Objectives and Functions of Human Resource Management

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Human Resources Management

“HRM is the function performed in organization that facilitates the most effective use of people to achieve organizational and individual goals”. This article explores the objectives and functions of HRM and also it tells about the activities of HR.

HR, along with financial and materials resources, contribute to the production if goods and services in an organization. Physical and monetary resources, by themselves, cannot improve efficiency or contribute to an increased rate of return on investment. It is through the combined and concerned efforts of people monetary and material resources are harnessed to achieve organizational goals. But these efforts, attitudes and skills have to be sharpened from time to time optimize the effectiveness of human resources and to enable them to meet greater challenges. This is where HRM plays a crucial role. Corporate, Professional, Social and National are the four levels of significant Human Resources Management

Objectives of HRM:

Objectives of HRM are given below

  • To improve the service rendered by the enterprise to society through building better employee morale, which leads to more efficient individual and group performance. Thus, HRM seeks to manage change to the mutual advantage of individuals, groups, the organization and society.

  • To establish in the mind of those associated with the enterprise – employees, shareholders, creditors, customers and the enterprise is rendering the best service of which it is capable and distributing the benefits derived fairly and contributing to the success of the enterprise.

  • Thus an organization can identify and satisfy individual and group goals by offering appropriate monetary and non-monetary incentives.

  • To employ the skill and knowledge of employee efficiently and effectively that is to utilize human resources effectively for the achievement of organizational goals.

  • To enhance job satisfaction and self actualization of employees, by encouraging and assisting every employee to realize full potential.

  • To provides facility and condition of work and creation of favorable atmosphere for maintaining stability of employment.

  • To develop and maintain a quality of work life which makes employment in the organization a desirable and social situation.

Functions of HRM:

Functions of HRM are given below

  • Training and development
  • Organization development
  • Human resource planning
  • Selection and staffing
  • Personnel research and information system
  • Compensation/Benefits
  • Employee assistance
  • Union/ Labor relations

Activities of Human Resource:

The HR activities are given below

  • High performance work practices
  • Equal employment opportunity
  • Staffing
  • Job Description
  • Job Analysis
  • Human Resource Development
  • Job training
  • Leadership
  • Performance
  • Compensation and Benefits
  • Health, Safety, Security
  • Employee and Labor Relation

Principles of Human Resource Planning

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Sound human resource planning needs to be based on the principles and actions highlighted in the article below. In the practical world, an external human resource consultant or employment agency plays an important role in planning the basic requirements for human resource.

1. Human Resource Planning has to be finally integrated into the other areas of the organizations strategy and planning.

2. Senior management must give a lead in stressing its importance throughout the organization.

3. In larger organizations a central human resource planning unit responsible to senior management needs to be established. The main objectives of this are to co-ordinate and reconcile the demands for human resources from different departments, to standardize and supervise departmental assessments of requirements and to produce a comprehensive organizational plan. In practice, the Human Resource and Development department would normally play a leading role in the task. In smaller organizations these responsibilities would probably be carried out by a senior manager or even the managing director.

4. The time span to be covered by the plan needs to be defined. Because of the abiding problem of making forecasts involving imponderable factors, a compromise is often adopted in which a general human resource plan is produced to cover a period of several years. If the system is operated as a continuous, rolling plan, the five year period of general forecasting is maintained and each first year is used in turn for purpose of review and revision for the future.

5. The scope and details of the plan have to be determined. For large organizations separate human resource plans and forecasts may well be needed for various subsidiary units and functions. In smaller organizations one comprehensive plan will probably suffice for all employees. Where particular skills or occupations may pose future problems in recruitment or training, special provisions will be required in human resource planning.

6. Human resource planning must be based on the most comprehensive and accurate information that is possible. Such personal information is essential in any case for the effective management of the organization. Details of format and contents will naturally vary, but they will normally need to include details of age, sex, qualifications and experience and of trends likely to effect future forecasts, such as labor wastage, charges in jobs, salaries, etc. Apart from the routine collection of data for personnel records, special analyses may sometimes be necessary to provide particular information.

Innovative Human Resource Management for Employee Productivity

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Progressive and innovative managers realize the importance of increasing motivation and satisfaction among employees to boost their output. More than just pay incentives, worker output can be increased by providing tailor-fit benefits to meet their needs and motivating them with the quality of work life.

Increasing worker motivation and satisfaction can promote better productivity, produce effective, efficient and loyal workers, boost higher quality of work and make them stay longer in the business.

The nature of motivation and effectiveness among employees is the way by which modern human resource management is done. In fact, there is a direct relationship between progressive human resource management and effective management, which includes a work environment that is conducive towards achieving the goals of the company as well as the employees.

Moreover, the success of your management is determined by your knowledge and skill in evaluating and identifying issues and concerns affecting employees as well as your ability to handle and resolve them with the help and satisfaction of workers. Several factors need to be considered such as whether your workers know how you gauge and judge their performance; educational and training programs to encourage and promote personal development; trust and confidence on the knowledge and capabilities of your employees; opportunity to allow your employees to make decisions and an open, honest and free communication with them.

Not only can these factors promote worker productivity, it can also help address or avoid problems with the management and employees as well.

Achieving good, quality employee performance depends on how much opportunity you provide them for their individual growth and achievement as well as recognition, responsibility and reward.

Remuneration is a primary reward you can give to your employees. Once the pay and benefits are properly established, it is important to use other ways to further boost your workers’ output. Increasing employee productivity is mainly based on recognizing their desire to perform better on the job, assume responsibility as well as to aim higher and succeed. Moreover, the quality of work life also includes making your employees a part of the decision-making process.

However, there are instances when productivity may lower among employees who enjoy higher pay and more benefits. And not all worker productivity and motivation issues are solved by fat paychecks and promotions. Workers may even become more efficient with fair pay commensurate to performance.

Providing tailor-fit benefits to meet the needs of employees is an important part in boosting the quality of work life among employees. Doing so can maximize labor costs that go to the worker as well as the return without necessarily increasing overhead and operating expenses. For instance, instead of recruiting, hiring and training new employees, which can involve more time and money, you can motivate your existing employees by giving them opportunities for career growth and development such as training and enhancement. Efforts to satisfy individual needs in your employees with flexible benefits help reinforce motivation. It may even be more valuable to an employee than just a mere pay raise.

Remember that needs vary from one employee to another and factors such as age, education, experience, martial status, family size, job fulfillment determine the appeal of a benefit. There should be proper planning, consultation, training and implementation in order to achieve positive results.