Human Resource Management (HRM) is a relatively new approach to managing people in any organization. People are considered the key resource in this approach. it is concerned with the people dimension in management of an organization. Since an organization is a body of people, their acquisition, development of skills, motivation for higher levels of attainments, as well as ensuring maintenance of their level of commitment are all significant activities. These activities fall in the domain of HRM. The first following descriptions provide definitions of human resource management by different authors.
Bratton & Gold (2003) state that to be able to analyze and understand HRM-theory and practice a definition is needed. In their own opinion HRM is a strategic approach to managing employment relations which emphasizes that leveraging people’s capabilities is critical to achieving sustainable competitive advantage. Here the concern is for integration and the behavior of people in the workplace based on ability, motivation, role perception and situational contingencies.
Pettigrew & Whipp (1991) gives definitions: “Human resource management relates to the total set of knowledge, skills and attitudes that firms need to compete. It involves concern for and action in the management of people, including: selection, training and development, employee relations and compensation. Such actions may be bound together by the action of an HRM philosophy”
Armstrong (1992) gives a different angle claiming that HRM is about adopting a longer-term perspective to the management of people in order to obtain added value from them and thus achieve competitive advantage. To achieve this, managers have to invest in human resources as well as new technology.
Lindmark & Onnevik (2006) define human resource management that HRM is about developing the employees’ abilities on the basis of each and everyone of their unique conditions. Other fundamental factors to consider are; division of responsibilities, motivation, understanding of working duties, adaptation to the situation, reward system and opportunities for development.
HRM is also defined as the process of analyzing and managing an organization’s human resource needs to ensure satisfaction of its strategic objectives’ (Hellriegel, Jackson, Slocum and Staude, 2009)
Human resource management has defined as the policies and practices involved in carrying out the “people” or human resources aspects of a management position, including recruitment, screening, training and appraising’ (Dessler, 2007).
Scott, Clothier and Spriegel have defined Human Resource Management as that branch of management which is responsible on a staff basis for concentrating on those aspects of operations which are primarily concerned with the relationship of management to employees and employees to employees and with the development of the individual and the group.
Northcott defines human resource management as an extension of general management, that of prompting and stimulating every employee to make his fullest contribution to the purpose of a business. Human resource management is not something that could be separated from the basic managerial function. It is a major component of the broader managerial function.
Human Resource Management is responsible for maintaining good human relations in the organization. It is also concerned with development of individuals and achieving integration of goals of the organization and those of the individuals.
French Wendell, defines human resource management as the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization.
According to Edwin B. Flippo, he has defined human resource management as the planning, organizing, directing and controlling of the procurement, development, resources to the end that individual and societal objectives are accomplished. This definition reveals that human resource (HR) management is that aspect of management, which deals with the planning, organizing, directing and controlling the personnel functions of the enterprise.
Nature of Human Resource Management
The emergence of human resource management can be attributed to the writings of the human relationists who attached great significance to the human factor. Lawrence Appley remarked -Management is personnel administration. This view is partially true as management is concerned with the efficient and effective use of both human as well as non-human resources. Thus human resource management is only a part of the management process.
At the same time, it must be recognized that human resource management is inherent in the process of management. This function is performed by all the managers. A manager to get the best of his people, must undertake the basic responsibility of selecting people who will work under him and to help develop, motivate and guide them. However, he can take the help of the specialized services of the personnel department in discharging this responsibility.
The nature of the human resource management has been highlighted in its following features:
1. Inherent Part of Management
Human resource management is inherent in the process of management. This function is performed by all the managers throughout the organization rather that by the personnel department only. If a manager is to get the best of his people, he must undertake the basic responsibility of selecting people who will work under him.
2. Pervasive Function
Human Resource Management is a pervasive function of management. It is performed by all managers at various levels in the organization. It is not a responsibility that a manager can leave completely to someone else. However, he may secure advice and help in managing people from experts who have special competence in personnel management and industrial relations.
3. Basic to all Functional Areas
Human Resource Management permeates all the functional area of management such as production management, financial management, and marketing management. That is every manager from top to bottom, working in any department has to perform the personnel functions.
4. People Centered
Human Resource Management is people centered and is relevant in all types of organizations. It is concerned with all categories of personnel from top to the bottom of the organization. The broad classification of personnel in an industrial enterprise may be as follows: (i) Blue-collar workers (i.e. those working on machines and engaged in loading, unloading etc.) and white-collar workers (i.e. clerical employees), (ii) Managerial and non-managerial personnel, (iii) Professionals (such as Chartered Accountant, Company Secretary, Lawyer, etc.) and non-professional personnel.
5. Personnel Activities or Functions
Human Resource Management involves several functions concerned with the management of people at work. It includes manpower planning, employment, placement, training, appraisal and compensation of employees. For the performance of these activities efficiently, a separate department known as Personnel Department is created in most of the organizations.
6. Continuous Process
Human Resource Management is not a one shot‘function. It must be performed continuously if the organizational objectives are to be achieved smoothly.
7. Based on Human Relations
Human Resource Management is concerned with the motivation of human resources in the organization. The human beings can‘t be dealt with like physical factors of production. Every person has different needs, perceptions and expectations. The managers should give due attention to these factors. They require human relations skills to deal with the people at work. Human relations skills are also required in training performance appraisal, transfer and promotion of subordinates.
Bratton & Gold (2003) state that to be able to analyze and understand HRM-theory and practice a definition is needed. In their own opinion HRM is a strategic approach to managing employment relations which emphasizes that leveraging people’s capabilities is critical to achieving sustainable competitive advantage. Here the concern is for integration and the behavior of people in the workplace based on ability, motivation, role perception and situational contingencies.
Pettigrew & Whipp (1991) gives definitions: “Human resource management relates to the total set of knowledge, skills and attitudes that firms need to compete. It involves concern for and action in the management of people, including: selection, training and development, employee relations and compensation. Such actions may be bound together by the action of an HRM philosophy”
Armstrong (1992) gives a different angle claiming that HRM is about adopting a longer-term perspective to the management of people in order to obtain added value from them and thus achieve competitive advantage. To achieve this, managers have to invest in human resources as well as new technology.
Lindmark & Onnevik (2006) define human resource management that HRM is about developing the employees’ abilities on the basis of each and everyone of their unique conditions. Other fundamental factors to consider are; division of responsibilities, motivation, understanding of working duties, adaptation to the situation, reward system and opportunities for development.
HRM is also defined as the process of analyzing and managing an organization’s human resource needs to ensure satisfaction of its strategic objectives’ (Hellriegel, Jackson, Slocum and Staude, 2009)
Human resource management has defined as the policies and practices involved in carrying out the “people” or human resources aspects of a management position, including recruitment, screening, training and appraising’ (Dessler, 2007).
Scott, Clothier and Spriegel have defined Human Resource Management as that branch of management which is responsible on a staff basis for concentrating on those aspects of operations which are primarily concerned with the relationship of management to employees and employees to employees and with the development of the individual and the group.
Northcott defines human resource management as an extension of general management, that of prompting and stimulating every employee to make his fullest contribution to the purpose of a business. Human resource management is not something that could be separated from the basic managerial function. It is a major component of the broader managerial function.
Human Resource Management is responsible for maintaining good human relations in the organization. It is also concerned with development of individuals and achieving integration of goals of the organization and those of the individuals.
French Wendell, defines human resource management as the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization.
According to Edwin B. Flippo, he has defined human resource management as the planning, organizing, directing and controlling of the procurement, development, resources to the end that individual and societal objectives are accomplished. This definition reveals that human resource (HR) management is that aspect of management, which deals with the planning, organizing, directing and controlling the personnel functions of the enterprise.
Nature of Human Resource Management
The emergence of human resource management can be attributed to the writings of the human relationists who attached great significance to the human factor. Lawrence Appley remarked -Management is personnel administration. This view is partially true as management is concerned with the efficient and effective use of both human as well as non-human resources. Thus human resource management is only a part of the management process.
At the same time, it must be recognized that human resource management is inherent in the process of management. This function is performed by all the managers. A manager to get the best of his people, must undertake the basic responsibility of selecting people who will work under him and to help develop, motivate and guide them. However, he can take the help of the specialized services of the personnel department in discharging this responsibility.
The nature of the human resource management has been highlighted in its following features:
1. Inherent Part of Management
Human resource management is inherent in the process of management. This function is performed by all the managers throughout the organization rather that by the personnel department only. If a manager is to get the best of his people, he must undertake the basic responsibility of selecting people who will work under him.
2. Pervasive Function
Human Resource Management is a pervasive function of management. It is performed by all managers at various levels in the organization. It is not a responsibility that a manager can leave completely to someone else. However, he may secure advice and help in managing people from experts who have special competence in personnel management and industrial relations.
3. Basic to all Functional Areas
Human Resource Management permeates all the functional area of management such as production management, financial management, and marketing management. That is every manager from top to bottom, working in any department has to perform the personnel functions.
4. People Centered
Human Resource Management is people centered and is relevant in all types of organizations. It is concerned with all categories of personnel from top to the bottom of the organization. The broad classification of personnel in an industrial enterprise may be as follows: (i) Blue-collar workers (i.e. those working on machines and engaged in loading, unloading etc.) and white-collar workers (i.e. clerical employees), (ii) Managerial and non-managerial personnel, (iii) Professionals (such as Chartered Accountant, Company Secretary, Lawyer, etc.) and non-professional personnel.
5. Personnel Activities or Functions
Human Resource Management involves several functions concerned with the management of people at work. It includes manpower planning, employment, placement, training, appraisal and compensation of employees. For the performance of these activities efficiently, a separate department known as Personnel Department is created in most of the organizations.
6. Continuous Process
Human Resource Management is not a one shot‘function. It must be performed continuously if the organizational objectives are to be achieved smoothly.
7. Based on Human Relations
Human Resource Management is concerned with the motivation of human resources in the organization. The human beings can‘t be dealt with like physical factors of production. Every person has different needs, perceptions and expectations. The managers should give due attention to these factors. They require human relations skills to deal with the people at work. Human relations skills are also required in training performance appraisal, transfer and promotion of subordinates.
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