Activities of HRM PDF

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###### Activities of HRM Major HR Management Activities 1. Strategic HR Planning and Analysis a) HR Planning : Human resource planning is the continuous process of systematic planning to achieve optimum use of an organization’s most valuable asset — its human resources. The objective of HRP is to ensure the best fit between employees and jobs while avoiding manpower shortages or surpluses. The four key steps of the HRP process are analyzing present labor supply, forecasting labor demand, balancing projected labor demand with supply and supporting organizational goals. b) Job Analysis : Information is the basic material used by an industry for many kinds of job related planning. Nature of job information varies from industry to industry, from department to department and from purpose to purpose. Information used for job analysis must be accurate, timely and tailor made. According to N.R Chatterjee, job analysis is the process of determining by observation and study and reporting pertinent information related to the nature of a specific job. Dale Yoder defined as the method used to determine what types of manpower are needed to perform the jobs of the organization. c) HRIS 2. Equal Employment Opportunity (EEO) a) Compliance

b) Diversity c) Affirmative Action 3. Selecting and Hiring Employees a) Job Analysis : Job analysis is a family of procedures to identify the content of a job in terms of activities involved and attributes or job requirements needed to perform the activities. Job analysis provides information of organizations which helps to determine which employees are best fit for specific jobs. Through job analysis, the analyst needs to understand what the important tasks of the job are, how they are carried out, and the necessary human qualities needed to complete the job successfully. The process of job analysis involves the analyst describing the duties of the incumbent, then the nature and conditions of work, and finally some basic qualifications. After this, the job analyst has completed a form called a job psychograph, which displays the mental requirements of the job. The measure of a sound job analysis is a valid task list. This list contains the functional or duty areas of a position, the related tasks, and the basic training recommendations. Subject matter experts (incumbents) and supervisors for the position being analyzed need to validate this final list in order to validate the job analysis. b) Recruiting : Recruiting is a ‘linking function’ joining together those with jobs to fill and those seeking jobs. It is a joining process in that it tries to bring together job seekers and employer with a view to encourages the former to apply for a job with the latter. The objective of recruitment is to develop a group of potentially qualified people. To this end, the organization must project the position in such a way that job seekers respond. To be cost effective, the

recruitment process should attract qualified applicants and provide enough information for non qualified persons to self select themselves out. c) Selection : To select is to choose. Selection is a screening process. It is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individuals who can most successfully perform the job from the pool of qualified candidates. Selection starts after the recruitment process is over and job application has been received. 4. Paperwork and Orientation 5. Training and Development a) Orientation b) Training : Training involves the change of skills, knowledge, attitudes, or behavior of employees. Although training is similar to development in the methods used to affect learning, they differ in time frames. Training is more present-day oriented, its focus is on individual’ current jobs, enhancing hose specific skills and abilities to immediately perform their jobs. Training is job specific and is designed to make employees more effective in their current job. Employee development, on the other hand, generally focuses on future jobs in the organization. c) Employee Development d) Career Planning c) Performance Management 6. Compensation and Benefits a) Wages /Salary /Administration : Wages and salaries are the

remuneration paid or payable to employees for work performed on behalf of an employer or services provided. Normally, an employer is not permitted to withhold the wages or any part thereof, except as permitted or required by law. Employers are required by law to deduct from wages, commonly termed “withhold”, income taxes, social contributions and for other purposes, which are then paid directly to tax authorities, social security authority, etc., on behalf of the employee. Garnishment is a court ordered withholding from wages to pay a debt. Wages and salaries are typically paid directly to an employee in the form of cash or in a cash equivalent, such as by cheque or by direct deposit into the employee’s bank account or an account directed by the employee. Alternatively, all or a part may be paid in various other ways, such as payment in kind in the form of goods or services provided to the employee, such as food and board. b) Incentives : An incentive is something that motivates an individual to perform an action. The study of incentive structures is central to the study of all economic activities (both in terms of individual decision-making and in terms of co-operation and competition within a larger institutional structure). Therefore, economic analysis of the differences between societies (and between organizations within a society) amounts to characterizing the differences in incentive structures faced by individuals involved in these collective efforts. Incentives aim to provide value for money and contribute to organizational success. c) Benefits : Employee benefits and benefits in kind (also called fringe benefits, perquisites, or perks) include various types of non-

wage compensation provided to employees in addition to their normal wages or salaries. Instances where an employee exchanges (cash) wages for some other form of benefit is generally referred to as a “salary packaging” or “salary exchange” arrangement. In most countries, most kinds of employee benefits are taxable to at least some degree. Examples of these benefits include: housing (employer-provided or employer-paid) furnished or not, with or without free utilities; group insurance (health, dental, life etc.); disability income protection; retirement benefits; daycare; tuition reimbursement; sick leave; vacation (paid and non-paid); social security; profit sharing; employer student loan contributions; conveyancing; domestic help (servants); and other specialized benefits. 7. Performance Appraisal : After an employee has worked on a job for a period of time, his performance should be evaluated. Performance evaluation is the process of deciding how an employee does his job. Performance here refers to the degree of accomplishment of the tasks that make up an employee’s job. It indicates how well an individual is fulfilling the job requirements. 8. Health, Safety, & Security a) Health b) Safety c) Security 9. Managing Legal Issues a) HR Policies b) Employee rights and Privacy : Increasingly, employers are discovering that they need to know facts about their employees

which may not be immediately apparent in the workplace – facts about their employees or prospective employees’ credit and prior histories, facts about their employees’ conduct in the workplace during “personal” or “break” time, facts about their employees’ use of e-mail or Internet, facts about their employees’ off-duty conduct, and facts about their employees’ medical conditions. Inquiry into these facts too often gives rise to claims of invasion of privacy by the employee. Depending on the context of the inquiry, employers may need to balance the legitimacy of their need to know against the employees’ rights of privacy. c) Union/ Management Relation d) Company policies and legal issues

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Human Resource Management Activities Tags: Disclaimer: This work has been submitted by a university student. This is not an example of the work produced by our Essay Writing Service. You can view samples of our professional work here. Any opinions, findings, conclusions or recommendations expressed in this material are those of the authors and do not necessarily reflect the views of UKEssays.com.

Introduction: Human Resource Management is the process of managing people in an organization in systematic and organised manner. The main goal of human Resource management is maximize the productivity by enhancing efficiency of employees in an organisation. According to Armstrong people who are working in an organisation individually and collectively contribute to the achievement of its goals. (Tiwari.p, saxena.k 2012) have noted that managing human resources is more challenging than managing capital, machinery and technology. To manage efficiently and accomplish the goals of any organisation, Human Resource Management is composed with various interrelated activities. Human resource management activities: 1) Recruitment: Recruitment is one of the major functions of HRM. To attract and maintain skilled, experienced, dedicated, and wellmotivated employees, a high level of resources and commitment is essential. Recruitment process involves various tasks those are developing the job specifications, advertising, sorting applications, job interviews and posting. 2) Training and Development: on –the-job and refresher training for newly and existing employees is responsible of HR deportment. Training enhances specific skill among personnel of organization. Training programs might be specific job skills, communication skills, team building and legal and policy issues .According Sharma J.N (2002) people learn skills, attitudes and knowledge by training to perform job effectively. Training and development is highly essential to prepare organizations to meet future challenges.

3) Payroll: accurate and on time handling compensation and payroll to everyone at the organisation is a chief duty of the HRM. Compensation might be guaranteed and variable pay. Bonuses or incentive pay is contingent on performance. Hourly wages or fixed salary is guaranteed pay. 4) Employee and Labour/Management Relations: Managing harmonious relations between employees and management is key role of the human resource management deportment. Employee rights must be protected weather they are represented by unions or not. Employee relations function includes negotiating with the labour unions regarding salaries, working conditions and solving disputes and grievances. 5) Human Resource planning: The key functions of planning are anticipating future and avoid predicted problems. According to HRP is dealing with two aspects one is manpower requirements planning and Manpower supplies planning. HRP involves identify future work force requirements. Analysing and identifying specific skilled work force with in right time and designing programmes to achieve human resource requirements. 6) Wage and salary administration: A better wage and salary system in an organisation enable to attract and keep employees long term as well as motivate them to perform their best. Hence, HRM should design effective pay system and implement with utmost care. To design efficient pay system HRM deportment should aware some aspects like Rational Job analysis, proper job evaluation and depth knowledge about an organisation and market factors.

7) Job analysis: Job analysis provides the knowledge about manpower planning. According to Aswathappa (2013) job analysis is a process of collecting job related information, which helps to job description and specification. Job description involves title of job, location, duties, Working conditions, hazards, duties, machines and tools. Job specification contains education, training, communication skills, physical skills, emotional characteristics and initiative. 8) Performance appraisal: performance appraisal is major activity of HRM to provide training and development, making decisions on promotions, transfer and increment to their employees. Performance appraisal is assessment of individual performance in an organisation.it is systematic way to appraise the ability of employee related to performing job. Performance appraisal process involves establishing and communicating standards, measuring actual performance, comparing actual performance with standards and discuss with concerned employee. 10) Industrial relations: progress of any organisation depends on labour management harmonious relations. Hence, managing industrial harmony is one of the key functions of HRM deportment. Employers, employee and government involved in industrial relations. According to Dale relation arises out of employment between employer and employee or organisation and among workers is industrial relation. Industrial peace, high morale and reduced wastage are the outcomes of industrial relations. 9) Compensation: compensation is an important tool to HRM department to attract, motivate and retain employees. Wendell French 1986 Compensation not only dealing with monitory rewards

but also non-monitory rewards like insurance, travel allowance, maternity benefits, retirement and other special benefits. Supply and demand of labour, management philosophy, legislations and paying capability of organisation are determinants the compensation. 11) Health, Safety, and Security: health, safety, and security aspects are important in any organisation to work at safe environment and well-being of workers. Traditionally organisations concentrate on safety and security issues like eliminating accidents, injuries, certain hazardous related to machinery and chemicals at work place. In modern concept Physical as well as mental health and problems related to substance abuse, job stress, diversity and discrimination, sexual harassment and violence also concerns through employment assistance programmes. 12. Motivation: Intellectual, biological, emotional and social aspects determine motivation among individuals. Since organisation lies on more and more on people to get competitive advantage (Muscalu E. and Muntean S.2012)) HRM deportment should formulate and implement essential intrinsic and extrinsic programmes to motivate their employees .lack of motivation leads to loss of performance effect on organisation productivity. Conclusion: In addition to manage inside of organisation, managers should consider outside factors like technological and work force changes, cost ,government policies, lay off and globalisation effect to smooth run of organisation.

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The Functions and Goals of HR Activities in the Human Resources Department Human resource departments are responsible for a wide variety of activities across a number of core organizational functions Learning Objectives Understanding the activities of human resource departments Key Takeaways Key Points

 Human resource management is a central pillar of many organizations. Human resource departments are responsible for activities spanning a wide variety of core functions.  In short, human resource activities fall under the following five core functions: staffing, development, compensation, safety and health, and employee and labor relations.  Within each of these core functions, HR conducts a wide variety of activities.  These activities are all linked by a concern for employee wellbeing and ensuring organizations treat employees in a way that provides mutual benefit for both the employee and the organization. Key Terms

 unions: Legal groups of professionals in a given field who collectively address common issues within that discipline.

 On-boarding: A series of activities designed to train new employees and prepare them for integration with the organization and their responsibilities. Core Functions of HR Human resources (HR) professionals conduct a wide variety of tasks within an organizational structure. A brief review of the core functions of human resource departments will be useful in framing the more common activities a human resource professional will conduct. The core functions can be summarized as: Staffing This includes the activities of hiring new full-time or part-time employees, hiring contractors, and terminating employee contracts Staffing activities include:  Identifying and fulfilling talent needs (through recruitment, primarily)  Utilizing various recruitment technologies to acquire a high volume of applicants (and to filter based on experience)  Terminating contracts when necessary  Maintaining ethical hiring practices and aligning with the regulatory environment  Writing employee contracts and negotiating salary and benefits Development On-boarding new employees and providing resources for continued development is a key investment for organizations, and HR is charged with maintaining a developmental approach to existing human resources.

Development activities include:  Training and preparing new employees for their role  Providing training opportunities (internal training, educational programs, conferences, etc.) to keep employees up to date in their respective fields  Preparing management prospects and providing feedback to employees and managers Compensation Salary and benefits are also within the scope of human resource management. This includes identifying appropriate compensation based on role, performance, and legal requirements. Compensation activities include:  Setting compensation levels to match the market, using benchmarks such as industry standards for a given job function  Negotiating group health insurance rates, retirement plans, and other benefits with third party providers  Discussing raises and other compensation increases and/or decreases with employees in the organization  Ensuring compliance with legal and cultural expectations when it comes to employee compensation Safety and Health Achieving best practices in various industries include careful considering of safety and health concerns for employees. Safety and health activities include:  Ensuring compliance with legal requirements based on job function for safety measures (i.e. hard hats in construction, available counseling for law enforcement, appropriate safety equipment for chemists, etc.)

 Implementing new safety measures when laws change in a given industry  Discussing safety and compliance with relevant government departments  Discussing safety and compliance with unions Employee and Labor Relations Defending employee rights, coordinating with unions, and mediating disagreements between the organization and its human resources is also a core HR function. Employee and labor relations activities include:  Mediating disagreements between employees and employers  Mediating disagreements between employees and other employees  Considering claims of harassment and other workplace abuses  Discussing employee rights with unions, management, and stakeholders  Acting as the voice of the organization and/or the voice of the employees during any broader organizational issues pertaining to employee welfare

HR Competencies: This chart highlights a few of the key competencies expected of human resource teams in organizations.

Development of Human Resources Human resource development combines training and career development to improve the effectiveness of the individual, group, and organization. Learning Objectives Explain the function of Human Resource development (HRD) Key Takeaways

Key Points

 Human resources is the set of individuals who make up the workforce of an organization, business sector, or an economy.  As a process, human resource development takes place within organizations and includes both training and development and organization development.  Human resources development (HRD) as a theory is a framework for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement. Key Terms

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