That They At Least Read the Operational Work that Goes into Making Things Work for the Whole Corporation. Thanks for a Quality Article.
Don't you acknowledge that it is correct time to receive the home loans, which would realize your dreams.
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wow it sure is a long article and you've got a terrific response to it! cheers
Humera Nazir Department of Social Work University of Kashmir. Very Informative Article. must read it.
ultimate !!!
Very informative.
What an "eye-sight" of view. Invariably any organization without these personnel stands to lose a lot both in manpower and enumerations. Nice one from you
A very elaborate presentation here! Students of HR need to have a peek at this article, it will definitely simplify their understanding of HRM
Human Resource Management Software can be used for many things, most of which make things much more convenient for the project managers and employees. Here we will talk about some of the things that can be done with this software. We will discuss how the software can help you keep better track of your employees during the course of their employment, starting with their application.
Great article. In the Human Resource community there is a controversy: Is it Human Resource Management or Personnel Management? The tilt seems to be in favour of Human Resource Management. What do you think? Check this: Human Resource Management or Personnel Managment? on expertcolumns.com Remember to leave your comment. Prosperously yours, Mountain of Glory
Very comprehensive and well written, you should have this an e-book. I agree with you that Human resource management should be results focused not rules focused. I might be going back to this article someday when I finish my MBA.
This really good information otherwise 4upcoming community based organization managers especially for youth led organization. Thanks so much Musoke Twahah Eagles Youth Development Group P.O.BOX 39 Namulonge - Uganda
A very useful and informative article. I'll bookmark it for reference in the future. Thanks for the share. Monica.
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It is very helpful for my exam time & interview times also......... Thanks for giving me the good information... Diana
hai this is a nice article about the hrm i am preparing for my mba exam with annamalai university, this article is building up my confidence level much more to write the exam.... thank u... padmakumar/b trv
helpfull//@ -:)
i want to know about the problems and prospects of human resource management in 21 century can u guide me please
Major issue is the lack of skilled workers to fill 21st Century vacancies. Even though our current job growth is sluggish the United States will face a demand for new employees to fill 21st Century jobs in the next decade; however, it is estimated that the supply of available talent to meet these needs will not be readily available. The American Society of Training Development summarized these needs as follows: leadership and executive skills basic workplace competencies that are the building blocks of successful performance in any job such as literacy and numeracy professional or industry-specific skills managerial and supervisory skills communication and interpersonal skills technical, IT, and systems skills sales skills process and project management skills. In addition, additional skills are needed for sustained high performance in the knowledge economy: Adaptabilitythe capacity to change in response to ever-shifting conditions in the economy and the marketplace, and to quickly master the new skills that such changes require Innovative thinking and actionthe ability to think creatively and to generate new ideas and solutions to challenges at work Personal responsibility for learningthe willingness of individuals to take responsibility for continually improving their work-related capabilities throughout their careers.
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Nice Article
Very good
wow.. this article is written by heart, thought by the head and experienced by hand.(3H right? lol) thanks!! i am preparing for my Comprehensive Examination and i've browsed this. such a good review tool~this one's helpful!
really the article is very nice, thanks for help in my study & it is the covering my 80% of m.b.a syllabus of 1st unit, Thanks again .
Wery good.
I have studied this article in this article every one can easily understand role and responsibilities of HR Department.
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Wow this article can really help me study for my Introduction to Human Resource Management class I would refer this article to my classmates :)
Very nicely written up everything.I just want to know what exactly a Interviwer will ask the candidate to whom he is going to recruit for HR job position.Please help me out because i am appearing for the interview of HR Executive job position.please tell me what should i prepare because i dont have HR as my course in MBA.but i am really fascinated towards this field that's why iam going for this field..please someone help me out. shivani
Recruiting superstars are fairly common,IT Jobs London though it to be on a team with one can feel like a unique experience. These internal recruiters are great at filling open requisitions, but have a bad habit of neglecting every other area of the recruiting . Management, fellow recruiters and hiring managers tend to have a lovehate relationship with these folks; they love the numbers, love the time-to-fill and celebrate the placements but loathe the unavoidable clean up of everything left in each placement's wake.
nice thing!
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Frequently Asked Q
tment -
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Factors Affecting
Outso Recru
Both recruitment and selection are the two phases of the employment proce between the two
them to apply for jobs in the organisation WHEREAS selection involves the
which the candidates are screened for choosing the most suitable persons
selection of best candidates for the organisation, by attracting more and m right candidate to fill the various positions in the organisation. 3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a as it involves rejection of the unsuitable
4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with suitable candidate through various interviews and
5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of se employer and the selected employee.
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Introduction:
Job analysis: - A job is defined as a collection of duties and responsibilities which are individual employee. Job analysis is the process of studying and collecting information
and responsibilities of a specific job. Information thus collected is analyzed and the fact working condition and qualities in employee can be easily known.
p stry
Job identification
Nature of job
Operations involved
Work simplification: - Job analysis provides the information related to job and this dat
make process or job simple. Work simplification means dividing the job into small parts
operations in a product line or process which can improve the production or job perform
Setting up of standards: -Standard means minimum acceptable qualities or results or rewards regarding a particular job. Job analysis provides the information about the job can be established using this information
o o o o o o o o
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o o o
HRM vs HRD
sub categories, among which is HRD, which stands for human resou
skills. Because the process of hiring new employees can be long, expe employees within the company because through this an employee is progressively scale up the managerial ladder.
does not only focus on development of skills but also focuses on the p
development of employees. Because peoples needs and expectations cope with such and prepare them for future uncertainties.
HRD section. The HRD section needs to have professionals with imp
section of backgrounds. The HRD section is concerned with identifyi making those skills complement the other.
formal approach as in a classroom or laboratory training in a case wh simple mentorship from his superior, usually a manager. Summary:
apply. It may also take the informal route where an employee receive
1. HRD is a sub section of HRM, i.e. HRD is a section with the depar with the development part. 3.HRM is concerned with recruitment, rewards among others while concerned with employee skills development. mentorships.
2.HRM deals with all aspects of the human resources function while
4.HRM functions are mostly formal while HRD functions can be info
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1. Neeraj Chaubey
October 21, 2011 8:31 pm
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