In this assignment, we are required to interview a personnel/human resource manager on his concept on the nature, scope and role of human resource management.
The nature of Human Resource Management Roles
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 deve¬lop 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-moti¬vated employees.
• It tries to build and maintain cordial relations between people working at various levels in the organization.
• It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, econo¬mics, etc.
“Yes, 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 SCOPE OF HUMAN RESOURCE MANAGEMENT
The scope of human resource management outlined below includes an outline of transformation and development issues, tentative generic skills required in performing HRM roles, as well as the roles of a human resource management practitioner (line management and HRM professionals). With regard to the latter, the assumption is made that roles are inter-linked and interdependent, even though these relationships may not be expressly stated in each case.
Transformation and development issues
• Knowledge management which entails accumulating & capturing
• Knowledge in large organisations for future application & use (organisation memory)
• Reconciliation management
• Work creation as opposed to job creation
• Manage the transfer of HRM functions and skills to line management
• Marketing of HRM to line management
• Development of contextual approaches to HRM
• Multi-skilling and /or multi-tasking
• Increased societal responsibility
• Managing people in virtual work environments
• Focus on deliverables rather than doables
• Develop additional means of assessing HRM
• Appreciation and assessment of intellectual capital
• Take HRM from a business partner to a business itself / Managing HRM as a business unit
• Adviser / consultant to line management
Supportive generic skills
This is not intended to be final outline of human resource skills but the following have emerged during the process as important skills for human resource practitioner to possess. These are:
• Project management
• Consulting skills
• Entrepreneurship
• Self management
• Communication skills
• Facilitation skills
• Presentation skills
• Skills for transforming groups into self-directed mutually controlled high performing work teams
• Trans-cultural skills
• Mediation & arbitration skills
• Financial skills
• Problem-solving
• Diagnostic skills
To make it short the scope of HRM is very wide are as follows:
1. Personnel aspect-This is con¬cerned with manpower planning, recruitment, selection, place¬ment, transfer, promotion, train¬ing and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and ameni¬ties 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 rela¬tions, joint consultation, collec¬tive bargaining, grievance and disciplinary procedures, settle¬ment of disputes, etc.
Core roles in Human Resource Management
The core roles of human resource management are grouped below into four categories. The titles of the clusters are tentative, and are open for comment.
STRATEGIC PERSPECTIVE
* Develop Human Resource plans and strategies aligned to the organisation’s strategic direction and business strategy. Provide tools and tactics to enhance execution of these strategies
* Integrate HRM with current and pending legislation and socio-political changes.
* Integrate Human Resource Management with general organisational management.
* Manage the interface between HRM processes and systems.
* Formulate and communicate HRM policies.
* Act as the conscience of employer with respect to people issues.
* Scan the environment (both international and national) and identify emerging trends that will affect the organisation and the management of people therein.
* Assess the long-term impact of short-term decisions on people.
* Manage people related issues accompanying mergers, alliances and acquisitions.
* Express (embody) the philosophy and values regarding people management in the organisation.
*
ORGANISATIONAL DESIGN
* Analyse work processes and recommend improvements where necessary.
* Recommend options for organisational design & structure.
CHANGE MANAGEMENT
* Advise management on implications of change for employees.
* Co-ordinate & facilitate the change process.
* Facilitate changed relationships.
* Provide support structures for employees during change.
* Deliberate and proactive management of the changing environment and its implications for work and the organisation.
CORPORATE WELLNESS MANAGEMENT
* Develop and communicate policies and procedures with regard to the management of wellbeing
* Manage occupational health and safety
* Manage wellbeing (Employee Assistance programs & Health Promotion programs)
“The role of the HR professional is changing. In the past, HR managers were often viewed as the systematizing, policing arm of executive management. Their role was more closely aligned with personnel and administration functions that were viewed by the organization as paperwork.
When you consider that the initial HR function, in many companies, comes out of the administration or finance department because hiring employees, paying employees, and dealing with benefits were the organization's first HR needs, this is not surprising.
In this role, the HR professional served executive agendas well, but was frequently viewed as a road block by much of the rest of the organization. While some need for this role occasionally remains — you wouldn’t want every manager putting his own spin on a sexual harassment policy, as an example — much of the HR role is transforming itself.”
References:
http://ph.88db.com/ph/Knowledge/Knowledge_Detail.page/Business_Services/?kid=4257
http://www.mbaboleto.com/Core%20Roles%20In%20Human%20Resource%20Management.pdf
http://www.blurtit.com/q636223.html
http://www.scribd.com/doc/3266422/scope-of-hrm
The nature of Human Resource Management Roles
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 deve¬lop 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-moti¬vated employees.
• It tries to build and maintain cordial relations between people working at various levels in the organization.
• It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, econo¬mics, etc.
“Yes, 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 SCOPE OF HUMAN RESOURCE MANAGEMENT
The scope of human resource management outlined below includes an outline of transformation and development issues, tentative generic skills required in performing HRM roles, as well as the roles of a human resource management practitioner (line management and HRM professionals). With regard to the latter, the assumption is made that roles are inter-linked and interdependent, even though these relationships may not be expressly stated in each case.
Transformation and development issues
• Knowledge management which entails accumulating & capturing
• Knowledge in large organisations for future application & use (organisation memory)
• Reconciliation management
• Work creation as opposed to job creation
• Manage the transfer of HRM functions and skills to line management
• Marketing of HRM to line management
• Development of contextual approaches to HRM
• Multi-skilling and /or multi-tasking
• Increased societal responsibility
• Managing people in virtual work environments
• Focus on deliverables rather than doables
• Develop additional means of assessing HRM
• Appreciation and assessment of intellectual capital
• Take HRM from a business partner to a business itself / Managing HRM as a business unit
• Adviser / consultant to line management
Supportive generic skills
This is not intended to be final outline of human resource skills but the following have emerged during the process as important skills for human resource practitioner to possess. These are:
• Project management
• Consulting skills
• Entrepreneurship
• Self management
• Communication skills
• Facilitation skills
• Presentation skills
• Skills for transforming groups into self-directed mutually controlled high performing work teams
• Trans-cultural skills
• Mediation & arbitration skills
• Financial skills
• Problem-solving
• Diagnostic skills
To make it short the scope of HRM is very wide are as follows:
1. Personnel aspect-This is con¬cerned with manpower planning, recruitment, selection, place¬ment, transfer, promotion, train¬ing and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and ameni¬ties 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 rela¬tions, joint consultation, collec¬tive bargaining, grievance and disciplinary procedures, settle¬ment of disputes, etc.
Core roles in Human Resource Management
The core roles of human resource management are grouped below into four categories. The titles of the clusters are tentative, and are open for comment.
STRATEGIC PERSPECTIVE
* Develop Human Resource plans and strategies aligned to the organisation’s strategic direction and business strategy. Provide tools and tactics to enhance execution of these strategies
* Integrate HRM with current and pending legislation and socio-political changes.
* Integrate Human Resource Management with general organisational management.
* Manage the interface between HRM processes and systems.
* Formulate and communicate HRM policies.
* Act as the conscience of employer with respect to people issues.
* Scan the environment (both international and national) and identify emerging trends that will affect the organisation and the management of people therein.
* Assess the long-term impact of short-term decisions on people.
* Manage people related issues accompanying mergers, alliances and acquisitions.
* Express (embody) the philosophy and values regarding people management in the organisation.
*
ORGANISATIONAL DESIGN
* Analyse work processes and recommend improvements where necessary.
* Recommend options for organisational design & structure.
CHANGE MANAGEMENT
* Advise management on implications of change for employees.
* Co-ordinate & facilitate the change process.
* Facilitate changed relationships.
* Provide support structures for employees during change.
* Deliberate and proactive management of the changing environment and its implications for work and the organisation.
CORPORATE WELLNESS MANAGEMENT
* Develop and communicate policies and procedures with regard to the management of wellbeing
* Manage occupational health and safety
* Manage wellbeing (Employee Assistance programs & Health Promotion programs)
“The role of the HR professional is changing. In the past, HR managers were often viewed as the systematizing, policing arm of executive management. Their role was more closely aligned with personnel and administration functions that were viewed by the organization as paperwork.
When you consider that the initial HR function, in many companies, comes out of the administration or finance department because hiring employees, paying employees, and dealing with benefits were the organization's first HR needs, this is not surprising.
In this role, the HR professional served executive agendas well, but was frequently viewed as a road block by much of the rest of the organization. While some need for this role occasionally remains — you wouldn’t want every manager putting his own spin on a sexual harassment policy, as an example — much of the HR role is transforming itself.”
References:
http://ph.88db.com/ph/Knowledge/Knowledge_Detail.page/Business_Services/?kid=4257
http://www.mbaboleto.com/Core%20Roles%20In%20Human%20Resource%20Management.pdf
http://www.blurtit.com/q636223.html
http://www.scribd.com/doc/3266422/scope-of-hrm
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