Human Resource Management Materials Human Resource Body of Knowledge

The Human Resources Certification Institute has established six categories essential for human resources professionals. These are: Strategic HR Management: The processes and activities used to formulate HR objectives, practices and policies to meet the short- and long-range organisational needs and opportunities, to guide and lead the change process and to evaluate HR s contributions to organisational effectiveness. Workforce Planning and Employment: The processes of planning, developing, implementing, administering and performing on-going evaluation of recruiting, hiring, orientation and organisational exit, to ensure that the workforce will meet the organisations goals and objectives. Human Resource Development: The processes of ensuring that the skills, knowledge, abilities and performance of the workforce meet current and future organisational and individual needs through developing, implementing and evaluating activities and programs addressing employee training and development, change and performance management and the unique needs of particular employee groups. Compensation and Benefits: The processes of analysing, developing, implementing, administering and performing on-going evaluation of a total compensation and benefits system for all employee groups consistent with human resource management goals. Employee and Labour Relations: The processes of analysing, developing, implementing, administering and performing on-going evaluation of the workplace relationship between employer and employee (including the collective bargaining process and union relations), in order to maintain effective relationships and working conditions that balance the employers needs with the employees rights in support of the organisations strategic objectives. Occupational Health, Safety and Security: The processes of analysing, developing, implementing, administering and performing on-going evaluation of programs, practices and services to promote the physical and mental well-being of individuals in the workplace and to protect individuals and the workplace from unsafe acts, unsafe working conditions and violence.
Adapted 25/03/12 from: 2012 National Telecommunications Cooperative Association http://www.ntca.org/human-resources-certification-institute-hrci/hr-body-of-knowledge.html

Gold Standard of Leadership and Management: A paragon of excellence in leadership and management; an ideal instance of leadership and management; a perfect embodiment of leadership and management.

Dessler, Human Resource Management, 11Edition (Prenhall 2008) Chap01 - Introduction to HRM Chap02 - Equal Opportunity & the Law Chap03 - Strategic HRM & the HR Scorecard Chap04 - Job Analysis Chap05 - Personnel Planning & Recruiting Chap06 - Employee Testing & Selection Chap07 - Interviewing Candidates Chap08 - Training & Developing Employees Chap09 - Performance Management & Appraisal Chap10 - Managing Careers Chap11 - Establishing Strategic Pay Plans Chap12 - Pay for Performance & Financial Incentives Chap13 - Benefits & Services Chap14 - Ethics, Justice & Fair Treatment in HRM Chap15 - Labour Relations & Collective Bargaining Chap16 - Employee Safety & Health Chap17 - Managing Global Human Resources Mathis & Jackson, Human Resource Management (South Western Educational Publishing 13th Ed 2011) Chap01 - Human Resource Management in Organisations Chap02 - Strategic HR Management & Planning Chap03 - Managing Diversity & Equal Opportunity Chap04 - Workers, Jobs & Job Analysis Chap05 - Human Resource Planning & Retention Chap06 - Recruiting & Labour Markets Chap07 - Selecting Human Resources Chap08 - Training Human Resources Chap09 - Talent Management Chap10 - Performance Management & Appraisal Chap11 - Total Rewards & Compensation Chap12 - Incentive Plans & Executive Compensation Chap13 - Managing Employee Benefits Chap14 - Risk Management & Worker Protection Chap15 - Employee Rights & Responsibilities Chap16 - Union-Management Relations CIPD Factsheets 1 Management Development Factsheet Talent Management Overview Factsheet Secondment Factsheet Succession Planning Factsheet Competence and Competency Frameworks Factsheet Performance Management Overview Factsheet Performance Appraisal Factsheet 360 Degree Feedback Factsheet The Role of Line Managers in HR Employee Relations Overview Factsheet Employee Turnover and Retention Factsheet Employee Communication Factsheet Employee Voice Factsheet Employee Engagement Factsheet Diversity in the Workplace Factsheet The Psychological Contract Factsheet Corporate Responsibility Factsheet Employer Brand Factsheet
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HR Outsourcing Factsheet CIPD Factsheets 2 Leadership Factsheet Sustainable Organisation Performance Factsheet Organisation Development Factsheet Change Management Factsheet Human Capital Factsheet Strategic Human Resource Management Factsheet HR Business Partnering Factsheet HR Policies Factsheet Job Design Factsheet HR Shared Service Centres Factsheet Induction Factsheet Identifying Learning and Talent Development Needs Factsheet Learning and Talent Development Strategy Factsheet Learning Methods Factsheet Coaching and Mentoring Factsheet E-Learning: Progress and Prospects Factsheet Costing and Benchmarking Learning and Development Factsheet Evaluating Learning and Talent Development Factsheet

Current Priority Areas in Human Resource Management

1. Strategic Human Resource Management 2. The Ethical Dimension of Human Resource Management 3. Organisation of the Human Resource Function 4. The Role of the Human Resource Function 5. The Role of the Human Resource Practitioner 6. Organisational Change Management 7. Human Capital and Talent Management 8. Integrated Performance Management 9. Organisational Decision Making 10. HR Policies, Procedures and Systems 11. Modern Motivation Strategies 12. Internal Communication & Employee Engagement Employee Engagement - A Brief Introduction (Sirota, 2010) Winning the Employee Loyalty Game (Schaefer, 2007) Leadership-Member Exchange (LMX) Theory Stages of Leader-Follower Relationship Dessler, Human Resource Management, 11Edition (Prenhall) http://wps.prenhall.com/wps/media/objects/5070/5192086/ppt/dessler_01.ppt Gary Dessler, Human Resource Management ppt http://www.pearsoned-asia.com/desslertan/ppt/powerpoint_slides_ch03.ppt A Comprehensive Handbook for Managing Change http://www.brighthub.com/office/project-management/articles/125283.aspx

Definition of Human Resource Management

What Is Human Resource Management? Human Resource Management (HRM) is the function within an organisation that focuses on recruitment of, management of, and providing direction for the people who work in the organisation. HRM can also be performed by line managers. HRM is the organisational function that deals with issues related to people such as compensation, hiring, performance management, organisation development, safety, wellness, benefits, employee motivation, communication, administration, and training. HRM is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organisations goals and objectives. HRM is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value.

HRM: Nature, Scope, Objectives & Function

Human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organisations workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organisation. 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 organisation. The human resources are multidimensional in nature. From the national point of view, human resources may be defined as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the viewpoint of the individual 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 HRM has come to be recognized as an inherent part of management, which is concerned with the human resources of an organisation. Its objective is the maintenance of better human relations in the organisation by the development, application and evaluation of policies, procedures and programmes relating to human resources to optimize their contribution towards the realization of organisational 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 modelling of human resources as contrasted with physical resources. It is the recruitment, selection, development, utilization, compensation and motivation of human resources by the organisation. 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
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productivity. Recent decades have focused on increased concern for the quality of working life, total quality management and workers 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 organisations 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 organisation. 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 organisation 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 organisation. 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, crches, 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 organisation 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 organisation. Employees feel committed to their work and the organisation, if the organisation perpetuates a feeling of belongingness. Employees feel highly motivated if the organisation provides for satisfaction of their basic and higher level needs. Employee commitment is increased with the opportunity to discover and use ones capabilities and potential in ones work. It is every managers responsibility to ensure the development and utilisation of the capabilities of subordinates. Human Resource Management: Objectives To help the organisation reach its goals. To ensure effective utilization and maximum development of human resources. To ensure respect for human beings.
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identify and satisfy the needs of individuals. ensure reconciliation of individual goals with those of the organisation. achieve and maintain high morale among employees. provide the organisation with well-trained and well-motivated employees. increase to the fullest the employees job satisfaction and self-actualization. develop and maintain a quality of work life. be ethically and socially responsive to the needs of society. develop overall personality of each employee in its multidimensional aspect. enhance employees capabilities to perform the present job. equip the employees with precision and clarity in transaction of business. 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: Human resource or manpower planning Recruitment, selection and placement of personnel Training and development of employees Appraisal of performance of employees Taking corrective steps such as transfer from one job to another Remuneration of employees Social security and welfare of employees Setting general and specific management policy for organisational relationship Collective bargaining, contract negotiation and grievance handling Staffing the organisation Aiding in the self-development of employees at all levels Developing and maintaining motivation for workers by providing incentives Reviewing and auditing manpower management in the organisation Potential Appraisal Feedback Counselling Role Analysis for job occupants Job Rotation Quality Circle, Organisation 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 Composition of workforce New skills required Environmental challenges Lean and mean organisations Impact of new economic policy Political ideology of the Government Downsizing and rightsizing of the organisations Culture prevailing in the organisation, 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 organisation that should give its focus on professional aspect and merit based selection.
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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 organisations 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 organisation. 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 organisation 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 organisational 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 organisational cultures that foster innovation and flexibility. Dessler, Human Resource Management, 12Edition (Prenhall 2011) ftp://ftp.amberton.edu/_KMcBrayer/Power%20Points/MJ12eCh01.ppt Dessler, Human Resource Management, 13Edition (Prenhall 2012)

Definition of Strategic Human Resource Management

Strategic Human Resource Management (SHRM) is an approach to HRM that has the goal of using people most wisely with respect to the strategic needs of the organisation.

What is Strategic Human Resource Management?

SHRM or Strategic human resource management is a branch of Human resource management or HRM. It is a fairly new field, which has emerged out of the parent discipline of human resource management. Much of the early or so called traditional HRM literature treated the notion of strategy superficially, rather as a purely operational matter, the results of which cascade down throughout the organisation. There was a kind of unsaid division of territory between people-centred values of HR and harder business values where corporate strategies really belonged. HR practitioners were undervalued and not accorded appropriate roles in the overall strategic management framework. Thus, HR practitioners felt uncomfortable in the war cabinet like atmosphere where corporate strategies were formulated. Definition of SHRM Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organisational culture that foster innovation, flexibility and competitive advantage. In an organisation SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the companys strategies through HR activities such as recruiting, selecting, training and rewarding personnel. How SHRM differs from HRM In the last two decades there has been an increasing awareness that HR functions were like an island unto itself with softer people-centred values far away from the hard world of real business. In order to justify its own existence HR functions had to be seen as more intimately connected with the strategy and day to day running of the business side of the enterprise. Many writers in the late 1980s started clamouring for a more strategic approach to the management of people than the standard practices of traditional management of people or industrial relations models. Strategic human resource management focuses on human resource programmes with long-term objectives. Instead of focusing on internal human resource issues, the focus is on addressing and solving problems that affect people management programmes in the long run and often globally. Therefore the primary goal of strategic human resources is to increase employee productivity by focusing on business obstacles that occur outside of human resources. The primary actions of a strategic human resource manager are to identify key HR areas where strategies can be implemented in the long run to improve the overall employee motivation and productivity. Communication between HR and top management of the company is vital as without active participation no cooperation is possible. Key Features of Strategic Human Resource Management The key features of SHRM are There is an explicit linkage between HR policy and practices and overall organisational strategic aims and the organisational environment. There is some organising schema linking individual HR interventions so that they are mutually supportive.

 Much of the responsibility for the management of human resources is devolved down the line. Trends in Strategic Human Resource Management Human Resource Management professionals are increasingly faced with the issues of employee participation, human resource flow, performance management, reward systems and high commitment work systems in the context of globalisation. Older solutions and recipes that worked in a local context do not work in an international context. Cross-cultural issues play a major role here. These are some of the major issues that HR professionals and top management involved in SHRM are grappling with in the first decade of the 21st century: Internationalisation of market integration. Increased competition, which may not be local or even national through free market ideology. Rapid technological change. New concepts and perspectives of line and general management. Constantly changing ownership and the resultant corporate climates. Cross-cultural issues. The economic gravity shifting from developed to developing countries. SHRM also reflects some of the main contemporary challenges faced by Human Resource Management: Aligning HR with core business strategy, demographic trends on employment and the labour market, integrating soft skills in HRD and finally Knowledge Management.
Adapted 22/06/12 from: 2012 EzineArticles.com http://ezinearticles.com/?What-is-Strategic-Human-Resource-Management?&id=549585

Meaning, Features & Scope of HRM

Meaning of Human Resource Management HRM HRM means to select, develop, motivate and maintain human resources, in the organisation. It first selects the right human resources or staff (i.e. managers and employees). It trains and develops them. It motivates them by giving them recognition and rewards. It also provides them with the best working conditions. HRM is directly concerned with the people of the organisation. It is people oriented process. That is, it manages people at work. Features of Human Resource Management Following is the nature or features of Human Resource Management HRM: 1. HRM as a Process: HRM is a process of four functions: Acquisition of human resources: This function includes Human Resource Planning, Recruitment, Selection, Placement and Induction of staff. Development of human resources: This function includes Training and Development and Career development. The knowledge, skills, attitudes and social behaviours of the staff are developed. Motivation of human resources: This function includes giving recognition and rewards to the staff. it also includes Performance Appraisal and handling the problems of staff. Maintenance of human resources: This function includes providing the best working conditions for employees. It also looks after the health and safety of the staff. 2. Continuous Process: HRM is not a one-time process. It is a continuous process. It has to continuously change and adjust according to the changes in the environment, changes in the expectations of the staff, etc. HRM has to give continuous training and development to the staff due to changes in technology. 3. Focus on Objectives: HRM gives a lot of importance to achievement of objectives. The four main objectives HRM has to achieve are: Individual objectives of the staff. Group or Departmental objectives. Organisational objectives. Societal objectives. 4. Universal Application: HRM has universal application. That is, it can be used for business as well as for other organisations such as schools, colleges, hospital, religious organisations, etc. 5. Integrated Use of Subsystems: HRM involves the integrated use of sub-systems such as Training and Development, Career Development, Organisational Development, Performance Appraisal, Potential Appraisal, etc. All these subsystems increase the efficiency of the staff and bring success to the organisation. 6. Multi-disciplinary: HRM is multidisciplinary. That is, it uses many different subjects such as Psychology, Communication, Philosophy, Sociology, Management, Education, etc. 7. Develops Team Spirit: HRM tries to develop the team spirit of the full organisation. Team spirit helps the staff to work together for achieving the objectives of the organisation. Now-a-days more importance is given to team work and not to individuals.
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8. Develops Staff Potentialities: HRM develops the potentialities of the staff by giving them training and development. This will make the staff more efficient, and it will give them more job satisfaction. 9. Key Elements for Solving Problems: Today, we have rapid technological, managerial, economic and social changes. These changes bring many problems. HRM continuously tries to solve these problems. 10. Long Term Benefits: HRM brings many long term benefits to the individuals (staff), the organisation and the society. It gives many financial and non-financial benefits to the staff. It improves the image and profits of the organisation. It also provides a regular supply of good quality goods and services at reasonable prices to the society. Scope of Human Resource Management The Scope of Human Resource Management HRM is discussed below: 1. Human Resource Planning (HRP): HRP estimates the manpower demand and manpower supply of the organisation. It compares the manpower demand and manpower supply. If there is manpower surplus then it gives voluntary retirement, layoff, etc. to some employees. If there is manpower shortage then it hires employees from outside, gives promotion to employees, etc. 2. Acquisition Function: Acquisition function includes Human Resource Planning, Recruitment, Selection, Placement and Induction of employees. HRM uses the scientific selection procedure for selecting the right man for the right post. The right man is given proper placement and induction. 3. Placement Function: HRM also performs the placement function. Placement is done after selection of employees. It means to put the right man in the right place of work. Proper placement gives job satisfaction to the employees, and it increases their efficiency. 4. Performance Appraisal: HRM also conducts a performance appraisal. Performance appraisal is a systematic evaluation of the employees' performance at work. It informs the employees about their strengths and weakness. It also advises them about how to increase their strengths and remove their weaknesses. 5. Career Development: HRM also helps the employees in planning and developing their careers. It informs them about future promotions and how to get these promotions. It helps them to grow and develop in the organisation. 6. Training and Development: HRM also provides training and development to the employees. Training means to increase the knowledge and skills of the employee for doing a particular job. Training given to managers is called development. So, training is given to employees while development is given to managers. 7. Quality of Work Life (QWL): HRM also includes Quality of Work Life. QWL is a technique for improving productivity and quality of work. It involves labour management co-operation, collective bargaining and participative management. QWL provides good working conditions, job security, good pay and other facilities such as flexible working hours, freedom to suggest changes or improvements, etc. OWL creates a sense of belonging. This benefits the organisation as well as the individual employees. 8. Employees' Welfare: HRM provides employee's welfare. Welfare measures include paid holidays, medical insurance, canteen facilities, recreation facilities, rest room, transport
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facilities, etc. Proper and timely welfare facilities motivate the employees to work hard in the organisation. 9. Compensation Function: Employees must be rewarded and recognised for their performance. HRM makes proper compensation packages for the employees. These packages motivate the employees and increase their morale. Rewards are given to individuals, and teams. The rewards may be in the form of higher pay, bonus, other monetary incentives, and non-monetary incentives such as a certificate of appreciation, etc. 10. Labour Relations: HRM is also includes industrial relations. It includes union management relations, joint consultations, negotiating, collective bargaining, grievance handling, disciplinary actions, settlement of industrial disputes, etc. 11. Maintenance Function: HRM also performs the maintenance function. That is, protecting and promoting the health and safety of the employees. HRM introduces health and safety measures. It also provides other benefits such as medical aid, provident fund, pension, gratuity, maternity benefits, accident compensation, etc., to the employees.
Adapted 24/06/12 2012 Kalyan City Life http://kalyan-city.blogspot.com/2011/04/human-resource-management-hrm-meaning.html

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