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Resource Management
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Self-Instructional
(iv) Utilizing: Utilizing means using the services of the employees to the best possible extent. It includes incentive schemes and the schemes for sharing the profits from higher productivity. (v) Maintaining: It aims at maintaining good working conditions for the employees. It includes preparation and implementation of health schemes, safety systems, etc.
2. Managerial functions
The managerial functions include planning, organizing, coordinating, directing, motivating and controlling. These functions are common to all managers and therefore known as managerial functions. In other words, they are performed by all types of managers including personnel managers. Let us briefly discuss these six functions: (i) Planning: When management is reviewed as a process, planning is the first function performed by a manager. The work of a personnel manager begins with developing a personnel programme. This is done through planning. A plan is a predetermined course of action to accomplish the set objectives. It specifies what and how operative personnel functions are to be performed. (ii) Organizing: While planning decides what management wants to do, organizing provides an effective machine for achieving the plans. Organizing calls for grouping of personnel activities and assigning different activities to different individuals. (iii) Coordinating: Coordination is concerned with harmonious and unified action directed towards a common objective. It ensures that all groups and persons work efficiently, economically and in harmony. The person-to- person communication is the most effective tool for coordination. (iv) Directing: Direction involves managing managers, managing workers and the work through the means of motivation, proper leadership, effective communication as well as coordination. A personnel manager must develop the ability to command and direct others. (v) Motivating: Motivation is a managerial function to inspire and encourage people to take required action. Motivation involves guiding and supervising the personnel. It is the key to successful management of any enterprise. Motivation can set into motion a person to carry out certain activity. A personnel manager must inculcate in the workers a keen appreciation for the organization’s policies. He must guide employees towards improved performance and motivate them to work with zeal and confidence. (vi) Controlling: Control is the process of measuring actual results with some standard of performance, finding the reason for deviations of actual results from desired results and taking corrective action when necessary. Thus, controlling enables the realization of plans.
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Self-Instructional
Resource Management The significance of these two varieties of functions is that one function cannot work without the other. The personnel manager has to blend the two to the desirable extent.
Role and Functions of a Human Resource Manager
The Human Resource Manager leads and directs the routine functions of the Human Resources (HR) department including hiring and interviewing staff, administering pay, benefits, and leave, and enforcing company policies and practices. The following are the supervisory roles of the human resource manager.
Supervisory Roles
Recruit, interview, hire, and train new staff in the department. Oversees the daily workflow of the department. Provide constructive and timely performance evaluations. Handle discipline and termination of employees in accordance with company policy.
The following are the general functions of the human resource manager.
Partner with the leadership team to understand and execute the organizations human resource and talent strategy particularly as it relates to current and future talent needs, recruiting, retention, and succession planning. Provide support and guidance to HR generalists, management, and other staff when complex, specialized, and sensitive questions and issues arise; may be required to administer and execute routine tasks in delicate circumstances such as providing reasonable accommodations, investigating allegations of wrongdoing, and terminations. Manage the talent acquisition process, which may include recruitment, interviewing, and hiring of qualified job applicants, particularly for managerial, exempt, and professional roles; collaborates with departmental managers to understand skills and competencies required for openings. Analyze trends in compensation and benefits; researches and proposes competitive base and incentive pay programs to ensure the organization attracts and retains top talent. Create learning and development programs and initiatives that provide internal development opportunities for employees. Oversee employee disciplinary meetings, terminations, and investigations. Maintain compliance with federal, state, and local employment laws and regulations, and recommended best practices; reviews policies and practices to maintain compliance. Maintain knowledge of trends, best practices, regulatory changes, and new technologies in human resources, talent management, and employment law.
NOTES
Self-Instructional
Resource Management The operative functions essentially belong to activities the concerned with procuring, developing compensating, utilizing and maintaining an efficient workforce. The managerial functions include planning, organizing, coordinating, directing, motivating and controlling. These functions are common to all managers and therefore known as managerial functions.
1.6 KEY WORDS
Workforce: It refers to the total number of workers employed by a company on a specific job, project, etc. Mediator: It refers to the one that mediates, especially one that reconciles differences between disputants.
1.7 SELF ASSESSMENT QUESTIONS AND
EXERCISES
Short-Answer Questions
- What are the major principles to the approach of managing people?
- How would you explain the scope of the HRM?
Long-Answer Questions
- Discuss the objectives of HRM in detail.
- Describe the operative and managerial functions of HRM.
1.8 FURTHER READINGS
Aquinas, P. G. 2005. Human Resources Management: Principles and Practice. New Delhi: Vikas Publishing House Pvt Ltd.
Decenco, David A. and Stephen P. Robbins. 1989. Personnel/HRM, 3rd Edition. New Delhi: Prentice-Hall of India.
Flippo, Edwin B. 1984. Personnel Management , 4th Edition. New York: McGraw Hill.
Bernardin, John. 2004. Human Resource Management–An Experimental Approach. New Delhi: Tata McGraw Hill Ltd.
Beardwell, Ian and Len Holden. 1995. Human Resource Management. London: Macmillan.
Byars, Loyd L. and Leaslie W. Rue. 1997. Human Resource Management. Chicago: Irwin.
