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2. Organizational Structure
Organizational structure defines the working relationship between employees and management.
It defines and assigns the task for each employee working in the organization. The task is to be
performed within the given constraints. It also defines positions, rights and duties, accountability
and responsibility, and other working relationships. The human resource management system
provides required information to timely and accurately. Hence, human resource management helps
to maintain organizational structure.
8. Organizational Productivity
Human resource management focuses on achieving higher production and most effective utilization
of available resources. This leads to an enhancement in organizational goals and objectives.
Personal objectives: To assist employee in achieving their personal goals, at least insofar as these
goals enhance the individual’s contribution to the organization. Personal objectives of employees
must be met if workers are to be maintained, retained and motivated. Otherwise, employee
performance and satisfaction may decline and employees may leave the organization.
HRM Function: In order to realize the objective stated above, HRM must perform certain
functions. These functions have been stated while outlining the scope of HRM. Generally, it may be
stated that there is a correlation between the objectives and the functions. In other words, some
functions help realize specific objectives. For example, the organizational objective is sought to be
met by discharging such functions as HR planning, recruitment, and selection, training, and
development and performance appraisal. Similarly, the personal objective is sought to be realized
through such functions as remuneration, assessment, and the like. The table contains the full list of
objectives and functions.
PROCESS: Each organization works towards the realization of one vision. The same is achieved by
formulation of certain strategies and execution of the same, which is done by the HR department. At
the base of this strategy formulation lie various processes and the effectiveness of the former lies in
the meticulous design of these processes. But what exactly are and entails these processes? Let’s
read further and explore.
The efficient designing of these processes apart from other things depends upon the degree of
correspondence of each of these. This means that each process is subservient to other. You start
from Human resource Planning and there is a continual value addition at each step. To exemplify,
the PMS (performance Management System) of an organization like Infosys would different from
an organization like Walmart. Lets study each process separately.
Human Resource Planning: Generally, we consider Human Resource Planning as the process of
people forecasting. Right but incomplete! It also involves the processes of Evaluation, Promotion
and Layoff.
Employee Remuneration and Benefits Administration: The process involves deciding upon
salaries and wages, Incentives, Fringe Benefits and Perquisites etc. Money is the prime motivator in
any job and therefore the importance of this process. Performing employees seek raises, better
salaries and bonuses.
Performance Management: It is meant to help the organization train, motivate and reward
workers. It is also meant to ensure that the organizational goals are met with efficiency. The process
not only includes the employees but can also be for a department, product, service or customer
process; all towards enhancing or adding value to them.
Nowadays there is an automated performance management system (PMS) that carries all the
information to help managers evaluate the performance of the employees and assess them
accordingly on their training and development needs.
Employee Relations: Employee retention is a nuisance with organizations especially in industries
that are hugely competitive in nature. Though there are myriad factors that motivate an individual
to stick to or leave an organization, but certainly few are under our control.
Employee relations include Labor Law and Relations, Working Environment, Employee heath and
safety, Employee- Employee conflict management, Employee- Employee Conflict Management,
Quality of Work Life, Workers Compensation, Employee Wellness and assistance programs,
Counseling for occupational stress. All these are critical to employee retention apart from the
money which is only a hygiene factor.
Human resource management is the new version of personnel management. There is no any
watertight difference between human resource management and personnel management. However,
there are some differences in the following matters.
6. Under personnel management, employees are provided with less training and
developmentopportunities. Under human resource management, employees are provided with more
training and development opportunities.
7. In personnel management, decisions are made by the top management as per the rules and
regulation of the organization. In human resource management, decisions are made collectively after
considering employee's participation, authority, decentralization, competitive environment etc.
8. Personnel management focuses on increased production and satisfied employees. Human resource
management focuses on effectiveness, culture, productivity and employee's participation.
Human Resource Development (HRD) is a wing of HRM that keeps focusing on the growth and
development part of the organisation’s manpower. There are many people, to whom HRM and HRD
convey the same meaning, but this is not true. We have compiled an article here, to make you
understand the differences between HRM and HRD. Have a look.
Comparison Chart
BASIS FOR
HRM HRD
COMPARISON
2. To develop capabilities of all such individuals in relation to their future role 3. To develop better
interpersonal and employer-employee relationships in an organization
Objectives of HRD can be made clear when we highlight the importance of human resources in line
with the examination process of the ‘Baldridge Award’, which is given at an international level to a
quality organization. Objectives of HRD practices in an organization should be to put efforts to
develop/and realize the full potential of the workforce, including the management.
They also help in maintaining an environment conducive to total participation, quality leadership
and personal and organizational growth. In an organization, there are six units, which are concerned
with HRD namely person, role, dyad, team, inter-team and organization. The effectiveness of one
contributes in turn to the effectiveness of the others.
HRD objectives can also be couched in line with W. Edward Deming’s fourteen principles for
quality improvement in an organization. Here, we would not discuss the fourteen principles but we
will focus on only those points which are related to HRD objectives. They are as follows:
2 ORGANISATION DEVELPOMENT
OD is the process of increasing the effectiveness of an organization along with the well being of its
members with the help of planned interventions that use the concepts of behavioral science. Both
micro and macro changes are implemented to achieve organization development. While the macro
changes are intended to improve the overall effectiveness of the organization the micro changes are
aimed at individuals of small groups. Employee involvement programmes requiring fundamental
changes in work expectation, reporting, procedures and reward systems are aimed at improving the
effectiveness of the organization. The human resource development professional involved in the
organization development intervention acts as an agent of change. He often consults and advising
the line manager in strategies that can be adopted to implement the required changes and sometimes
becomes directly involve in implementing these strategies.
3. Career development
It is a continuous process in which an individual progresses through different stages of career each
having a relatively unique set of issues and tasks. Career development comprises of two distinct
processes. Career Planning and career management. Whereas career planning involves activities to
be performed by the employee, often with the help of counselor and others, to assess his capabilities
and skills in order to frame realistic career plan. Career management involves the necessary steps
that need to be taken to achieve that plan. Career management generally focus more on the steps that
an organization that can take to foster the career development of the employees.