HRM Assignment 9: Nature, Scope of HRM
{ Posted on 7:26 AM
by Ariel Serenado
}
For this assignment we are tasked to interview Human Resource Manager personnel or manager regarding his concept on the nature, scope and role of human resource management.
Since our adopted company for our Human Resource Management Major Paper is the Department of Education region XI we also grabbed the opportunity to interview the HRM personnel in the above-stated matter. Our interviewee was Rosalaine Marangan, Administrative Officer V and also the HRM head of DepED.
Definition:
Human Resource Management has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization. Its objective is the maintenance of better human relations in the organization by the development, application and evaluation of policies, procedures and programmes relating to human resources to optimize their contribution towards the realization of organizational objectives.
In other words, HRM is concerned with getting better results with the collaboration of people. It is an integral but distinctive part of management, concerned with people at work and their relationships within the enterprise. HRM helps in attaining maximum individual development, desirable working relationship between employees and employers, employees and employees, and effective modeling of human resources as contrasted with physical resources. It is the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization.
Evolution:
The early part of the century saw a concern for improved efficiency through careful design of work. During the middle part of the century emphasis shifted to the employee's productivity. Recent decades have focused on increased concern for the quality of working life, total quality management and worker's participation in management. These three phases may be termed as welfare, development and empowerment.
As for the group’s interview we have gathered the following answers:
Nature
1. Ogranisations is the people who manage.
2. HRM involves acquisitioning, developing, maintaining
3. Decisions relating to employees must be integrated.
4. Decisions made must influence the effectiveness of an organization.
5. HRM functions are confirmed to Non-business organization also.
Specifically, HRM has also these following nature:
Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:
• It is pervasive in nature as it is present in all enterprises.
• Its focus is on results rather than on rules.
• It tries to help employees develop their potential fully.
• It encourages employees to give their best to the organization.
• It is all about people at work, both as individuals and groups.
• It tries to put people on assigned jobs in order to produce good results.
• It helps an organization meet its goals in the future by providing for competent and well-motivated employees.
• It tries to build and maintain cordial relations between people working at various levels in the organization.
• It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.
Furthermore, concerned with the transactions on retirement, hiring and any human resource-related operations.
Scope
According to Ma’am Rosalaine that the operation as to hoe the personnel respond to a certain transaction is centralized. Meaning to say, all matters are mandated by the administrative office and beyond that is not entertained by their personnel. They are only up to what the center office is mandating.
The scope of HRM is very wide:
1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. As for the industrial relations aspect, there has been no union-management relation existing within the firm.
HRM is one of the pillars of any organization. That is why they are very particular with the roles and functions of the personnel within the HRM division. Roles or functions are as follows:
1. Human resource or manpower planning.
2. Recruitment, selection and placement of personnel.
3. Training and development of employees.
4. Appraisal of performance of employees.
5. Taking corrective steps such as transfer from one job to another.
6. Remuneration of employees.
7. Social security and welfare of employees.
8. Setting general and specific management policy for organizational relationship.
9. Collective bargaining, contract negotiation and grievance handling.
10. Staffing the organization.
11. Aiding in the self-development of employees at all levels.
12. Developing and maintaining motivation for workers by providing incentives.
13. Reviewing and auditing manpower management in the organization
14. Potential Appraisal. Feedback Counseling.
15. Role Analysis for job occupants.
16. Job Rotation.
17. Quality Circle, Organization development and Quality of Working Life.
Human resource management is also in the process of change with regard to the nature of the role performed. In the past many functions were performed by HRM professionals themselves, the role they are taking on, is one of consultant to line management, where line managers perform many of the functions traditionally handled by HRM professionals. Similarly there is a trend in which businesses are shedding all functions that are not directly related to core business, and in the process many HRM functions are being outsourced. Hence the change in the nature of services provided.
The activity of generating unit standards and designing qualifications can be used as an opportunity to catapult HRM practices into the future. To do this, those issues which are going to shape the future for HRM need to be identified and analyzed, especially in relation to current roles that will still be required of HRM practitioners. These issues are central to the activity of generating unit standards (e.g. outsourcing, societal responsibility) and their impact on HRM roles (e.g. staffing, performance management).
To conclude Human Resource Management should be linked with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. All the above futuristic visions coupled with strategic goals and objectives should be based on 3 H's of Heart, Head and Hand i.e., we should feel by Heart, think by Head and implement by Hand.
Source:
http://www.citehr.com/79624-nature-scope-human-resource-management.html#post321558
http://wiki.answers.com/Q/What_is_nature_and_scope_of_human_resource_managemen
Since our adopted company for our Human Resource Management Major Paper is the Department of Education region XI we also grabbed the opportunity to interview the HRM personnel in the above-stated matter. Our interviewee was Rosalaine Marangan, Administrative Officer V and also the HRM head of DepED.
Definition:
Human Resource Management has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization. Its objective is the maintenance of better human relations in the organization by the development, application and evaluation of policies, procedures and programmes relating to human resources to optimize their contribution towards the realization of organizational objectives.
In other words, HRM is concerned with getting better results with the collaboration of people. It is an integral but distinctive part of management, concerned with people at work and their relationships within the enterprise. HRM helps in attaining maximum individual development, desirable working relationship between employees and employers, employees and employees, and effective modeling of human resources as contrasted with physical resources. It is the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization.
Evolution:
The early part of the century saw a concern for improved efficiency through careful design of work. During the middle part of the century emphasis shifted to the employee's productivity. Recent decades have focused on increased concern for the quality of working life, total quality management and worker's participation in management. These three phases may be termed as welfare, development and empowerment.
As for the group’s interview we have gathered the following answers:
Nature
1. Ogranisations is the people who manage.
2. HRM involves acquisitioning, developing, maintaining
3. Decisions relating to employees must be integrated.
4. Decisions made must influence the effectiveness of an organization.
5. HRM functions are confirmed to Non-business organization also.
Specifically, HRM has also these following nature:
Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:
• It is pervasive in nature as it is present in all enterprises.
• Its focus is on results rather than on rules.
• It tries to help employees develop their potential fully.
• It encourages employees to give their best to the organization.
• It is all about people at work, both as individuals and groups.
• It tries to put people on assigned jobs in order to produce good results.
• It helps an organization meet its goals in the future by providing for competent and well-motivated employees.
• It tries to build and maintain cordial relations between people working at various levels in the organization.
• It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.
Furthermore, concerned with the transactions on retirement, hiring and any human resource-related operations.
Scope
According to Ma’am Rosalaine that the operation as to hoe the personnel respond to a certain transaction is centralized. Meaning to say, all matters are mandated by the administrative office and beyond that is not entertained by their personnel. They are only up to what the center office is mandating.
The scope of HRM is very wide:
1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. As for the industrial relations aspect, there has been no union-management relation existing within the firm.
HRM is one of the pillars of any organization. That is why they are very particular with the roles and functions of the personnel within the HRM division. Roles or functions are as follows:
1. Human resource or manpower planning.
2. Recruitment, selection and placement of personnel.
3. Training and development of employees.
4. Appraisal of performance of employees.
5. Taking corrective steps such as transfer from one job to another.
6. Remuneration of employees.
7. Social security and welfare of employees.
8. Setting general and specific management policy for organizational relationship.
9. Collective bargaining, contract negotiation and grievance handling.
10. Staffing the organization.
11. Aiding in the self-development of employees at all levels.
12. Developing and maintaining motivation for workers by providing incentives.
13. Reviewing and auditing manpower management in the organization
14. Potential Appraisal. Feedback Counseling.
15. Role Analysis for job occupants.
16. Job Rotation.
17. Quality Circle, Organization development and Quality of Working Life.
Human resource management is also in the process of change with regard to the nature of the role performed. In the past many functions were performed by HRM professionals themselves, the role they are taking on, is one of consultant to line management, where line managers perform many of the functions traditionally handled by HRM professionals. Similarly there is a trend in which businesses are shedding all functions that are not directly related to core business, and in the process many HRM functions are being outsourced. Hence the change in the nature of services provided.
The activity of generating unit standards and designing qualifications can be used as an opportunity to catapult HRM practices into the future. To do this, those issues which are going to shape the future for HRM need to be identified and analyzed, especially in relation to current roles that will still be required of HRM practitioners. These issues are central to the activity of generating unit standards (e.g. outsourcing, societal responsibility) and their impact on HRM roles (e.g. staffing, performance management).
To conclude Human Resource Management should be linked with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. All the above futuristic visions coupled with strategic goals and objectives should be based on 3 H's of Heart, Head and Hand i.e., we should feel by Heart, think by Head and implement by Hand.
Source:
http://www.citehr.com/79624-nature-scope-human-resource-management.html#post321558
http://wiki.answers.com/Q/What_is_nature_and_scope_of_human_resource_managemen
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