gggggggggugggnrg

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vel the
mystery surroundin
g the human brain,
managers, need to
understandand
appreciate the
contributions of all

such soft
disciplines.xi.
Continuous
function:
According to
Terry
, HRM is not a one
shot deal. It
cannotbe
practised only one

hour each day or

one day a week. It
requires
a constantalertness
and awareness of
human relations
and their
importance in
every
dayoperations.

1.2.1Scope of H
RM
The scope of HRM
is very wide.
Research in
behavioural
sciences, new
trends inmanaging
knowledge workers
and advances in the

field of training
have expanded
thescope of HR
functionin recent
years. The Indian
Institute of
Personnel
Managementhas
specified the scope
of HRMthus:i.

Personnel aspect:
This is concerned
with manpower
planning,
recruitment,selecti
on, placement,
transfer, promotion,
training and
development, lay
off

andretrenchment,
remuneration,
incentives,
productivity, etc.ii.
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.iii.
Industrial
relations aspect:

This covers
unionmanagement
relations,
jointconsultation,
collective
bargaining,
grievance
and disciplinary
procedures,

settlementof
disputes, etc.

1.2.2Objectives
of HRM
The principal
objectives of HRM
may be listed thus:i.
To help the
organisation reach
its goals:

HR department, like
other departmentsin
an organisation,
exists to achieve the
goals of the
organisation first
and if it doesnot
meet this purpose,
HR department (or
for that matter any

other unit) will

witherand die.ii.
To employ the
skills and abilities
of the workforce
efficiently:
The
primarypurpose of
HRM is to make
peoples strengths

productive and to
benefit
customers,stockhol
ders and
employees.iii.
To provide the
organisation with
well-trained and
well-motivated
employees:

HRM requires that

employees be
motivated to exert
their maximum
efforts, thattheir
performance be
evaluated properly
for results and that
they be
remuneratedon the

basis of their
contributions to the
organisation.iv.
To increase to the
fullest the
employees job
satisfaction and
self-actualisation:
Ittries to prompt
and stimulate every

employee to
realise his potential.
To this end
suitableprogrammes
have to be designed
aimed at improving
the quality of work
life (QWL).v.

To develop and
maintain a quality
of work life:
It makes
employment in
theorganisation a
desirable, personal
and social,
situation. Without
improvement in

thequality of work
life, it is difficult to
improve
organisational
performance.vi.
To communicate
HR policies to all
employees:
It is the
responsibility of

HRM
tocommunicate in
the fullest possible
sense; tapping
ideas, opinions and
feelings
of customers, noncustomers,
regulators and
other external

public as well
asunderstanding the
views of internal
human resources.