Definition of Human Resource

Management

Human Resource Management (HRM) is the function within an

organization that focuses on recruitment of, management of, and providing
direction for the people who work in the organization. Human Resource
Management can also be performed by line managers.

Human 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.

Time management:-
Time management refers to a range of skills, tools, and techniques utilized
to accomplish specific tasks, projects and goals. This set encompass a
wide scope of activities, and these include planning, setting goals,
delegation, analysis of time spent, monitoring, organizing, scheduling, and
prioritizing. Initially time management referred to just business or work
activities, but eventually the term broadened to include personal activities
also. A time management system is a designed combination of processes,
tools and techniques.

Time management in a broad sense involves both planning and execution.

Money can be earned back, however the time once gone is gone. That is
what makes time management a really important activity. There is however
no agreed and definite way of time management. It depends on the
individual person, as how they manage their schedule, and prioritize their
activities.

Communications management:-
Communications management is the systematic planning, implementing,
monitoring, and revision of all the channels of communication within an
organization, and between organizations; it also includes the organization
and dissemination of new communication directives connected with an
organization, network, or communications technology. Aspects of
communications management include developing corporate communication
strategies, designing internal and external communications directives, and
managing the flow of information, including online communication. New
technology forces constant innovation on the part of communications
managers.

Group dynamics:-
Group dynamics is the study of groups, and also a general term for group
processes. Relevant to the fields of psychology, sociology, and
communication studies, a group is two or more individuals who are
connected to each other by social relationships.[1] Because they interact
and influence each other, groups develop a number of dynamic processes
that separate them from a random collection of individuals. These
processes include norms, roles, relations, development, need to belong,
social influence, and effects on behavior. The field of group dynamics is
primarily concerned with small group behavior. Groups may be classified
as aggregate, primary, secondary and category groups.

In organizational development (OD), or group dynamics, the phrase "group

process" refers to the understanding of the behaviour of people in groups,
such as task groups, that are trying to solve a problem or make a decision.
An individual with expertise in 'group process, such as a trained facilitator,
can assist a group in accomplishing its objective by diagnosing how well
the group is functioning as a problem-solving or decision-making entity and
intervening to alter the group's operating behaviour.

Because people gather in groups for reasons other than task

accomplishment, group process occurs in other types of groups such as
personal growth groups (e.g. encounter groups, study groups, prayer
groups). In such cases, an individual with expertise in group process can
be helpful in the role of facilitator.

Well researched but rarely mentioned by professional group workers, is the

social status of people within the group (i.e., senior or junior). The group
leader (or facilitator) will usually have a strong influence on the group due
to his or her role of shaping the group's outcomes. This influence will also
be affected by the leader's sex, race, relative age, income, appearance,
and personality, as well as organizational structures and many other
factors.

Performance appraisal:-
Performance appraisal, also known as employee appraisal, is a method by
which the job performance of an employee is evaluated (generally in terms
of quality, quantity, cost and time). Performance appraisal is a part of
career development.

Performance appraisals are regular reviews of employee performance

within organizations

Generally, the aims of a performance appraisal are to:

Give feedback on performance to employees.

Identify employee training needs.

Document criteria used to allocate organizational rewards.

Form a basis for personnel decisions: salary increases, promotions,
disciplinary actions, etc.

Provide the opportunity for organizational diagnosis and development.

Facilitate communication between employee and administrator.

Validate selection techniques and human resource policies to meet federal

Equal Employment Opportunity requirements.

A common approach to assessing performance is to use a numerical or

scalar rating system whereby managers are asked to score an individual
against a number of objectives/attributes. In some companies, employees
receive assessments from their manager, peers, subordinates and
customers while also performing a self assessment. This is known as 360°
appraisal.

Skills management:-
The skills involved can be defined by the organization concerned, or by
third party institutions. They are usually defined in terms of a skills
framework, also known as a competency framework or skills matrix. This
consists of a list of skills, and a grading system, with a definition of what it
means to be at particular level for a given skill. (For an example of a mature
skills framework, see the Skills Framework for the Information Age, [1], a
technical IT skills framework owned by a British not-for-profit organization.)

To be most useful, skills management needs to be conducted as an

ongoing process, with individuals assessing and updating their recorded
skill sets regularly. These updates should occur at least as frequently as
employees' regular line manager reviews, and certainly when their skill sets
have changed.

Skills management systems record the results of this process in a

database, and allow analysis of the data.

In order to perform the functions of management and to assume multiple

roles, managers must be skilled. Robert Katz identified three managerial
skills that are essential to successful management: technical, human, and
conceptual*. Technical skill involves process or technique knowledge and
proficiency. Managers use the processes, techniques and tools of a
specific area. Human skill involves the ability to interact effectively with
people. Managers interact and cooperate with employees. Conceptual skill
involves the formulation of ideas. Managers understand abstract
relationships, develop ideas, and solve problems creatively. Thus, technical
skill deals with things, human skill concerns people, and conceptual skill
has to do with ideas. A manager's level in the organization determines the
relative importance of possessing technical, human, and conceptual skills.
Top level managers need conceptual skills in order to view the organization
as a whole. Conceptual skills are used in planning and dealing with ideas
and abstractions. Supervisors need technical skills to manage their area of
specialty. All levels of management need human skills in order to interact
and communicate with other people successfully.

As the pace of change accelerates and diverse technologies converge,

new global industries are being created (for example, telecommunications).
Technological change alters the fundamental structure of firms and calls for
new organizational approaches and management skills.

Performance improvement:-
Performance improvement is the concept of measuring the output of a
particular process or procedure, then modifying the process or procedure in
order to increase the output, increase efficiency, or increase the
effectiveness of the process or procedure. The concept of performance
improvement can be applied to either individual performance such as an
athlete or organisational performance such as a racing team or a
commercial enterprise.

In Organisational development, performance improvement is the concept of

organizational change in which the managers and governing body of an
organisation put into place and manage a programme which measures the
current level of performance of the organization and then generates ideas
for modifying organisational behavior and infrastructure which are put into
place in order to achieve a better level of output. The primary goals of
organisational improvement are to improve organizational effectiveness
and organizational efficiency in order to improve the ability of the
organisation to deliver its goods and/or services and prosper in the
marketplaces in which the organization competes. A third area of
improvement which is sometimes targeted for improvement is
organisational efficacy which involves the process of setting organizational
goals and objectives.

Performance improvement at the operational or individual employee level

usually involves processes such as statistical quality control. At the
organisational level, performance improvement usually involves softer
forms of measurement such as customer satisfaction surveys which are
used to obtain qualitative information about performance from the viewpoint
of customers.

Job enrichment:-
Job enrichment, as a managerial activity includes a three steps technique:
[citation needed]

1. Turn employees' effort into performance:

Ensuring that objectives are well-defined and understood by everyone. The

overall corporate mission statement should be communicated to all.
Individual's goals should also be clear. Each employee should know exactly
how he/she fits into the overall process and be aware of how important
their contributions are to the organization and its customers.

Providing adequate resources for each employee to perform well. This

includes support functions like information technology, communication
technology, and personnel training and development.

Creating a supportive corporate culture. This includes peer support

networks, supportive management, and removing elements that foster
mistrust and politicking.
Free flow of information. Eliminate secrecy.

Provide enough freedom to facilitate job excellence. Encourage and reward

employee initiative. Flextime or compressed hours could be offered.

Provide adequate recognition, appreciation, and other motivators.

Provide skill improvement opportunities. This could include paid education

at universities or on the job training.

Provide job variety. This can be done by job sharing or job rotation
programmes.

It may be necessary to re-engineer the job process. This could involve

redesigning the physical facility, redesign processes, change technologies,
simplification of procedures, elimination of repetitiveness, redesigning
authority structures.

2. Link employees performance directly to reward:[citation needed]

Clear definition of the reward is a must

Explanation of the link between performance and reward is important

Make sure the employee gets the right reward if performs well

If reward is not given, explanation is needed

3. Make sure the employee wants the reward. How to find out?[citation
needed]

Ask them

Use surveys( checklist, listing, questions)

Labour economics:-
Labour economics seeks to understand the functioning and dynamics of
the market for labour. Labour markets function through the interaction of
workers and employers. Labour economics looks at the suppliers of labour
services (workers), the demanders of labour services (employers), and
attempts to understand the resulting pattern of wages, employment, and
income.

It is an important subject because unemployment is a problem that affects

the public most directly and severely. Full employment (or reduced
unemployment) is a goal of many modern governments. Other often
studied markets are financial market and product market.

In economics, labour (or labor) is a measure of the work done by human

beings. It is conventionally contrasted with such other factors of production
as land and capital. There are theories which have created a concept
called human capital (referring to the skills that workers possess, not
necessarily their actual work), although there are also counter posing
macro-economic system theories that think human capital is a contradiction
in terms.