Project Report

On
“HR MANAGEMENT IN ORGANIZATIONS”

Submitted To

BARKATULLAH VISHWAVIDHYALAYA, BHOPAL (M.P)

IN PARTIAL FULFILLMENT
OF THE DEGREE OF

Bachelor of BUSINESS ADMINISTRATION

Session – 2019-2020
Submitted By

AMANJEET SINGH PARMAR

185150909

R185150310082
Under the
Guidance of

Ms. RITA NOKLA Mr. Saurabh Sharma

(Management Department) (External Guide)
 VIDYAYANI INSTITUTE OF SCIENCE MANAGEMENT
AND TECHNOLOGY

DEPARTMENT OF COMMERCE

ACKNOWLEDGEMENT

I convey my sincere gratitude to Dr. Alka Awasthi (Head of

Management Department) for giving me the opportunity to prepare
my project work in “HR MANAGEMENT IN ORGANIZATIONS”. I express my
sincere thanks to all the staff member of Management Department. I
am thankful to Ms. Rita Nokla for her/ his guidance during my project
work and sparing her/his valuable time for the same.

I express my sincere obligation and thanks to the principal Dr. Sunita

Sharma and all Faculties of the Management Department for
providing me with guidance help motivation and valuable advice at
every stage for completing the project work successfully.

Signature -

Mr. Amanjeet Singh Parmar

Roll No.: 185150909

Enrollment No.: R185150310082

 VIDYAYANI INSTITUTE OF SCIENCE MANAGEMENT
AND TECHNOLOGY

DEPARTMENT OF COMMERCE

DECLARATION

I do hereby declare that the project work entitled “HR MANAGEMENT

IN ORGANIZATIONS” submitted by me for the partial fulfillment of the
requirement for the award of Bachelor of Business Administration, is
an authentic work completed by me. The report being submitted has
not been submitted earlier for the award of any degree or diploma to
any Institute or University.

Signature -

Mr. Amanjeet Singh Parmar

Roll No.: 185150909

Enrollment No.: R185150310082

VIDYAYANI INSTITUTE OF SCIENCE MANAGEMENT
AND TECHNOLOGY

DEPARTMENT OF COMMERCE

CERTIFICATION OF ORIGINALITY

This is to certify that the project report entitled “HR MANAGEMENT

IN ORGANIZATIONS” Submitted to Barkatullah University, Bhopal

in partial fulfillment of the requirement for the award of the

degree of Bachelor of Business Administration, is an original
work carried out by Mr. Amanjeet Singh Parmar, Enrollment No:
R185150310082.

The matter embodied in this project is a genuine work done

by the student and has not been submitted whether to this
University or to any other University / Institute for the fulfillment
of the requirement of any course of study.

Ms. Rita Nokla

Management Department
PROJECT REPORT

ON

HR MANAGEMENT

IN ORGANIZATION

Page | 1
 TABLE OF CONTENTS
[Link]. PARTICULARS
1 Introduction of HRM
2 Meaning of HRM
3 Function of HRM
4 Features of HRM
5 Important of HRM
6 Objective of HRM
7 Scope of HRM
8 Nature of HRM
9 HR as a profession
10 Attributes of modern HR
11 Meaning of HR Manager
12 Quality of an effective manager
13 Roles and Responsibilities of Hr Manager
14 Advantages and Disadvantages of Hr Manager
15 HR recruitment life cycle
16 Meaning of HR Executive
17 Qualification and Responsibilities of HR Executive
18 Role of HR Executive
19 Recruitment and Selection
20 Scope of Recruitment and Selection
21 Conclusion
22 Bibliography

Page | 2
 Introduction
Human Resource Management (HRM) is an operation in companies
designed to maximize employee performance in order to meet the
employer's strategic goals and objectives. More precisely, HRM
focuses on management of people within companies, emphasizing on
policies and systems. In short, HRM is the process of recruiting,
selecting employees, providing proper orientation and induction,
imparting proper training and developing skills. HRM also includes
employee assessment like performance appraisal, facilitating proper
compensation and benefits, encouragement, maintaining proper
relations with labor and with trade unions, and taking care of
employee safety, welfare and health by complying with labor laws of
the state or country concerned.

Human resources are the most valuable and unique assets of an

organization. The successful management of an organization's human
resources is an exciting, dynamic and challenging task, especially at a
time when the world has become a global village and economies are
in a state of flux. The scarcity of talented resources and the growing
expectations of the modern day worker have further increased the
complexity of the human resource function. Even though specific
human resource functions/activities are the responsibility of the
human resource department, the actual management of human
resources is the responsibility of all the managers in an organization.

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It is therefore necessary for all managers to understand and give due
importance to the different human resource policies and activities in
the organization. Human Resource Management outlines the
importance of HRM and its different functions in an organization. It
examines the various HR processes that are concerned with attracting,
managing, motivating and developing employees for the benefit of the
organization. The book discusses the issues in human resource
management in a changing environment and suggests possible ways
of leveraging and managing human resources. Changing trends in
human resource management have been explained using
contemporary examples from Indian companies.

Page | 4
Meaning of Human Resources Management
Human resources describe the people who make up the workforce of
an organization, industry, business sector, or economy. Human capital
is the sometimes used synonymously with “Human resources”,
although human capital typically refers to a narrower effects (i.e. the
knowledge the individuals embody and economy growth). Likewise,
other terms sometimes used includes manpower, talent, personnel,
“associates” or simply people.

A human resources department (HR department) of an organization

performs human resource management, overseeing various aspects of
employment, such as compliance with labor law and employment
standards, administration of employee benefits, organizing of
employees files with the required documents for future reference, and
some aspects of recruitment and employee off boarding .

Human resources or HR is the company department charged with

finding, screening, recruiting, and training job applicants, and
administering employee-benefit programs. As companies reorganize
to gain a competitive edge, HR plays a key role in helping companies
deal with a fast-changing environment and the greater demand for
quality employees.

Page | 5
Definition:

1) John R. Commons, a pioneering economist, first coined the term

“human resource” in his book "The Distribution of Wealth," which
was published in 1893. However, it was not until the 19th century
when the developed HR departments to address misunderstandings
between employees and their employers

2) William R. Tracey, in "The Human Resources Glossary," defines

Human Resources as: "The people that staff and operate an
organization," as contrasted with the financial and material resources
of an organization. A human resource is a single person or employee
within your organization. Human resources refer to all of the people
you employ.

Page | 6
Human Resources staff is also responsible for advising senior staff
about the impact on people (the human resources) of their financial,
planning, and performance decisions. Managers rarely discuss the
effect of their decisions on the people in the organizations. It is often
predictable that decisions are driven by more easily measurable
processes such as finance and accounting. Human Resources evolved
from the term: personnel, as the functions of the field, moved beyond
paying employees and managing employee benefits.

HRM is really employee management with an emphasis on those

employees as assets of the business. In this context, employees are
sometimes referred to as human capital. As with other business assets,
the goal is to make effective use of employees, reducing risk and
maximizing return on investment (ROI).

Page | 7
Functions of Human Resources

 Compensation and benefits: Like employee and labor

relations, the compensation and benefits functions of HR often
can be handled by one HR specialist with dual expertise. On the
compensation side, the HR function includes setting
compensation structures and evaluating competitive pay
practice. A comp and benefits specialist also may negotiate
group health coverage rates with insurers and coordinate
activities with the retirement savings fund administrator. payroll
can be a component of the compensation and benefits section if
HR; however, in many cases , employers outsource such
administrative function as payroll
Page | 8
 Recruitment: Attracting, hiring and retaining a skilled
workforce are perhaps the most basic of the human resources
functions. There are several elements to this task including
developing a job description, interviewing, candidates, making
offer and negotiating salaries and benefits. Although a complex
task for any business it is made for more complex in the
international arena due to differences in educational system
from one country to next and of course, different n languages

 Termination of employment: simply means the ending of

employment in a particular organization. Termination of
employment is inevitable is inevitable in any employment
relationship and it may happen either voluntarily or
involuntarily.

 Training development and career management: Training

development and career management is one of the key function
of HR most organization look at training and development as an
integral part of the human resource development activity. The
turn of the century has seen increased focus on the same in
organization globally. Supervision requires preparation,
learning, and renewal.

Page | 9
 Legal issues and personnel policies: personnel policies help
implement a consistent approach to management. Policies can
be a file tool in reducing perceptions of arbitrary treatment of
employees. Everyone from the lowest entry level employees to
top level management should fully understand and personnel
policies you put in place. Having mind that employees another
most valuable resource of any company, it is a mission of
Human Resources experts to help employees reach their true
potential. These are some of the most important legal issues you
should focus on.

Page | 10
Features of Human Resource management
1. People Oriented:

Human resource management is concerned with employees both as

individuals and as a group in attaining goals .It is also concerned with
behavior, emotional and social aspects of personnel. It is the process
of bringing people and organizations together so that the goals of each
are met.

2. Comprehensive Function:

Human resource management covers all levels and categories of

employees. It applies to workers, supervisors, officers, managers and
other types of personnel. It covers both organized and unorganized
employees. It applies to the employees in all types of organizations in
the world.

3. Individual Oriented:

Under human resource management, every employee is considered as

an individual so as to provide services and programs to facilitate
employee satisfaction and growth .In other words, it is concerned with
the development of human resources, i.e., knowledge, capability,
skill, potentialities and attaining and achieving employee goals.

Page | 11
4. Continuous Function:

Human resource management is a continuous and never ending

process. According to George R Terry, “it cannot be turned on and off
like water from a faucet; it cannot be practiced only one hour each
day or one day each week. Personnel management requires a constant
alertness and awareness of human relations and their importance in
everyday operations”.

5. A Staff Function:

Human resource management is a responsibility of all line managers

and a function of staff managers in an organization .Human resource
managers do not manufacture or sell goods but they do contribute to
the success and growth of an organization by advising the operating
departments on personnel matters.

6. Pervasive Function:

Human resource management is the central sub-function of an

organization and it permeates all types of functional management viz.,
production management, marketing management and financial
management. Each and every manager is involved with human
resource function. It is a responsibility of all line managers and a
function of staff managers in an organization.

Page | 12
7. Challenging Function:

Managing of human resources is a challenging job due to the dynamic

nature of people. Human resource management aims at securing
unreserved co-operation from all employees in order to attain pre-
determined goals.

8. Development Oriented:

Individual employee-goals consist of job satisfaction, job-security,

high salary, attractive fringe benefits, challenging work, pride, status,
recognition, opportunity for development etc. Human resource
management is concerned with developing the potential of employees,
so that they derive maximum satisfaction from their work and give
their best efforts to the organization.

Page | 13
Importance of Human Resource Management
An organization cannot build a good team of working professionals
without good Human Resources. The key functions of the Human
Resources Management (HRM) team include recruiting people,
training them, performance appraisals, motivating employees as well
as workplace communication, workplace safety, and much more. The
beneficial effects of these functions are discussed here:

Maintainin
g work
atmospher
e

Performan Recritment
ce and Training Managing
Appraisals Disputes

Developing
public
relations

 Recruitment and Training

This is one of the major responsibilities of the human resource team.

The HR managers come up with plans and strategies for hiring the
right kind of people. They design the criteria which is best suited for a
specific job description. Their other tasks related to recruitment
Page | 14
include formulating the obligations of an employee and the scope of
tasks assigned to him or her. Based on these two factors, the contract
of an employee with the company is prepared. When needed, they
also provide training to the employees according to the requirements
of the organization. Thus, the staff members get the opportunity to
sharpen their existing skills or develop specialized skills which in
turn, will help them to take up some new roles.

 Performance Appraisals

HRM encourages the people working in an organization, to work

according to their potential and gives them suggestions that can help
them to bring about improvement in it. The team communicates with
the staff individually from time to time and provides all the necessary
information regarding their performances and also defines their
respective roles. This is beneficial as it enables them to form an
outline of their anticipated goals in much clearer terms and thereby,
helps them execute the goals with best possible efforts. Performance
appraisals, when taken on a regular basis, motivate the employees.

 Maintaining Work Atmosphere

This is a vital aspect of HRM because the performance of an

individual in an organization is largely driven by the work atmosphere
or work culture that prevails at the workplace. A good working
condition is one of the benefits that the employees can expect from an
efficient human resource team. A safe, clean and healthy environment
Page | 15
can bring out the best in an employee. A friendly atmosphere gives
the staff member’s job satisfaction as well.

 Managing Disputes

In an organization, there are several issues on which disputes may

arise between the employees and the employers. You can say conflicts
are almost inevitable. In such a scenario, it is the human resource
department which acts as a consultant and mediator to sort out those
issues in an effective manner. They first hear the grievances of the
employees. Then they come up with suitable solutions to sort them
out. In other words, they take timely action and prevent things from
going out of hands.

 Developing Public Relations

The responsibility of establishing good public relations lies with the

HRM to a great extent. They organize business meetings, seminars
and various official gatherings on behalf of the company in order to
build up relationships with other business sectors. Sometimes, the HR
department plays an active role in preparing the business and
marketing plans for the organization too.

Any organization, without a proper setup for HRM is bound to suffer

from serious problems while managing its regular activities. For this
reason, today, companies must put a lot of effort and energy into
setting up a strong and effective HRM.

Page | 16
OBJECTIVES OF HUMAN RESOURCE
MANAGEMENT
The main objective of human resource management is to ensure
availability of right number and type of people at right the right time
in the right place doing the right jobs in the organization. This
primary objective can further be divided into the following sub-
objectives:

 To help the organization attain its goals effectively and

efficiently by providing competent and motivated employees.
 To utilize the human resource effectively.
 To increase to the fullest the employee’s job satisfaction and
self-actualization.
 To develop and maintain the quality of work life (QWL) which
makes employment in the organization a desirable personal and
social situation.
 To help maintain ethical policies and behaviour inside and
outside the organization.
 To establish and maintain cordial relations between employees
and management.
 To reconcile individual, group goals with organization goals.
 To create facilities and opportunities for individual or group
development so as to match it with the growth of the
organization.
Page | 17
  To attain effective utilization of human resource in the
achievement of organizational goals.
 To identify and satisfy individuals and group needs by
providing adequate and equitable wages, incentives.
 To provide the opportunity for expression and voice in
management.
 To provide fair, acceptable and efficient leadership.

SCOPE OF HUMAN RESOURCE MANAGEMENT

Human resource management being an elastic term, the scope of

human resource management is vast and wide. As such there is no
universal agreement on the exact scope of human resource
management. Through it includes all activities starting from
manpower planning till employee leaves the organization, what comes
within the scope of human resource management is viewed differently
by different people. Overall there has been a broad understanding that
human resource management consists of acquiring people, developing
them, ensuring their adequate maintenance, retention and exercising
the right kind of control over them.

Page | 18
 CONTROL

 system Human resource

audit
 Human resource accounting
 Human resource
information

ACQUISITION MAINTENANCE
 Human resource planning  Remuneration
 Recruitment
Human  Motivation
 Selection placement resource  Health & safety
 Social security
management  Industrial relation
 Performance appraisal

DEVELOPMENT

 Training
 Career development
 Organization development
 Internal mobility

The scopes of human resource management are as follows:

i. Labour or personnel aspect: It is concerned with manpower

planning, recruitment, placement, selection, transfer, promotion,
training and development, lay-off and retrenchment,
remuneration, incentives, productivity, etc.
ii. Welfare aspect: It deals with working conditions, and amenities
such as canteen, crèches, rest and launch room, housing,

Page | 19
 transport, medical assistance, education, health and safety
recreation facilities, etc.
iii. Industrial relations aspect: It covers union-management
relations, joint consultation, collective bargaining, grievance and
disciplinary actions, settlement of disputes, etc.

FUNCTION OF HUMAN RESOURCE

MANAGEMENT

Planning

Organizing

Managerial Functions Staffing

Directing

FUNCTIONS OF HRM
Controlling

Procurement

Development
Operative Functions
Compensation

Maintenance

We have already defined human resource management which is based

on what managers do. The functions performed by managers are
common to all organization. For the convenience of study, the

Page | 20
 functions performed by human resource management can broadly be
classified into two categories,

1. Managerial functions
2. Operative functions

Managerial functions

The managerial functions of human resource management are as

follows:

 Planning: Planning is futuristic in nature and consists of formulation

of policies and programs to ensure attainment of the organizational
goals and objectives. Hence planning helps to charter the future
direction of the business. Forecasting is an integral part of planning
and the role of the manager is significant in this process.
This function deals with the determination of the future course of
action to achieve the desired results. Planning of personnel today
prevents crises tomorrows,
While carrying out this function, the personnel manager is expected to
determine the personnel programme regarding recruitment, selection
and training of the employees of the organization.

Page | 21
 Organizing: Organizing relates to the process by which people are
organized and allocated in various jobs, delegating them
responsibilities and establishing line of control and communication.
This function is concerned with proper grouping of the personnel
activities, assignment of different groups of activities to different
individuals and delegation of authority. Creation of proper structural
framework is the primary task of the personnel manager in the
organizing function.

 Staffing: Staffing relates to hiring right people for the jobs, setting
their performance standards, developing them, evaluating their
performance and compensating them.

 Directing: Guiding and motivating the group of employees towards

fulfilment of individuals, a departmental and organizational goal is
known as directing. It includes both supervision and upkeep of the
morale of employees.
To execute plans, direction is essential; without direction there is no
destination. Many a time, the success of the organization depends on
the direction of things rather than their design. Direction is most
importantly, consists of motivations and leadership. A personnel
manager must be a good motivator. At the same time, he must be a
good leader and able to exercise a leadership style suitable to the
situation.

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 Controlling: The process of setting performance standards and
checking the actual performance of employees against those standards
is covered under controlling function.
Controlling essentially implies a detection of deviations of employee
performance from standards and correction of such deviations.
Controlling also makes individuals aware their performance through
review reports, records and personnel audit programmes, etc.
Controlling is necessary to ensure that the activities are being carried
out in accordance with states plans.

Operative function

Operative functions, also called as service functions, are related to

specific departments. Hence these functions may alter from
department to department based on the nature of the department. As
far as operative functions human resource management department is
concerned, they broadly deal with ensuring right people for the right
job at the right time. From procurement to the development of human
resource, to compensating them and maintaining them, the functions
are all directed at ensuring the broad ambit of human resource
management.

Page | 23
 Procurement: It involves procuring the right kind of people in
appropriate number to be placed in the organization. It consists of
activities such as manpower planning, recruitment, selection,
placement and induction or orientation of new employees.

 Development: This function involves activities meant to improve

the knowledge, skills, aptitudes and values of employees so as to
enable them to perform their jobs, in a better manner in future, these
functions may comprise training to employees, executives training to
develop manager, organization development to strike a better fit
between organizational climate/culture and employees.

 Compensation: Compensation function involves determination of

wages and salaries matching with contribution made by employees
to organizational goals. In other words, this function ensures
equitable and fair remuneration for employees in the organization. It
consists of activities such as job evaluation, wage and salary
administration, bonus, incentives, etc.

 Maintenance: It is concerned with protecting and promoting

employees while at work. For this purpose, various benefits such as
housing, medical, educational, transport facilities, etc. Are provided
to the employees. Several social security measures such as provident
fund, pension, gratuity, group insurance, etc. are also arranged.

Page | 24
 NATURE OF HUMAN RESOURCE
MANAGEMENT

Integral
Part of
based manage
on ment pervasiv
Human e
Relation Function
s
NATURE
OF
Continu
HRM Function
ous
al
Process
Personn
el concern
Activitie ed to
s or People
Function Centred
s

 Integral 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 than 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. He must also take interest in
training and motivating the employees and of appraising their
performance for improving their quality.

Page | 25
 Pervasive Function: Personnel management is pervasive function
of management. It is performed by all managers at various levels in
the organization. Every manager from managing directors to the
foreman is required to perform the personnel function on a
continuous basis; 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.

 Functional: Like other management functions personnel

management permeates all the functional areas 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. Through the
personnel department is created under the supervision of a person
designated as ‘personnel manager’, it should not be assumed that the
other managers are relieved of this responsibility.

 Personnel Activities or Functions: Personnel management is

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
a separate department is created in the organization known as
personnel management.

Page | 26
 Continuous Process: Personnel management is not a “one shot”
function and it is to be performed continuously if the organizational
objectives are to be achieved smoothly. “The personnel function
cannot be turned on and off like water from a faucet; it cannot be
practised only one hour each day or one day a week. Personnel
management requires a constant alertness and awareness of human
relations and their importance in everyday operations in any
organization.

 Based on Human Relations: Personnel management is associated

with the motivation of human resources. The human beings can’t be
dealt with like physical factors of production. Every person has
different needs.

 Concerned to People Centred: Personnel management is people

centred and is relevant in all type of organization. It is concerned
with all categories of personnel from top to bottom to the
organization.

Page | 27
HUMAN RESOURCE AS A PROFESSION

Let us first understand the meaning of the word ‘profession’. The

word profession is defined differently by different people. One
meaning of the word ‘profession’ is one’s engagement in activities
like sporting, artistic or some other activity for earning money rather
than for merely enjoying it as a hobby. In this sense, it distinguished a
professional from amateur. In common parlance, the word
‘profession’ is often used to denote any paid profession, job or career.

Any occupation, work or practice that requires a complex set of

competencies for performing the same, acquired through formal
education or practical experience is termed as a profession.

Every organized profession (accounting, law, medicine, etc.) is

governed by its respective professional body. A profession generally
includes the following elements:

 Group identity
 Shared education, training( requirements for admission)
 Special, uncommon knowledge
 Knowledge used in the service of other(positive social
needs)
 Involves individuals judgement, some autonomy in
decision making
 Adherence to certain values

Page | 28
 ATTRIBUTES OF MODERN PROFESSION

Special and Systematic Body of Knowledge

Professional Authority

Sanction of the Community

Defined Court of Conduct

Professinal Culture

 Special and Systematic Body of Knowledge: Having specialized

knowledge both in theory and practice is one of the major attributes
of a modern profession. Every professional knowledge like
accounting and law encompasses an integration of both theoretical
and practical knowledge in that profession. Theoretical knowledge is
acquired by academic training and applied in practice. This also
suggests that theory is precedent to practice, i.e. practice flows from
theory. Therefore, to master a profession, one has first to learn the
theory and then regularly apply the same in practice.

Page | 29
 Professional Authority: A professional being specialized in specific
knowledge enables the professional to acquire and enjoy a kind of
authority over the clientele. The reason for this is not difficult to
seek. An ordinary person did not have sufficient knowledge in the
subject and hence, finds one unable to solve his specific problem.
Professional having the specialized knowledge provides his
professional service to solve the tricky or complex problem in the
most suitable manner.

 Sanction of the Community: All professions are to serve the

society and, thus, from social constructs. Therefore, the existence,
operation and development of professions depend upon community
sanction. Community sanction depends upon the role of profession
in the quality of social service. For example, medical profession
serves community or society by promoting good health.

 Defined Code of Conduct: Evidences are available to believe that

at times professional lose sight of the professional values in the garb
of their personal interest, or of expediency. That such an act does
cause harm to the clientele and society. At the same time, such
unscrupulous acts also lower the reputation of the profession in the
eyes of the society which become very detrimental to the profession.
It is against this background; all professions have evolved codes of

Page | 30
 ethics, or call these, professional ethics to properly regulate the
profession in the interest of society at large.

 Professional Culture: As per the general connotation of culture,

professional culture means some sets of traditions and values shared
and subscribed by the members of the profession. This generates the
felling of oneness and belongingness among the professional
members which helps regulate and manage the profession in a
righteous manner. Professional culture also breeds cohesiveness
among the members that also contributes to the growth of the
profession. yet another component of professional culture is the
elaborate and often complicated system of inter-personal
relationships, role definitions, behavioural norms and professional
etiquettes.

Page | 31
Meaning of HR Manager
Human resource managers plan, direct and coordinate the
administrative functions of an organization. They oversee recruiting,
interviewing and hiring of new staff as well as training for current
staff. Human resource managers play an important role in strategic
planning and serve as a liaison between administrative staff and
employees. Every organization wants to attract, motivate, and keep
qualified employees and match them to jobs for which they are well
suited. Human resources managers accomplish this by directing the
administrative functions of human resource departments. Their work
involves overseeing employee relations, regulatory compliance, and
employee-related services such as payroll, training, and benefits. They
supervise the department’s specialists and support staff and ensure
that tasks are completed accurately and on time.

Human resources managers also consult with top executives regarding

the organization’s strategic planning. They identify ways to maximize
the value of the organization’s employees and ensure that they are
used as efficiently as possible. For example, they might assess worker
productivity and recommend changes to the organization’s structure
to help it meet budgetary goals.

Page | 32
 QUALITIES OF AN EFFECTIVE HR MANAGER

In today’s fast changing HR scenario, an HR manager also needs to

possess, besides HR knowledge, Every organization wants to attract,
motivate, and team work etc. Some following qualities are as follows:

Leadershi
p and
Team
Building

Facilitatio
communi n and
cation Coordinat
Qualities io-n
of HR
manager
Knowked
ge of
Strategic
Manage
Planning
me-nt
Skills

 Leadership and Team Building: manager ship and leadership are

the two side of the same coin and serve as supplementary and
complimentary to each other. Evidences suggest that effective
managers also serve as leaders and some good managers have failed
as they lack the qualities of leadership. Leadership is creating
organizational vision, communicating is to the organizational
members, and then exhorting them to realize the vision.
 Facilitation and Coordination: In an organization, different works
are performed by different organizational experts. These experts or
leaders are often confined to and even lost in their own world of
work. Here comes the critical role played by HR manager to
Page | 33
 facilitate and coordinate the different works performed by different
experts for achieving the desired goals of organization in an
effective manner.
 Strategic Planning: The word ‘strategic’ means a trick or tactic to
perform a job more effectively. That is why the use of term
‘strategy’ has been increasing in business organizations. Evidence
suggests that HR managers have been participating increasingly in
the strategic planning process. An HR strategic plan describes what
and how HR can help an organization achieve its goals.
 Knowledge of Management Skills: just like knowledge economy,
modern organizations are also baptized as ‘knowledge
organizations’. As mentioned in the beginning of this topic Sumatra
Ghosal considers HR as human capital, social capital and emotional
capital. Of these, intellectual capital aspect of HR has been the most
crucial one in organizational performance and success. It is here that
the role of HR managers assumes critical importance in procuring,
utilizing, sharing, and maintaining its intellectual capital (HR) for
achieving the organizational goals.
 Communication: Strong and effective communication skills are an
integral part of competency set for a HR manager. They usually
have to interact with a wide range of people, ranging from
employees, leaders, suppliers. Peers and candidates who apply for a
position in the organization. Their proficiency in communicating
various internal and external stakeholders many a times determines

Page | 34
 their usefulness. Listening skills is an important aspect of their
communication.

Responsibilities of Human Resource Manager

• Set objectives for the HR team and track progress

• Design and implement company policies that promote a healthy

work environment

• Develop compensation and benefits plans

• Support and suggest improvements to the entire recruitment process

• Host in-house recruitment events

• Discuss employees’ career development paths with managers

• Monitor HR metrics (e.g. turnover rates and cost-per-hire)

• Review departmental budgets

• Organize learning and development programs

• Ensure HR staff addresses employees’ requests and grievances in a

timely manner

• Maintain HR procedures that comply with labor regulations.

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Roles of Human Resource Manager

Page | 36
 Recruitment

This is the one function which is hand in glove with HR. Recruitment
has been one of the major responsibilities of the HR team. It is the job
of HR personnel to plan and devise strategic campaigns and
guidelines for recruiting suitable candidates for a required job
description. They also have to serve as a mediator between the
employer and the candidate and communicate company policies and
terms of the contract to the candidate before he is hired. This is the
first pillar of HR management that every HR manager starts with. It’s
probably one of the most important aspects of any HR professional’s
career. The recruitment function comprises 2 main objectives:

1) Attract Talent

Attracting talent starts with first planning the requirement of

manpower in the organization. Gauging needs of the organization’s
human resource requirements, and accordingly putting a plan of
action to fulfill those needs with the placement of “talented
professionals”. That’s followed by creating an “employer brand”
which will be representative of the organization’s good image and
portray an attractive impression in the minds of potential candidates.

The employer branding aspects have become very important owing to

the new-age media and awareness of employee rights. Putting the best
foot forward is no longer enough, it needs to be followed through with

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 honest actions in favor of the employees. And finally… the HR
manager needs to create detailed recruitment strategies to carry out
the hiring process.

2) Hire Resources

This is where the recruitment strategies are put into action. In the
current age, there’s a ton of competition vying for the attention of the
best talent in the market. The HR manager needs to run all possible
engines to go out there in the market and find that one suitable gem.

This part of the role includes things like finding relevant locations to
look in, reach out to maximum potential candidates using mass
communication mediums, aggregate all responses, filter out irrelevant
applications, judge suitable incumbents and coordinate internally to
get them interviewed. Once the finalists are decided, the HR manager
turns into a ‘negotiator’ of sorts, working as a mediator between the
company and the candidate to find that win-win ground.

 Training

Not all is done once you’ve recruited a suitable candidate for the job.
Many organizations perform tasks a tad differently. Training
employees is important to help the new hires get acquainted with the
organization’s work pattern. It is imperative for the HR department to
incorporate a training program for every new employee based on the

Page | 38
 skill set required for their job. It will further also contribute to
employee motivation and retention.

For the training to be effective, every new employee can be subjected

to an on-the-job training for the initial days to get him in sync with
the work guidelines of the organization. This training will not only be
of assistance to the employee but also give the HR team an insight
into the employee’s workmanship. On completion of the training, HR
plays a significant role in assessing the results of the training program
and grading employees on the same.

 Professional Development

Closely related to training, developing your employees professionally

is an added bonus for the employee as well as the organization.
Enrolling the employee to attend conferences, trade shows, seminars
etc that may be in his personal interest will make the employee feel
cared-for and a vital part of the organization, thus increasing
employee engagement. It will be beneficial to the organization by way
of the employee’s added skill set.

In short, it is a win-win. It is the HR head’s job to get to know the

employee’s hobbies and areas of interest and lookout for opportunities
that will help them build onto those hobbies. For example, if an
employee wants to master the technique of SEO, HR could enroll him
for seminars and conferences that talk on the same. However, this

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 should not turn out to be a selfish attempt that benefits the
organization only.

 Appraisals

Since HRM is a body meant for the employees, carrying out timely
performance appraisals is a given. Performance appraisals help in
employee motivation by encouraging them to work to their fullest
potential. It also enables to give them feedback on their work and
suggest necessary measures for the same. This helps employees to
have a clear view of what is expected of them and what they are
delivering. They can thus, work better towards improving their
performance and achieving targets.

The role of HR (especially the HR manager) in this would be to have

a policy of generating timely appraisal reports and a review of the
same by the authorities. The HR team should communicate
individually with employees and give clear feedback or suggestion on
their performance. A system to reward employees excelling at their
work would help in employee motivation and thus garner a higher
degree of productivity and employee engagement.

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 Maintaining Work Culture

It is the duty of the HR to maintain a healthy, safe, and fun work

environment to ensure a level of comfort amongst the employees and
eliminate any stressful or awkward atmosphere that may hinder the
performance of the staff. It is vital to have an efficient work
atmosphere because of an individual’s performance largely depends
on the surrounding he’s working in.

It would be great to have an open-door policy up to some extent

wherein employees can freely communicate and voice their opinions
to be given consideration. The HR department’s role is to be a
friendly body with an open attitude. By communicating and treating
every employee as equal, HR can build a rapport with the employees.
This goes a long way in increasing employee engagement and gives a
higher job satisfaction.

 Resolving Conflicts

Where different people have different views, conflicts are almost

inevitable. Whether the dispute is amongst two or more employees or
between the employee and the management, an HR manager has the
right to intervene and help map out a solution.

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 The HR should be available at the disposal of the conflicting parties
and hear out their issues without being judgmental. Prior
investigations are a must before passing any judgment. The HR head
is not expected to discriminate or play favorites in this matter and
always deliver an unbiased and practical decision. A reimbursement
in case of any loss caused and strict actions against the defaulter
should be practiced for effective conflict resolution by the HRM.

 Employee Relations

Human Resources are called so because its major responsibility is

dealing with the human part of the organization and this involves
having great interpersonal skills. An HR manager who sits in the
office all day will not turn out to be good at building connections with
the employees and thus fail to serve the purpose of being an HR head.
As an HR person, employees should feel comfortable coming up to
you with their problems and for that, it is important that the HR team
builds a good public image within the organization.

The HR team has to be proactive and know their employees. An HR

personnel’s job is not a desk job altogether. The HR head’s role is to
establish the trust and confidence of the employees and not have a
“don’t mess with me” demeanor. He should be looked upon as both
an HR expert and an employee advocate.

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 Rewards and Incentives

Rewarding the employees for a work well done imparts motivation

and at the same time induces a desire to excel at tasks in hope of
obtaining rewards. It serves as bait for inculcating a healthy
competitive environment amongst employees to achieve targets and
meet deadlines. A reward need not be materialistic always. It could
just be a word of appreciation in front of all coworkers for a menial
task done with complete honesty.

However, with globalization and evolving trends, compensations like

holiday packages, pay incentives, bonuses, and promotions are taking
a backseat. If as an HR manager you are wanting to reward your
employees efficiently, it’s time you adopt new ways of awarding
benefits such as flexible work times, paternity leave, extended
holidays, telecommuting, etc. These non-traditional rewards will
prove fruitful not only in engaging the existing workforce but also as
an added benefit to attract new talent to your organization.

 Legal Knowledge

This may seem the least glamorous of all, but is an important aspect
of the HRM. An HR manager should always be in compliance with
the law. Whether it’s drafting new policies or writing terms of a
contract, it is the HR department’s job to build guidelines keeping the
laws in mind. This ensures an organization’s continued growth and

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 existence. While drafting policies, the HR should always ensure to be
at an upper hand legally and keep the organization’s practices in tune
with the labor laws, tax laws, permissible working hours, minimum
wages, and a no-discrimination policy.

 Organization

An HR head is responsible for organizing all functions of the

organization. To start with, it includes employee on-boarding, i.e.
welcoming new employees. It is a must for every HR head to carry
out induction for every new hire and give them an orientation
regarding the company policies and rules.

The HR personnel should also introduce the new employees to their

colleagues and assign them a mentor. It also involves listing out job
expectations and defining roles and responsibilities, thus getting the
new employees in tune with the working of the organization. The HR
personnel is also responsible for organizing and storing all employee
data efficiently and keeping it secure.

 Management

Management is the most important job of an HR manager. It is what

defines a good HR manager. Management extends right from
managing employees to managing the employers and the whole HR
department as well.

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The role of an HR manager is to manage, create, implement and
supervise policies/regulations, which are mandatory for every
employee and also have knowledge of its appropriate functioning.
Monitoring attendance and tracking leaves forms a major chunk of the
HR management function. There should be a proper management of
the clock-in/out time to avoid late arrivals and track overtimes and
half-days. As mentioned before, the HR as a department should also
be well managed by the HR head. If the HR department itself is in a
state of chaos, it cannot serve as a peacemaker for the other
departments.

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Advantages of Human Resource Manager

1. The chance to help people

A great thing about being in the human resources profession is that

you will be rewarded to help others. People will come to you for
personal problems, work-related concerns, and all kinds of matters in
between. While sometimes, you might feel submerged in issues and
more like a personal mentor, career director, and psychologist all
encased into one, the role you play can be gratifying, and you’ll feel
accomplished at the end of the day.

2. Importance

As an HR manager, you are an integral member of the business or

organization where you work. You’ll not just be working with the
employees, but also the company’s legal team, finance team, etc.
Your organization will rely on your expertise, knowledge, and skills
to help lead them through critical issues.

3. Networking opportunity

It is almost unlikely to work in human resources and not regularly

socialize with people. You may engage with new and exciting people
during an interview, training session, community workshop, or a mass
hiring exercise. A great opportunity to network with highly skilled
candidates and resources, isn’t it?
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4. Job security

As the “go to” corner for numerous people, it is going to be extremely

difficult to get rid of you. You know the ins and outs of the
organization, all the little twists of the business policies and methods,
and the legalities that work in guarding your job. Therefore, the job
security in the field of human resources is one of the most excellent
perks of all.

5. Better remuneration

The average income of human resource managers is $96,130,

however, even though the pay is great, it fluctuates extensively within
industries, and you shouldn’t necessarily expect to begin at a top-level
management position.

6. Authority

Though recruiting people and managing their employment is one

aspect of being a Human Resources manager, you also take care of all
the financial authorities of the employer and the employee. You are
also accountable for the company’s profitability.

7. Professional wisdom

A position in human resources comes with an air of wisdom. Even

fresh talent in starting-levels of human resource management appears
wise because of their understanding of policies, systems, and training.
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You’ll observe that all tiers of staff, including fellow managers from
different teams, will solicit your advice and guidance on a broad
variety of issues.

Disadvantages of Human Resource Manager

1. How safe is Your Information?

Your employees entrust you with personal information. Everything

from Social Security numbers to private health information and
marital status gets stored in your HR management system. Several
layers of management may have access to that information. In
addition, a non-management employee may engage in identity theft
and access a fellow employee's sensitive data. Such a breach of
security with your management system can embroil you in legal
problems and create poor employee relations.

2. Cost of Setup, Installation, and Training

One of the disadvantages of these systems is their cost. As a small

business owner, you have to do everything you can to rein in
expenses, and an HR management system will cost you several
thousand dollars for installation, setup, training, and consulting, as
well as an intensive time commitment before the system is up and

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running. You can cut these costs by getting a remotely hosted system,
but you’re likely to spend hours on the phone with your remote
customer service representative whenever something goes awry,
which further cuts into your productivity.

3. Loss of Subjectivity

Because HR management systems do such a good job of listing

employee accomplishments, certifications, and degrees, managers
may be tempted to promote based on the objective data your system
provides. This may discourage supervisors from taking the time to get
to know employees on a personal basis as part of their evaluation of
what staff members can contribute to your company. The truth is that
a computer can only provide you with measurable factors that don’t
always tell the full story.

4. Difficulty of Analysis

Your system can contain so much data that you may find it difficult to
analyze. You may need a separate analysis system just to sort the data
into meaningful chunks. For example, if you want to analyze
employee turnover in relation to levels of compensation and your
system is not sophisticated enough, you may have difficulty
generating reports that identify patterns. This could require the help of
advanced software outside of your HR management system, which
means additional expense.

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 Human Resource Recruitment Life Cycle

i. Identification and Understanding: Identification and

Understanding the requirement: It is the process of identifying and
analyzing the requirement from the Recruiting Manager/Client
about his/her needs and expectations about the position to be filled.
Things to be considered-experience required, Education
Qualification, Flexibility of the candidate, Knowledge and skills
set, Compensation etc…

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ii. Sourcing: Sourcing for candidates refers to proactively identifying
people who are either a) not actively looking for job opportunities
(passive candidates) or b) candidates who are actively searching for
job opportunities (active candidates), though the industry also
recognizes the existence of 'active candidate sourcing' using
candidate databases, job boards and the like. Though there has
been much debate within the staffing community as to how to
accurately define an "active candidate" versus a "passive
candidate" typically either term is irrelevant to a candidate sourcer
as the status of any particular candidate can change from moment
to moment or with a simple phone call from a recruiter that
happens to present a job opportunity that is perceived to be either
better or worse than the job the person has now. The status of being
an "active" or "passive" candidate is fluid and changing depending
on the circumstances and position being offered
iii. Screening: As recruiters, we have a natural tendency to go easy on
our candidates, especially during the first screening. To help you
decide whether a candidate gets the red light or the green light,
consider these four factors:
iv. Telephonic and/or Personal Interview and Feedback: While the
resume may give a basic outline of an applicant's knowledge, skills
and experience, the interview allows you to get more detailed
information as to whether this candidate is right for your
workgroup. In most cases, an interview pool of five applicants is

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 optimal. Below you will find practical tips and considerations to
guide you through the employment process.
v. Short listing: The interviewing process is vital in ensuring that
you choose the best person for the job, but may have very little
experience of the process itself. Sit with The concerned Hiring
Manager and discuss about the interviews happened and shortlist
the best candidate among the technically shortlisted by the
interview panel.
vi. Back ground check and Offer: In this process collect all the
communication details about the candidate and ask for some
professional references who can best describe the [Link]
persons will help us in doing verification and checks. Share the
same thing with the Hiring Manager also and take his views for
value addition. Based on this roll out the offer to the perspective
candidate.
vii. Joining Formalities / On-Boarding: the process of helping new
employees become productive members of an organization. Similar
terms are induction, and socialization. In general, on boarding can
be defined as the process of acquiring, accommodating,
assimilating and accelerating new users into a system, culture or
methodology.

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Meaning Of Human Resources Executives
The Human Resources Executive manages and directs all human
resources (HR) tasks for an organization or company. These
executives sit at the top of the HR department and take the lead when
it comes to any and all human resources matters and functions. HR
Executives must educates, train, monitor, problem-solves, and ensure
company HR policy is followed across all employees, managers, and
executive. Additional HR Executive responsibilities include directing
and overseeing the hiring, training, and dismissal processes and
administering and monitoring benefits programs. Human Resources
Executive may also work with the CEO to strategically plan valuable
HR changes and subsequently take action implement them. Strong
organizational, analytical and interpersonal skill is a must as a Human
Resources Executive. As a direct connection to your employees, you
must be keenly aware of employee relations ensuring they are healthy
throughout the organization.

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Human Resources Executive Responsibilities and
Qualifications
 Work with company CEO and / or director to strategically plan
HR initiatives that will benefits the company and encourage
more efficient and beneficial work from employees.

 Direct all hiring and training procedures for new employees.

 Continually educate employees on company policies.

 Administer or change benefits, health plan, retirement plans, etc.

 Monitor employee progress and stay abreast on company

climate and culture, ensuring it stays positive and productive.

 Coordinate and direct work activities for managers and

employees.

 Forster cross-functional relationships and ensure managers and

employees are properly connected.

 Regularly meet with employees for progress reviews and

assessments, discussing any problem or grievances they may
have.

 Promote a positive and open work environment where

employees feel comfortable.

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 Roles of Human Resource Executive

 Auditor: The Human Resources (HR) audit is a process of

examining policies procedures, documentation, system, and
practices with respect to an organization HR. The purpose of the
auditor is to reveal the strengths and weakness in the organization
human resource system and any issues needing resolution
.

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 Executive: HR Executive, must educated, trained, monitor,
problem-solve, and ensure company hr policy is followed across all
employees, managers, and executives. An HR executive is a key
member of HR department, often playing an instrumental role in
many HR functions, or leading a term of HR staff for various
projects. Generally, the more common degree programs among HR
executives are social sciences, business administration, human
resources, communications and management.
 Consultant: Consultants offer advice and expertise to organization
to help them improve their business performance in terms of
operation, profitability, management, structure and strategy. The
work stretches across a variety of areas, includes management,
strategy, it, finance, marketing, hr, and supply chain management.
Consultants provide advice to companies to solve problems, create
values, improve growth, and maximize business efficiency and
profitability.
 Facilitator: Facilitator is an individual person who is lead the
groups to obtain information and knowledge, and to work
collaboratively and accomplish a given set of objectives or to goal
that are sought after. A facilitator should have good leadership
skills, deep knowledge about processes and structures of
discussion, understanding, of interpersonal dynamics, strong
listening and communication skills.

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Recruitment and Selection
Recruitment and Selection is an important operation in HRM,
designed to maximize employee strength in order to meet the
employer's strategic goals and objectives. In short, Recruitment and
Selection is the process of sourcing, screening, short listing and
selecting the right candidates for the filling the required vacant
positions. In this tutorial, we will discuss the various aspects of
Recruitment and Selection such as the recruitment process, the factors
affecting recruitment, recruitment planning, methods of recruitment,
recruitment interviews, and selection process and making an offer.

The Scope of Recruitment and Selection

The scope of Recruitment and Selection is very wide and it consists
of a variety of operations. Resources are considered as most
important asset to any organization. Hence, hiring right resources is
the most important aspect of Recruitment. Every company has its
own pattern of recruitment as per their recruitment policies and
procedures.

The scope of Recruitment and Selection includes the following

operations:

Dealing with the excess or shortage of resources

Preparing the Recruitment policy for different categories of
employees
Page | 57
Analyzing the recruitment policies, processes, and procedures of
the organization
Identifying the areas, where there could be a scope of
improvement
Streamlining the hiring process with suitable recommendations
Choosing the best suitable process of recruitment for effective
hiring of resources.

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 History

Antecedent theoretical developments

The Human Resources field began to take shape in 18th century

Europe. It built on a simple idea by Robert Owen (1771-1858)
and Charles Babbage (1791-1871) during the industrial revolution.
These men concluded that people were crucial to the success of
an organization. They expressed the thought that the well-being of
employees led to perfect work; without healthy workers, the
organization would not survive.[6][need quotation to verify]

HR emerged as a specific field in the early 20th century, influenced

by Frederick Winslow Taylor (1856–1915). Taylor explored what he
termed "scientific management" (sometimes referred to as
"Taylorism"), striving to improve economic efficiency in
manufacturing jobs. He eventually focused on one of the principal
inputs into the manufacturing process—labor—sparking inquiry[by
whom?]
into workforce productivity.[7]

Meanwhile, in England, C S Myers, inspired by unexpected problems

among soldiers which had alarmed generals and politicians in the
First World War of 1914-1918, co-founded the National Institute of
Industrial Psychology (NIIP) in 1921.[8] In doing so, he set seeds for
the human relations movement. This movement, on both sides of the
Atlantic, built on the research of Elton Mayo (1880-1949) and others

Page | 59
to document through the Hawthorne studies (1924–1932) and other
studies how stimuli, unrelated to financial compensation and working
conditions, could yield more productive workers.[9] Work
by Abraham Maslow (1908–1970), Kurt Lewin (1890–1947), Max
Weber (1864–1920), Frederick Herzberg (1923–2000), and David
McClelland (1917–1998), forming the basis for studies in industrial
and organizational psychology, organizational
behavior and organizational theory, was interpreted in such a way as
to further claims[when?] of legitimacy for an applied discipline.

Birth and development of the discipline

By the time enough theoretical evidence existed to make a business

case for strategic workforce management, changes in the business
landscape (à la Andrew Carnegie, John Rockefeller) and in public
policy (à la Sidney and Beatrice Webb, Franklin D. Roosevelt and
the New Deal) had transformed the employer-employee relationship,
and the discipline became formalized as "industrial and labor
relations". In 1913 one of the oldest known professional HR
associations—the Chartered Institute of Personnel and
Development (CIPD)—started in England as the Welfare Workers'
Association; it changed its name a decade later to the Institute of
Industrial Welfare Workers, and again the next decade to Institute of
Labour Management before settling upon its current name in
2000.[10] Likewise in the United States, the world's first institution of

Page | 60
higher education dedicated to workplace studies—the School of
Industrial and Labor Relations—formed at Cornell University in
1945.[11] In 1948 what would later become the largest professional
HR association—the Society for Human Resource
Management (SHRM)—formed as the American Society for
Personnel Administration (ASPA).[12]

In the Soviet Union, meanwhile, Stalin's use of patronage exercised

through the "HR Department" equivalent in the Bolshevik Party,
its Orgburo, demonstrated the effectiveness and influence of human-
resource policies and practices,[13][14] and Stalin himself
acknowledged the importance of the human resource, such as in his
mass deployment of it in the Gulag system.[15]

During the latter half of the 20th century, union membership declined
significantly, while workforce management continued to expand its
influence within organizations.[citation needed]
In the US, the phrase
"industrial and labor relations" came into use to refer specifically to
issues concerning collective representation, and
many[quantify] companies began referring to the proto-HR profession as
"personnel administration".[citation needed]
Many current HR practices
originated with the needs of companies in the 1950s to develop and
retain talent.[16]

In the late 20th century, advances in transportation and

communications greatly facilitated workforce mobility and

Page | 61
collaboration. Corporations began viewing employees as assets.
"Human resources management" consequently,[citation needed]
became
the dominant term for the function—the ASPA even changing its
name to the Society for Human Resource Management (SHRM) in
1998.[12]

"Human capital management" (HCM[17]) is sometimes used[by

whom?]
synonymously with "HR", although "human capital" typically
refers to a more narrow view of human resources; i.e., the knowledge
the individuals embody and can contribute to an organization.
Likewise, other terms sometimes used to describe the field include
"organizational management", "manpower management", "talent
management", "personnel management", and simply "people
management".

In popular media

Several popular media productions have depicted human resource

management in operation. On the U.S. television series of The Office,
HR representative Toby Flenderson is sometimes portrayed as a nag
because he constantly reminds coworkers of company policies and
government regulations.[18] Long-running American comic
strip Dilbert frequently portrays sadistic HR policies through the
character Catbert, the "evil director of human resources".[19] An HR
manager is the title character in the 2010 Israeli film The Human
Resources Manager, while an HR intern is the protagonist in 1999

Page | 62
French film Ressources humaines. The main character in the BBC
sitcom dinnerladies, Philippa, is an HR manager. The protagonist of
the Mexican telenovela Mañana Es Para Siempre is a director of
human resources.

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 Practice

Business function

Dave Ulrich lists the functions of HR as: aligning HR and business

strategy, re-engineering organization processes, listening and
responding to employees, and managing transformation and
change.[20]

At the macro-level, HR is in charge of overseeing

organizational leadership and culture. HR also ensures compliance
with employment and labor laws, which differ by geography, and
often oversees health, safety, and security. Based on the geographic
location, there are various laws in place. There are several federal
laws that are crucial for HR managers to be familiar with in order to
protect both their company and its employees. Important federal laws
and regulations include The Fair Labor Standards Act, which includes
establishing a minimum wage and protecting the right for certain
workers to earn overtime. The Federal Civil Rights Law protects
against discrimination and prohibits making any hiring or firing
decision based on race, age, sex, and gender. The Family and Medical
Leave Act gives eligible employees up to twelve weeks of unpaid
leave for family and medical reasons. Ensuring the company is
compliant with all laws and regulations is an important aspect of HR
and will protect the company from any sort of 'legal liability'. [21] In
circumstances where employees desire and are legally authorized to
Page | 64
hold a collective bargaining agreement, HR will typically also serve
as the company's primary liaison with the employee's representatives
(usually a labor union). Consequently, HR, usually through
representatives, engages in lobbying efforts with governmental
agencies (e.g., in the United States, the United States Department of
Labor and the National Labor Relations Board) to further its
priorities.

Human Resource Management has four basic functions: staffing,

training and development, motivation, and maintenance. Staffing is
the recruitment and selection of potential employees, done through
interviewing, applications, networking, etc. There are two main
factors to staffing: attracting talented recruits and hiring resources.
HR Managers must create detailed recruitment strategies and have a
plan of action to put forward when recruiting. Next, managers can put
strategies into place through hiring resources, by extending out to find
the best possible recruits for the team. Recruiting is very competitive
since every company wants the best candidates.[22] Using tactics such
as mass media can grab the attention of prospective
recruits.[22] Training and development is the next step and involves
a continuous process of training and developing competent and
adapted employees. Here, motivation is seen as key to keeping
employees highly productive. This includes employee benefits,
performance appraisals, and rewards. Employee benefits, appraisals,
and rewards are all encouragements to bring forward the best
Page | 65
employees. The last function, maintenance, involves keeping the
employees' commitment and loyalty to the organization. Some
businesses globalize and form more diverse teams. HR departments
have the role of making sure that these teams can function and that
people can communicate across cultures and across borders. The
discipline may also engage in mobility management, especially
for expatriates; and it is frequently involved in the merger and
acquisition process. HR is generally viewed as a support function to
the business, helping to minimize costs and reduce risk. [23]

In startup companies, trained professionals may perform HR duties.

In larger companies, an entire functional group is typically dedicated
to the discipline, with staff specializing in various HR tasks and
functional leadership engaging in strategic decision-making across
the business. To train practitioners for the profession, institutions of
higher education, professional associations, and companies have
established programs of study dedicated explicitly to the duties of the
function. Academic and practitioner organizations may produce field-
specific publications. HR is also a field of research study that is
popular within the fields of management and industrial/organizational
psychology, with research articles appearing in a number of academic
journals, including those mentioned later in this article.

One of the frequent challenges of HRM is dealing with the notion

of unitarism (seeing a company as a cohesive whole, in which both

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employers and employees should work together for a common good)
and securing a long-term partnership of employees and employers
with common interests.[24]

Careers

There are half a million HR practitioners in the United States and

millions more worldwide.[25] The Chief HR Officer or HR Director is
the highest ranking HR executive in most companies. He or she
typically reports directly to the Chief Executive Officer and works
with the Board of Directors on CEO succession.[26][27]

Within companies, HR positions generally fall into one of two

categories: generalist and specialist. Generalists support employees
directly with their questions, grievances, and work on a range of
projects within the organization. They "may handle all aspects of
human resources work, and thus require an extensive range of
knowledge. The responsibilities of human resources generalists can
vary widely, depending on their employer's needs." [28] Specialists,
conversely, work in a specific HR function. Some practitioners will
spend an entire career as either a generalist or a specialist while others
will obtain experiences from each and choose a path later. The
position of HR manager has been chosen as one of the best jobs in the
US, with a #4 ranking by CNN Money in 2006 and a #20 ranking by
the same organization in 2009, due to its pay, personal satisfaction,
job security, future growth, and benefit to society. [29][30]
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Human resource consulting is a related career path where individuals
may work as advisers to companies and complete tasks outsourced
from companies. In 2007, there were 950 HR consultancies globally,
constituting a US$18.4 billion market. The top five revenue
generating firms were Mercer, Ernst & Young, Deloitte, Watson
Wyatt (now part of Towers Watson), Aon (now merged with Hewitt),
and PwC consulting.[31] For 2010, HR consulting was ranked the #43
best job in America by CNN Money.[32]

Some individuals with PhDs in HR and related fields, such

as industrial and organizational psychology and management, are
professors who teach HR principles at colleges and universities. They
are most often found in Colleges of Business in departments of HR or
Management. Many professors conduct research on topics that fall
within the HR domain, such as financial compensation, recruitment,
and training.

Virtual human resources

Technology has a significant impact on HR practices. Utilizing

technology makes information more accessible within organizations,
eliminates time doing administrative tasks, allows businesses to
function globally, and cuts costs.[33] Information technology has
improved HR practices in the following areas:

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E-recruiting

Recruiting has mostly been influenced by information

technology.[34] In the past, recruiters relied on printing in
publications and word of mouth to fill open positions. HR
professionals were not able to post a job in more than one location
and did not have access to millions of people, causing the lead time of
new hires to be drawn out and tiresome. With the use of e-recruiting
tools, HR professionals can post jobs and track applicants for
thousands of jobs in various locations all in one place. Interview
feedback, background checks and drug tests, and onboarding can all
be viewed online. This helps HR professionals keep track of all of
their open jobs and applicants in a way that is faster and easier than
before. E-recruiting also helps eliminate limitations of geographic
location.[34] Jobs can be posted and seen by anyone with internet
access. In addition to recruiting portals, HR professionals often
have social media presence through websites such as LinkedIn,
allowing them to attract employees through the internet. On social
media, they can help build the company's brand by posting company
news and photos of company events.[citation needed]

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Human Resources Information Systems

HR professionals generally handle large amounts of paperwork on a

daily basis, ranging from department transfer requests to confidential
employee tax forms. Forms must be on file for a considerable period
of time. The use of Human Resources Information Systems (HRIS)
has made it possible for companies to store and retrieve files in an
electronic format for people within the organization to access when
needed, thereby eliminating the need for physical files and freeing up
space within the office. HRIS also allows for information to be
accessed in a timelier manner; files can be accessible within
seconds.[35] Having all of the information in one place also allows for
professionals to analyze data quickly and across multiple locations
because the information is in a centralized location.

Training

Technology allows HR professionals to train new staff members in a

more efficient manner. This gives employees the ability to
access onboarding and training programs from virtually anywhere.
This eliminates the need for trainers to meet new hires face-to-
face when completing necessary paperwork for new employees.
Training in virtual classrooms makes it possible for HR professionals
to train a large number of employees quickly and to assess their
progress through computerized testing programs.[33] Some employers
choose to incorporate an instructor with virtual training so that new
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hires are receiving training considered vital to the role. Employees
have greater control over their own learning and development; they
can engage in training at a time and place of their choosing, which
can help them manage their work-life balance. Managers are able to
track the training through the internet, which can help to
reduce redundancy in training and training costs.

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 CONCLUSION

I want to conclude my topic by saying that HR play a vital role in an

organization it has so many responsibility to do an organization like
recruitment, training, selection, performance appraisal, placement,
compensation, to provide facilities, benefits etc.

In today world, the Human Resource Management plays a very

significant role in the daily life. On the one hand, the Soft and Hard
Human Resource Management influence on the business and lets
them development rapidly. It can improve employee’s motivation in a
business and pay attention to company’s policy and law respectively,
which can increase the efficiency of company and get higher profits.
On the other hand, trade unions help the employee to achieve
negotiation successfully in the early time; it means the employee can
negotiate a better wages and a good working condition. However, at
the present, the employment law gradually becomes the focus in the
world, because it has more restrictive and more favorable to
protecting employee’s benefit. In the future, the Human Resources
Management will continue to play its role in each business.

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