Human resource (or personnel) management, in the sense of getting things done through people.

It's an essential
part of every manager's responsibilities.

"People are our most valuable asset" is a cliché which no member of any senior management team would disagree
with.

The reality for many organizations is that their people remain

• under valued
• under trained
• under utilized
• poorly motivated, and consequently
• perform well below their true capability

In order to implement a successful business strategy to face this challenge, organizations, large or small, must
ensure that they have the right people capable of delivering the strategy.

The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to
existing employees. Also, it takes time to develop 'cultural awareness', product/ process/ organization knowledge
and experience for new staff members.

The ultimate aim of the function is to: "ensure that at all times the business is correctly staffed by the right number
of people with the skills relevant to the business needs", that is, neither overstaffed nor understaffed in total or in
respect of any one discipline or work grade.

Human resource management.

Policies and procedures relating to employees and their relationship to organization. It involves hiring , developing ,
motivating , and firing employees. It involves the process of managing people to perform various tasks within the
organization so as to achieve organizational goals.

If employee performance is not up to the benchmark, then the organization will not be working in and will not be
able to meet the standard set by the industry.

Management responsibilities

Employee productivity (as measured by output per employee per time period) is important to every organization. Managers of
organisations look to enhance employee performance in order to increase employee productivity. Enhancing employee
performance means that management must look at every aspect of the employment cycle of that employee. Management
must ensure that employees are suitably selected, correctly trained and also appropriately remunerated and motivated to stay
on the job. By developing policies that cover every aspect of the employment life cycle of an individual employee,
management hope to retain and maintain an employee within the organisation and lift their performance level to the optimum
level.
Management must also take into account various legislative enactments which impact on
the way that employees are actually employed. Laws dictate the minimum (or 'safety net')
terms of employment and the conditions of employment; they dictate what employers can
and can not do in the workplace; whom they can and can not employ; the nature of the
environment within which employees work and what happens when employees want to
leave the workplace voluntarily or are forced to leave the workplace by management.
Organizations must ensure that they comply with these laws and regulations otherwise
they face a fine, imprisonment or closure of the organization.

Managers : Personal who make sure that things are gone right .

Management : group of employees responsible for strategic , tactical and operational

activities for the organization.

The Role of human resources Manager

In most organizations, the role of planning, organizing, leading, controlling, creating, communicating, and motivating
employees has become the sole responsibility of the Human Resource Manager. The role of the formerly titled Personnel
Manager has been extended and has moved beyond basic data collection relating to such things as payroll, sick day
entitlements and holidays taken. The role of the HR Manager involves every aspect of the employment cycle of each
individual employee and it involves the implementation of policies and practices designed to enhance the performance of
these employees.

HR Managers are mainly responsible for implementing change in workplace procedures

and for ensuring that employees are fully informed of the changes and are willing and
able to accept the changes being implemented. In many organizations, this role is
outsourced to external change agents or facilitators.

Change agents : An organization or person from or within organization who facilitates

organizational change

Facilitators : a person who assists to bring change within organization , acts like change
agent.
Management of organizations can see that their relationship with employees is capable of giving them a competitive edge
over their competitors and, hence, an increase in their if the relationship is managed effectively.

Job specifications for human resource managers

The role of the Human Resource Manager is often seen indirectly in the job advertisements in the daily
newspapers. These advertisements usually contain a summary of both the job description (an outline of
the tasks that the HR Manager is expected to perform on the job) and the job specification (an outline of
the qualifications, personal attributes and skills expected of a successful applicant for the job) of a Human
Resource Manager.

Factors influencing the workforce

Human Resource Managers of large-scale (huge companies that have sales turnover millions of dollars or more than 100
employees and national global organizations) organizations need to be aware of the factors that influence both the size and
the quality of the workforce available to supply their services for employment.

Terms and conditions of employment

- a safe and secure environment.
- A career path.
- Flexible working arrangements.
- Personal Satisfaction.
- Open communication.
- Team environment.

Employees expect that when they are employed that management will ensure that certain factors are acknowledged and
taken into account when setting terms and conditions of employment.

Security of employment is just one of the factors that must be taken into account. Although the notion of 'a job for life' is no
longer adhered to, most employees expect that there is some degree of security associated with their employment and that
they will not have their position terminated unlawfully, unfairly and without suitable notice.

Employee motivation ‫تحفيز‬

Motivation of employees is a very significant role of the Human Resource Manager. The aim of the manager will be to initially
maintain the employee in the employment of the organization and then to enhance the performance of that employee by
keeping the employee 'on board'. To successfully motivate employees, management will need to clearly establish the
essential needs of the employees and understand how best to meet and to satisfy those needs. The motivators used by
management may be positive motivators or negative motivators, that is, they may use opportunities or threats as the basis of
their motivation.

- why do people work

o money
o travel
o power
o interest in the work area
o to associate with other people
o opportunity
o authority
o security
o status
Motivational theories
There are many motivational theories that Human Resource Managers may use. However, what
HR Managers must be aware of is that no two individuals are alike and that what motivates one
individual will not necessarily be appropriate for the next employee.

The classical school of thought said what will motivate employees is constant repetition of tasks
associated with the division of labor within the workplace so that their skill levels improve
accordingly.

The scientific approach extended the classical approach and used remuneration (payment for
services carried out by employee) based on output as the motivating force in the workplace
together with careful monitoring of work practices.

The organizational theory approach used the approach that if employees were correctly managed then motivational levels
would improve as shown by Henri Fayol setting out his 14 principles of sound management.

The behavioral approach adopted the approach that the employees will be motivated if management meets their
psychological needs. There were numerous strategies adopted by theorists that adopt this approach. These include:

• Mayo stated that motivating employees was associated with giving adequate attention to the
employees and improving the social environment of the workplace.

• McGregor adopted a theory that stated that employees were motivated according to what type of
person they were - type X or type Y. Type Y people are best motivated by encouraging them to achieve
their goals and treating them as individuals. Type X people is best motivated within a controlled
environment where they are told what to do and how to do it.

• Maslow established a hierarchy of needs that must be met if employees are to be motivated. The lower
levels of need should be met first and management should work their way up the hierarchy in order to
fully motivate employees.

Maslow's hierarchy of needs is based on a pyramid structure

Herzberg also established a motivational theory. This theory was based on Maslow's theory. He distinguished between needs
that he defined as job satisfiers (higher order needs) and those he defined as job dissatisfies (lower order needs).
Management must find the means to make jobs more enjoyable and challenging for employees in order to motivate them.
Dissatisfiers are associated with external or extrinsic ‫ خارجي‬needs whilst the satisfiers are associated with internal or intrinsic
needs.

Other theorists including Alderfer, Skinner and McClelland - all attempted to establish how best to motivate employees in
order to improve their performance level and to ensure that they stay with the organization.

Strategies for motivating employees

In order to motivate employees, management adopt a wide range of

strategies. Some techniques that are used by management to motivate
employees include:
• wage and salary considerations

• improved terms of employment; greater job satisfaction levels

• changes in work environment, e.g. office location

• non-monetary rewards and benefits, e.g. education allowances, car allowances

• negative motivators, e.g. termination of employment

• recognition and publicity

• power and authority; position of responsibility

• mentoring

• goal setting

• Performance appraisal programs (The process where by the performance of employee is measured
against set predetermined criteria and then analyzed and evaluated).
 • training and succession planning

• creating work team environments

Importance of Human resources management - Human Resource

Management

Importance of Human resources management. Discuss Human Resource management and HR-related ideas, HR policies
and industry practices. Core roles of human resource management and industry procedures and strategy. materials that noted
importance of Human Resource Management/Development in the post

Is There a Difference Between Human Resources and

Personnel Management?

Some experts assert ‫يجزم‬that there is no difference between human resources and
personnel management. They state that the two terms can be used interchangeably,
with no difference in meaning. In fact, the terms are often used interchangeably in
help-wanted ads and job descriptions.

For those who recognize a difference between personnel management and human
resources, the difference can be described as philosophical. Personnel management is
more administrative in nature, dealing with payroll, complying ‫ استجابة‬with
employment law, and handling related tasks. Human resources, on the other hand, is
responsible for managing a workforce as one of the primary resources that contributes
to the success of an organization.

When a difference between personnel management and human resources is

recognized, human resources are described as much broader in scope than personnel
management. Human resources is said to incorporate and develop personnel
management tasks, while seeking to create and develop teams of workers for the
benefit of the organization. A primary goal of human resources is to enable employees
to work to a maximum level of efficiency.

Personnel management can include administrative tasks that are both traditional and
routine. It can be described as reactive, providing a response to demands and concerns
as they are presented. By contrast, human resources involves ongoing strategies to
manage and develop an organization's workforce. It is proactive, as it involves the
continuous development of functions and policies for the purposes of improving a
company’s workforce.

Personnel management is often considered an independent function of an organization.

Human resource management, on the other hand, tends to be an integral part of overall
company function. Personnel management is typically the sole responsibility of an
organization’s personnel department. With human resources, all of an organization’s
managers are often involved in some manner, and a chief goal may be to have
managers of various departments develop the skills necessary to handle personnel-
related tasks.

As far as motivators are concerned, personnel management typically seeks to motivate

employees with such things as compensation, bonuses, rewards, and the simplification
of work responsibilities. From the personnel management point of view, employee
satisfaction provides the motivation necessary to improve job performance. The opposite is true
of human resources. Human resource management holds that improved performance leads to
employee satisfaction. With human resources, work groups, effective strategies for meeting
challenges, and job creativity are seen as the primary motivators.

When looking for a job in personnel management or human resources, it is important to realize that
many companies use the terms interchangeably. If you are offered a job as a personnel manager,
you may be required to perform the same duties as a human resource manager, and vice versa. In
some companies, a distinction is made, but the difference is very subtle.

………………..

There is not a really big difference between Human Resource Management and Personnel Management, in actual
fact "Human Resources" have largely replaced the term "Personnel Management".

Human Resource Management is basically much broader in scope than Personnel Management.
Human Resource Management could be described in two ways. Strategic and
Proactive. The reason being that there strategies are ongoing and they
constantly work towards managing and developing an organisations
workforce. It can be seen as Proactive because of their continuous
development and functions to improve the company's workforce.
Human Resource Management is the type of Management where almost everybody in Managing Position can play
a part in Training and Development. They aim to have many different Managers in various departments with the
necessary skills to handle employee tasks at hand.

Personnel Management can be described as reactive. The reason why I would say this is because of the way they
operate. An example of this would be that they respond to demands and concerns as they are presented.

Personnel Management could also be seen as a independent way of managing. It is a sole responsibility of the
organisation.

Quoted: "When a difference between personnel management and human resources is recognized, human resources
is described as much broader in scope than personnel management. Human resources is said to incorporate and
develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the
organization. A primary goal of human resources is to enable employees to work to a maximum level of efficiency.

Personnel management can include administrative tasks that are both traditional and routine. It can be described as
reactive, providing a response to demands and concerns as they are presented. By contrast, human resources
involves ongoing strategies to manage and develop an organization's workforce. It is proactive, as it involves the
continuous development of functions and policies for the purposes of improving a company's workforce.

Personnel management is often considered an independent function of an organization. Human resource

management, on the other hand, tends to be an integral part of overall company function. Personnel management is
typically the sole responsibility of an organization's personnel department. With human resources, all of an
organization's managers are often involved in some manner, and a chief goal may be to have managers of various
departments develop the skills necessary to handle personnel-related tasks.

As far as motivators are concerned, personnel management typically seeks to motivate employees with such things
as compensation, bonuses, rewards, and the simplification of work responsibilities. From the personnel
management point of view, employee satisfaction provides the motivation necessary to improve job performance.
The opposite is true of human resources. Human resource management holds that improved performance leads to
employee satisfaction. With human resources, work groups, effective strategies for meeting challenges, and job
creativity are seen as the primary motivators."

Virtual University – Pakistan

HRM – MGT 501
Lecture 10
After studying this chapter, students should be able to understand the following concepts:
A. Line and staff aspects
LECTURE OVERVIEW
After reading this chapter student should know the basic concept of authority, different types of the authority and
difference between the line and staff hangers. Although most firms have a human resource department with its own
manager, all other managers tend to get involved in activities like recruiting, interviewing, selecting, and training.
A. Line and staff aspects of HRM
I. Authority
Authority is the right to make decisions, to direct the work of others, and to give
orders.
Authority refers to the rights inherent in a managerial position to give orders and expect the orders to be obeyed.
Authority was a major tenet of the early management writers, the glue that held the organization together. It was to
be delegated downward to lower-level managers. Each management position has specific inherent rights that
incumbents acquire from the position's rank or title.
Authority is related to one's position and ignores personal characteristics. When a
position of authority is vacated, the authority remains with the position.
The early management writers distinguished between two forms of authority.
a. Line Authority
b. Staff Authority
c. Functional Authority
Let’s have brief view about the different types of authorities.

Line and Staff Aspects of HRM

• Line manager
A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the
organization’s tasks.
• Staff manager
A manager who assists and advises line managers.

Line Managers’ HRM Responsibilities

1. Placing the right person on the right job
2. Starting new employees in the organization (orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining creative cooperation and developing smooth working relationships
6. Interpreting the firm’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining department morale
10. Protecting employees’ health and physical condition