Final HRM Assignment-modified

8/8/2019 Final HRM Assignment-modified

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Table of Contents

Contents Page No.

What is Human Resource Management?......................................... 2

Background: ..................................................................................... 3

History:............................................................................................. 4

Objectives of Human Resources Management HRM): ..................... 5

The objectives of HRM may be as follows ........................................ 5

Key Functions ................................................................................... 6

Stress ............................................................................................. 11

Time management ......................................................................... 12

Literature review............................................................................ 14

Importance of Human Resource Management .............................. 15Conclusion .................................................................................... 22

Recommendations: ........................................................................ 23


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What is Human Resource Management?H uman Resource Management ( H RM) is the function within an organization that

focuses on recruitment of, management of, and providing direction for the people who

work in the organization. H uman Resource Management can also be performed by line

managers.

H uman Resource Management is the organizational function that deals with issues

related to people such as compensation, hiring, performance management, organization

development, safety, wellness, benefits, employee motivation, communication,

administration and training.

H uman Resource management is based in the efficient utilization of employees in

achieving two main goals within a corporation or other type of organization. The first

goal is to effectively make use of the talents and abilities of employees to achieve the

operational objectives that are the ultimate aim of the organization. Along with realizing

the goals of the organization, H uman Resource management also seeks to ensure that

the individual employee is satisfied with both the working environment and the

compensation and benefits that he or she receives.

At times, the two main functions of H uman Resource management ( H RM), seem to be

at odds with one another. There are certainly instances where it is impossible to arrive

at solutions that are in line with both the aims of the company and the desires of theemployee. When this happens, effective H uman Resource management is faced with

the task of finding a resolution that protects the interests of the company, but at the

same time provides and acceptable level of satisfaction to the employee. This process

can sometimes take a great deal of expertise on the part of the H uman Resource

personnel, but ultimately will help establish the best solution for all concerned parties.

Among the human resource issues that are generally handled by H R management

personnel are the drafting of position descriptions for all levels of employment within the

company, setting the standards and procedures that are used for hiring new employees,

and determining benefits that are extended to existing employees. Disciplinary

procedures, as well as procedures for recognizing employees for exemplary work, also

fall under the province of H uman Resource management. H uman Resource

management often seeks to provide the highest quality benefit packages possible, given


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the current financial position of the company. To this end, personnel concerned with

H uman Resources will seek the best in group health insurance, retirement programs,

profit sharing, and vacation and personal days.

Preparing and maintaining a company employee handbook is often the province of

H uman Resource management. As part of that process, the management team will

ensure that all guidelines and regulations contained within the text are in compliance

with local, state, and federal laws that impact the status of employees. H uman

Resource management will also provide all employees with opportunities to understand

the provisions within the handbook, both as part of new employee orientation and as an

ongoing employee education process.

Often, H uman Resource management and personnel are called upon to mediate

grievances between employees and immediate supervisors. In these situations, themediator will seek to represent the best interests of the company, ensure that the

dialogue and process is in compliance with laws governing employment within the

country of residence, and seek to affect resolution and reconciliation of all parties.

Background :The term 'human resources' as used in organizations describes the workforce capacity

available to devoted to achievement of their objectives. The subject has drawn uponconcepts developed in industrial/organizational psychology and system theory. H uman

resources have at least two related interpretations depending on context. The original

usage derives from political economy and economics, where it was traditionally called

labor economics [labor], one of four factors of production. This perspective has shifted

as a consequence of further ongoing research into more applied approaches. The

subject has expanded to 'human resources development', also called 'investment in

[human capital]'. Such development may apply to individuals within an organization or

applied beyond the level of the organization to that of industry sectors and nation.


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History:The early development of the function can be traced back to at least two distinct

movements. One element has its origins in the late 19th century, where organizations

such as Cadburys at its Bournville factory recognized the importance of looking after the

welfare of the workforce, and their families. The employment of women in factories in

the United Kingdom during the First World War leads to the introduction of "Welfare

Officers". Meanwhile, in the United States the concept of human resources developed

as a reaction to the efficiency focus of Taylorism or "scientific management" in the early

1900s, which developed in response to the demand for ever more efficient working

practices within highly mechanized factories, such as in the Ford Motor Company. By

1920, psychologists and employment experts in the United States started the human

relations movement, which viewed workers in terms of their psychology and fit with

companies, rather than as interchangeable parts.

During the middle of the last century, larger corporations, typically those in the United

States that emerged after the Second World War, recruited personnel from the US

Military and were able to apply new selection, training, leadership, and management

development techniques, originally developed by the Armed Services, working with, for

example, university-based occupational psychologists. Similarly, some leading

European multinationals, such as Royal Dutch Shell|Shell] and Phillips developed newapproaches to personnel development and drew on similar approaches already used in

Civil Service training. Gradually, this spread more sophisticated policies and processes

that required more central management via a personnel department composed of

specialists and generalist teams.

The role of what became known as H uman Resources grew throughout the middle of

the 20th century. Tensions remained between academics who emphasized either 'soft'

or 'hard' H R. Those professing so-called 'soft H R' stressed areas like leadership,

cohesion, and loyalty that play important roles in organizational success. Those

promoting 'hard H R' championed more quantitatively rigorous management techniques

in the 1960s.

In the later part of the last century, both the title and traditional role of the personnel

function was progressively superseded by the emergence, at least in larger


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organizations, of strategic human resources management and sophisticated human

resources departments. Initially, this may have involved little more than renaming the

function, but where transformation occurred, it became distinguished by the human

resources having a more significant influence on the organizations strategic direction

and gaining board-level representation.

Obj ectives of Human Resources Management HRM):Objectives are pre-determined goals to which individual or group activity in an

organization is directed. Objectives of personnel management are influenced by

organizational objectives and individual and social goals. Institutions are instituted to

attain certain specific objectives. The objectives of the economic institutions are mostly

to earn profits, and of the educational institutions are mostly to impart education and / or

conduct research so on and so forth. H owever, the fundamental objective of any

organization is survival. Organizations are not just satisfied with this goal. Further the

goal of most of the organizations is growth and / or profits.

Institutions procure and manage various resources including human to attain the

specified objectives. Thus, human resources are managed to divert and utilize their

resources towards and for the accomplishment of organizational objectives. Therefore,

basically the objectives of H RM are drawn from and to contribute to the accomplishmentof the organizational objectives. The other objectives of H RM are to meet the needs,

aspirations, values and dignity of individual employees and having due concern for the

socio-economic problems of the community and the country.

The o bj ectives of HRM may b e as follows :1. To create and utilize an able and motivated workforce, to accomplish the basic

organizational goals.2. To establish and maintain sound organizational structure and desirable working

relationships among all the members of the organization.

3. To secure the integration of individual or groups within the organization by co-

ordination of the individual and group goals with those of the organization.


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4 . To create facilities and opportunities for individual or group development so as to

match it with the growth of the organization.

5. To attain an effective utilization of human resources in the achievement of

organizational goals.

6. To identify and satisfy individual and group needs by providing adequate and

equitable wages, incentives, employee benefits and social security and measures for

challenging work, prestige, recognition, security, status.

7. To maintain high employees morale and sound human relations by sustaining and

improving the various conditions and facilities.

8. To strengthen and appreciate the human assets continuously by providing training

and development programs.

9. To consider and contribute to the minimization of socio-economic evils such asunemployment, under-employment, inequalities in the distribution of income and wealth

and to improve the welfare of the society by providing employment opportunities to

women and disadvantaged sections of the society.

10. To provide an opportunity for expression and voice management.

11. To provide fair, acceptable and efficient leadership.

12. To provide facilities and conditions of work and creation of favorable atmosphere for

maintaining stability of employment.

Management has to create conductive environment and provide necessary

prerequisites for the attainment of the personnel management objectives after

formulating them.

K ey Functions :H uman Resources may set strategies and develop policies, standards, systems, and

processes that implement these strategies in a whole range of areas. In order toachieve the above objectives, H uman Resource Management undertakes the following

activities:

1. H uman resource or manpower planning.

2. Recruitment, selection and placement of personnel.

3. Training and development of employees.


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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.

To achieve the H uman Resource Management goals and for the changing

of the global scenario the related factors are

1. Staffing:y H uman Resource Planning

y Job analysis

y Employee Recruitment

y Employee Selection

y Guidance & Placement

y Leadership


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2 . Training & Development: y Training

y H uman Resource Development

y

Induction & Socializationy Career planning & Development

y Organizational Development

y H R structure

3 . Motivation & Empowerment:y Job satisfaction

y Motivationy Organization design

y Employee benefits

y Employee commitment

y Payment of salary of wages

y Time management

4 . Maintenance & Retention:y Labor management relations

y Safety & health

y Communication

y Courting

y Discipline

y

Retention


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L eadership:

Leadership is a process by which a person influences others to accomplish an

objective and directs the organization in a way that makes it more cohesive and

coherent. This definition is similar to Northouse's definition Leadership is a process

whereby an individual influences a group of individuals to achieve a common goal.

Ten traits for a good leader :

A good leader needs quite a few characteristics in order to be successful. Whether

youre leading a business or a government, the principles are the same. H eres a look at

ten absolutely essential traits for a good leader to have.

1. Discipline . First and foremost, a leader knows when to act. H e or shes able to get

up and get things moving. This requires a good amount of discipline. Without this trait, a

leader wont ever do more than just suggest change. Its important to actually enact it.

2 . Forethought . Forethought is important to ensure good use of resources. If you cant

think ahead, youve got no business leading people. Leaders should always practice

thinking a few steps ahead to build any advantage they can get.

3 . Realism . Its great to be idealistic. In fact, its important for every leader to think about

the best case scenario. H owever, youve also got to plan on setbacks. Its crucial to be

able to realize when something simply isnt going to work or when the resources just

arent there.

4 . Trust . Its important for a leader to trust the people hes leading to handle certain

things. Otherwise, youll end up micromanaging. This is bad for efficiency, and prevents

things from happening. Learn to trust people to get things done. When they see that

trust, theyll be empowered and grateful for an opportunity to show initiative.5 . Patience . When a leader delegates a responsibility and someone makes a mistake,

its important not to overreact. An overreaction undermines authority and makes any

leader in business or politics seem petty. This is especially true with honest mistakes,

where nobodys really at fault.


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6 . Charisma . Of course, to get anybody to follow you in the first place, charismas an

important trait. There are quite a few different types of charisma. The kind you need for

business is very different than what youd need for politics. Finding and developing the

right type of charisma can be hugely helpful.

7 . Humility . To lead, youve got to realize that youre not perfect. Otherwise, youll get

rocked with that realization again and again. A good grounded personality is the mark of

a well rounded person that understands when he cant do things by himself.

8. Empathy . In any pursuit, being empathetic can mean the difference between working

with someone and working against them. Leaders who can empathize can convince

others to help them, and know when their actions are causing more harm than good.

9 . Humor . Good leaders laugh at themselves and inspire laughter. A sense of humor

helps to relieve stress within an organization, and can lead to much harder (and morefun) work.

10. Faith . Not religious faith, but faith in people. Make sure to keep in mind that you

cant always know everything. Keeping faith that the people youre leading will help you

out along the way is absolutely essential. Without this kind of faith, you cant lead well

for very long.

Motivation : Motivation starts with motive. Motive is an inner state of our mind that activates and

directs our behavior. Motivation is ones willingness to extent effort towards the

accomplishment of his or her.

Motivation is a process that starts with a physiological or psychological deficiency or

need that activates behavior or a drive that is aimed at a goal or incentive.-Fred

Luthans.

Motivation is the willingness to exert high levels of effort toward organizational goals,

conditioned by the effort ability to satisfy some individual need. Stephen p. Robbins.

Allah has created us with best quality. Man power or human resource is the greatest

resource in the world. But inactive or de motive people are not recourse for us.

Moreover they are burden to us. Motivation makes a man as a good or better or best

resource. Without motivation none can be an energetic and powerful worker or officer or


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manager, even leader.

In the age of science the whole world is very small. We can easily move from one

corner to another corner on the earth. Only motivated people can do success in the

global contest. Motivation always helps us to get something from the globalization. If we

see the developed countries.

We will find that their people are thousand miles ahead than other people only because

they are motivated. So we will have to fit for global contest by motivation for yourself, for

our family, for our society, for our country, moreover for the globalization.

J o b satisfaction:

Job satisfaction means employer is satisfy about their job condition, salary behavior

from superior. Maximum employees are not satisfy about their job because the lack of

knowledge, controlling capacity, organizing and leading.

There are certain basic functions that all managers perform. There are planning,

leading, organizing and controlling, establishing goals and standards, developing rules

and forecasting. Organizing giving each subordinate a specific task.

There are a lots of satisfy job in the global organization. Many people go one country to

another to get a good job. So in the global sector job satisfaction is very important for

growing more production.

Stress :Every human being under goes stress at some or other times. It is universal in its

effect and is democratic in nature affecting everybody. Stress is present throughout

ones life. It is not possible not to have stress. It is bodys reaction against a sudden

attack.

In the H R sector stress is very important factor. None manager avoid stress fromhis\her life or organization. The hidden effects can cost the organization throughout loss

or productivity, absenentism and health care expenses. Excessive stress can cost the

individual health and future. So in H R sector stress comes and goes.


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If we want to be a good manager in the global contest, we will have to free from stresss

a manager we can do the following subjects: Make plan to deal with stress, maintain

physical fitness, deal with stressors avoid excess stress, relax, develop and maintain

personal relationships, moreover we have to control the situation. So in global scenario

organization always want stress free people.

The way of removing stress:

1. Make plan to deal with stress

2. Maintain physical fitness

3. avoided excess stress

4 . deal with stressors

5. relax

6. develop & maintain personal relation ships

7. maintain good relationship with superiors

8. control the situation

Time management :The process of scheduling and organization time to determine how much time is

required to complete multiple direct and indirect tasks, and when such tasks are

required. In education, examples of direct tasks consist of: reading assignments,

homework assignments, projects, test preparation. In addition, examples of indirect

tasks consist of: work and family responsibilities, groc ery shopping, and recreation.

Time management is a set of principles, practices, skills, tools, and systems that help

you use your time to accomplish what you want.

Importance of time Management:H ere are the top reasons why time management is of great importance to your personal

and career success:


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1. Time is limited . Time is a very special resource in that you cannot store it or save it

for later. Everyone gets the exact same amount of time each and every day. If you don't

use your time wisely, you can never get it back.

2 . Time is scarce . Most people feel like they have too much to do and not enough time.

Lack of time is blamed for everything from not getting enough exercise, poor finances,

unachieved goals, too much stress, bad relationships, and even an unfulfilled life. Time

management helps you use the time that you do have in better ways.

3 . You need time to get what you want out of life . You need time to do almost

anything worthwhile in life. Waiting for more free time is a losing game that almost never

results in getting time for what you want. You need to learn how to make time for the

things that are important to you. Even if you can only afford to give a small amount of

time each week to your goals, you'd be surprised at how much progress you can make.4 . You can accomplish more with less effort . When you become more productive

using improved time management skills and tools, you can accomplish more with less

effort. Reducing wasted time and effort gives you even more productive time throughout

the day. Both of these allow you to make time for a wide range of activities that bring

more balance and fulfillment to your life.

5 . Too many choices . In this day and age, there are so many ways you can spend

your time that you need some sort of plan to make intelligent choices.


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L iterature review :Throughout the world in the developed and industrialized countries such as those in the

European Union, Japan and the United States, population growth has reduced

significantly leading to a slower growth in the number of workers and consumers. Onthe other hand some countries especially Asian countries have witnessed an increase in

the population growth rate. These have been illustrated in the table below.

Ta b le : Population of Countries,

S OU RCE: 2 010 WORL D P OP ULA TION DA TA SHEET .

To take advantage of this growth Firms throughout the world have established

operations, formed joint ventures or mergers in these countries. This had led to them

employing a workforce coming from different backgrounds leading to a very diverse

workforce. There are many factors affecting International H R management

y Legal and Political Factors

y Economic Factors

y Cultural Factors.


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Importance of Human Resource Management :Implementation of such policies, processes or standards may be directly managed by

the H R function itself, or the function may indirectly supervise the implementation of

such activities by managers, other business functions or via third-party external partner organizations. Applicable legal issues, such as the potential for disparate treatment and

disparate impact, are also extremely important to H R managers.

H uman Resource Management: The Importance of Effective Strategy and Planning

Change in H igher Education:

Massification growth in student numbers; increasing diversification in students

Pressures on funding reductions in unit of resource; importance of value for

money

The quality movement quality assurance and assessment

Globalisation and internationalisation new approaches, new ways of working

New technology in teaching, research and management

Markets and competition.

NO COUN TRY A ND NO INSTIT UTION IS IMM UNE FR O M THESE CH A NGES; NO

ROO M FOR C OMP LA CE NCY .

The Importance of Planning: A conscious process by which an institution assesses its current state and the likely

future condition of its environment, identifies possible future states for itself, and then

develops organisation strategies, policies and procedures for selecting and getting to

one or more of them

Some important assumptions:

That the institution and its members are concerned about the future

That they choose to try to influence the future rather than be shaped by externalfactors or by key individuals

That they accept that some attempt to evaluate activities and to understand the

environment can lead to benefits


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The Importance of Human Resources:

H igher Education is a knowledge business depends on the quality of its staff

Growth of markets and competition for staff with other sectors, with other

institutions

The quality movement focus on staff, no hiding places

Pressure on funding importance of staff productivity and performance

Globalisation

Change management

Legal environment health and safety, conditions, equal opportunities, European

legislation

Strategic Plans and Operational Plans:

Strategic or Corporate Plan sets overall aims and objectives

Operational or Tactical Plans set specific targets and actions, by organisational

units (Faculty, Department) or by activity (teaching, research, estates, human

resources)

Individual Plans what the individual has to do

A H uman Resources Strategy will aim to create and maintain a workforce that is well

motivated, appropriately trained, equitably rewarded and which performs effectively in

pursuing the institutions objectives

L inking Institutional Planning and the Human Resources Strategy:

Understanding the external environment. Changing demand for subjects and

research can mean too few or too many staff in particular areas. Knowledge of

market data demand and supply of different categories of staff.

Review of current performance in H R related areas recruitment and retention,

employment relations, equal opportunitiesData provision e.g. length of service, staff movements, nature of contracts, age,

sex, salaries, ethnicity. Broken down by organisational units. Staff surveys

satisfaction, training needs importance of H R involvement in strategic and

operational planning from an early stage.


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Some Characteristics of a good Human Resources Strategy:

Three key elements:

Diagnostic a comprehensive and systematic evaluation of current practice andperformance to identify both where improvement is required and where policies

and institutions are working well

Asp rational a vision of effective H R practices which produce specific outcomes

that contribute to achieving the institutions strategy, underpinned by clear values

and principles

Developmental a plan for achieving progress and building greater capacity to

bring about change in the future (bearing in mind that effective human resource

management depends as much on good quality line management as it does on

skilled human resource professionals.

Clear Targets:

SMART targets specific, measurable, agreed, realistic, time-limited

Input targets e.g. appointing a new member of staff

Process targets e.g. developing new policies or procedures, or undertaking a review of

practice

Output targets e.g. producing a report introducing a new payments or job evaluation

scheme

Outcome targets eg increasing the number of women in management positions or the

proportion of people with disabilities

Performance measures.


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Resource A llocation:

MUST be a clear link between human resource plans and resource allocation.

Clarity of approach: actions- responsibilities- outcomes- timescale- cost.

Monitoring:

Assessment of progress against input. Process and output targets

Summative evaluation what works and what doesnt work. Formative process

Problems of identifying cause and effect

Importance of good feedback.

Implementation is assisted b y:

Adequate levels of involvement

Feedback on performance

Focus on what is achievable

Clear allocation of responsibilities.

Effective training and support.

Incentives and rewards.

K ey Issues: Recruitment and Retention:

Data collection

Comparative analysis

Identification of problems particular disciplines (eg computing, management,

economics), particular categories of staff (eg electronics technicians, cleaners),

particular regions (eg big cities)

Some possible actions improving the recruitment process, start-up packages,

pay and rewards, market supplements, job evaluation, career routes, fast-track

promotion, training and development.


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K ey Issues: Staff Development and Training:

Necessary to enhance the institutions skills and knowledge base

Important to identify needs at ALL levels

All categories of staff should be involved

Programmes require regular evaluation problems of relevance

Different forms of staff development:

Induction programmes

Programmes for new academic staff (often linked with probation)

Skills programmes particular activities, new technology, updating.

Management development programmes- leadership and management.

K ey Issues: Equal Opportunities:

Data collection

Staff development

Possible actions awareness raising, flexible working, improvements to

recruitment processes and literature, targeted skills development, progression.

Job evaluation equal pay for equal work.

K ey Issues: Staff Profiles:

Data collection

Audit of existing staff current staff numbers, distribution by grade/level of

responsibility, skills profiles, age profiles (succession planning, new blood),

patterns of leavers and joiners (high and low turnover), which posts are difficult tofill, staffing costs, gender profiles, pay distribution

External environment national and local labour markets, comparative analysis

Link with institutional strategies where will more/less staff be needed.

Possible actions training / retraining, redevelopment, severance.


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K ey Issues: Performance:

Performance review vital in improving staff effort

Must be regular

All staff are entitled to feedback

Formative process

Rewarding good performance monetary and non-monetary

Tackling poor performance clear agreed targets, opportunities for training,

monitoring, training for managers, clear disciplinary procedures (including

appeals).

Human Resource Strategy: Professional Services:

What are professional services?

*Administration, Non-academic staff, The Centre, Management, Support staff, or

simply them!

Professional services include:

Finance

Estates

Student and Registry Services (admissions, examinations, progress)

Planning and institutional research

Marketing

Research support

External relations

Fundraising

Members of the professional services have a crucial role to play in the running of their

universities:

* Key advisers in decision-making processEfficient and effective operation

First point of contact for students and other stakeholders.

Responsible for the delivery of critical services.


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Staff Development for Professional Services:

Career development recruitment, training and enhancement, performance and

rewards, retention

Training programmes for new staff in professional services (wide range of

backgrounds)

Specialist training and career development professional qualifications

Training programmes for senior staff in professional services

Formal programmes; Continuing Professional Development

Some particular themes broadening and deepening, sharing expertise and

experience, formative and process benchmarking, leadership and management.

Conclusion and recommendations


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Conclusion :For this assignment paper the area of managing a global workforce was analysed in

detail. The assignment objectives covered the area of diversity, corporate culture,

recruitment, deployment, development, training and motivation of a global workforce. A Global diverse workforce has come of age an organization are realizing the fact that

they can use them to their advantage. The wave of multiculturalism is here to stay and

cannot be ignored. Even more so when it has been proved that it is beneficial for the

organization. Organizations have realized the seriousness and sensitivity of the issue.

They not only value diversity but celebrate it. From recruitment to diversity training

organizations face a number of challenges. A strong corporate culture will help to unite

the employees on a common platform setting aside their differences and align them with

the objectives of the organization. Communication plays a vital role in managing a

global workforce. It will assist the employees and the management to accept diversity

and celebrate it. Communication of employees and the top management should take

place on a regular basis. Organizations should make policies that have a global

perspective; provide an environment of equity with equal growth opportunities to the

employees regardless of different backgrounds to have a dedicated and valuable

workforce. Only then organizations will be able to reap the benefits of a global

workforce. A diverse workforce can become an organizations secret weapon to

success.


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Recommendations: y If organizations do not have the resources to effectively manage a global

workforce, especially in the area of diversity. They should enroll services of firmswho specialize in workforce diversity management.

y The internet is a vital tool in order to recruit and deploy global employees.

Organizations should make use of this and save time and cost.

y Organizations can also use specialized computer software for human resource

management, a good example is web resource which is a simple, easy-to-use

project and resource scheduling application. Designed specifically for resource

and project managers, Web Resource optimizes employee management through

employee tracking, skills assignment, resource and project forecasting.

y Motivational policies should be customized according to the needs of employees

belonging to a particular region.

y Corporate culture of the organization should be such that all employees can

relate to it.

Documents

Final HRM Assignment-modified