HRM Roles at Different Level Essay

The roles, functions and strategies of HRM are many and varied, and depend heavily on the nature of organizations, the vision and skills of practitioners, and changes in the external environments of organizations. These aspects will be discussed in greater detail in subsequent chapters, but such features as organizational size, history and ownership, government legislation and political factors have a significant impact on the ways in which practitioners carry out their roles. The vision and skills of practitioners allow these influences to be seen as pressures and constrictions or opportunities and challenges. The principal responsibility of HRM is to ensure that organizations have the right numbers, types and skill mixes of employees at an appropriate time and cost to meet present and future requirements. Thus, practitioners need to be aware of where organizations are going in the future, the nature of the external and internal labor markets, and the most effective strategies for m atching labor demand and supply. Practitioners need to operate at three distinct levels: strategic, operational, and functional. At the strategic level, practitioners are involved in corporate and human resource planning. At the operational level, they develop action plans to meet present labor needs. At the functional level, practitioners carry out the many activities that ensure employees are in the right place at the right time and for the right cost. Functions of HRM The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can’t yet afford part- or full-time help. However, they should always ensure that employees have and are aware of personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. HRM is concerned to resolve the following key issues: i) What quantity and quali ty of employees will be required now and in the foreseeable future to satisfy or exceed corporate objectives? ii) Which strategies will be most effective in attracting, choosing and efficiently incorporating employees into the organization? iii) How can well-chosen employees be kept productive, satisfied and motivated to contribute to organizational growth and development? iv) What methods are appropriate to maintain effective relationships between employees, jobs, work environments and management? v) Which strategies are required to ensure that all HR activities are linked and accountable? vi) What systems are suitable for administering and evaluating the overall HR function? The functional areas that constitute an HR program and contribute to the resolution of these issues include: human resource policy, human resource planning, human resource information systems, work and job analysis, design and evaluation, recruitment and selection, diversity management, career management, employee and management training and development, counseling, discipline and separation, performance and quality management, remuneration and benefits, industrial relations management, financial management of employee schemes and overall accounta bility and evaluation, occupational health and safety etc. HRP: Concept and Meaning Planning is an essential process of management. Human resource planning (HRP)( provides the foundation for coordinating all the HRM functions. It also allows the HRM function to position itself to take the best advantage of fluctuations in the economy or labor market. The likely effects of future economic, social and legislative conditions, or organizational changes, can be converted from constraints and pressures to challenges and opportunities. Human resource planning has been explained in variety of ways. HRP translates the organizations objectives into teem of the workers needed to meet these objectives. HRP systematically forecasts an organizations future demand for and supply of employees. HRP is little like navigating a ship. It decides on a course and speeds toward destinations, with the constant need to take further readings and make necessary adjustments in order to reach that destination. HR Planning is the process of using an organization’s goals and strategy to fo recast the organization’s HR needs in terms of finding, developing and keeping a qualified workforce. In other word, HR planning is a process by which an organization ensures that it has the right number and kinds of people, at the right time, capable of effectively and efficiently completing those tasks that will help the organization to achieve its overall strategic objectives. HRP involves the process by which management determines how an organization should move from its current human resource position to its desired human resource position. Through planning management secures equilibrium between demand for a supply right number and right kinds of people at the right time at the right place. HRP is a two phased process by which management can projects the future Human resource requirements and develop Human resource action plans to accommodate the implication of projections. HRP may be expressed as a process by which the organization ensures the right number of people, right kind of people, at the right place, at the right time doing the right things for the achievement of goals of the organization. Objectives of HRP The eventual objectives of HRP are as follow: a) Establishment and recognition of future job requirements; b) To ensure the optimum and effective utilization of the human resources or work force (currently employed i.e. existing human resources); c) Assure supplies of right type of man i.e. to provide for the future human resource needs of the organization in terms of skill, qualification, number, age, sex etc. and d) Development of available human resource (training, experience and career planning). Benefits of HRP Human resource planning is concerned with the detailed planning of Human resource requirement of all types of employees throughout the period of the plan. It aims at right type of people from all sources to meet the planned requirements. Following are the benefits of HRP: a) Forecasting of long term Human resource needs to help the management to forecast the compensation costs involved; b) Anticipating Human resource needs to develop the existing Human resource to fill the future gaps; c) Human resource planning motivates the existing employees and creates favorable psychological climate for motivation; d) Human resource planning reveals the training needs of the working Human resource with the result, training and development programs, become more effective; e) Better developed Human resource results in reduced human resource costs; and f) Management succession gets the best contribution from the workers. Process of HRP The human resource planning process involves a determination of the future human resource requirements and action plans for meeting those requirements. Most of the organizations simply project requirements on the basis of past human resource growth. A substantial number related to their human resource forecast them anticipated business growth. A relation is also established with projected organization change, planned new product and services. Analyzing such factors as general economic condition, the organization business plan, past employment and anticipated change in HR policies and programs ultimately help to operate HR practice smoothly. The HRP process includes the following key factors: a) Human Resource inventory : Assessment of available resources; b) Human Resource forecast: Determination of future requirements. Another key element in the HRP process is the design of implementation plans and action programs to help achieve human resource objective. Implementing the human reso urce plan may include recruiting from inside or from outside. The organization may also approach to meet the future human resource needs by improving the utilization of the existing work force. HRP Process HRP and Strategic Planning In the past it may have been sufficient to rely on a loose relationship between the management of employees and organizational productivity or profitability. However, as earlier discussed, competitive industrial conditions demand that practitioner undertake strategic human resource planning to anticipate, prevent and resolve staffing problems in order to ensure the achievement of organizational objectives. Strategic planning is the process of setting major organizational objectives and developing comprehensive plans to achieve them. It involves deciding on the major directions of the organization, including its structure, strategies, policies and the contributions of its various resources. An important part of the strategic planning process is the determination of necessary labor requirements and the prediction of likely sources. A strategic corporate planning process usually includes: a) Definition of the corporate philosophy; b) Scanning of environmental conditions (both internal and external); c) Evaluation of the organizations strengths and weaknesses; d) Development of objectives and goals; and e) Formulation of suitable strategies. Limitations of HRP Long-range forecast are difficult and the plans are likely to be inaccurate. They are vulnerable to changes in economic conditions and market conditions. Although it is possible to predict the approximate number of vacancies that will occur in an organization as a result of deaths, resignation etc., there is no way of knowing which managers will have to be replaced or when this will occur. Human Resource Utilization Human Resource utilization is concerned with the efficient use of the organization’s existing human resources at its present level of development. Effective utilization of human resource requires two things. Firstly, people must be placed on jobs in such a way that the organization’s total human resource are most effectively allocated. The Second aspect of Human Resource utilization involves achieving optimum productivity from the work force after it has been allocated. This involves the complex motivational factors affecting individual, group and organization performance. Job Analysis: Concept and Meaning Job(analysis is the process of critically evaluating the operation, duties and relationship of the jobs. It is a procedure by which facts of each job are systematically discovered and noted. Job analysis reveals clearly what is being done and who can do it. Job analysis can be defined as obtaining information about jobs. Generally, job analysis involves the following steps: a) Collecting and recording job information; b) Checking the job information for accuracy; c) Writing job descriptions based on the information; d) Using the information to determine what skill, abilities, and knowledge are required on the job; and e) Updating the information from time to time. Job analysis is a procedure, by which pertinent information is obtained about a job, i.e. it is a detailed and systematic study of information relating to the operations and responsibilities of a specific job. It is the determination of the tasks which comprise the job and of the skills, knowledge, abilities, and responsibilities required of the worker for a successful performance and which differentiate one job from another. It is the systematic assembly of all the facts about a job. The purpose is to study the individual elements and duties. All information related to salary and benefits, working hours and conditions, typical tasks and responsibilities are required for the job analysis. The immediate products of job analysis are job descriptions and job specifications. Uses of Job Analysis Organizational Design: Job analysis is useful in classifying jobs and interrelationship among them. Responsibility commensurate with authority and accountability for various jobs can be specified so as to minimize duplication or overlapping. In order to improve organizational efficiency, sound decisions concerning hierarchical positions and functional differentiation can be taken on the basis of information obtained through job analysis. Human Resource Planning: Job analysis provides useful information for forecasting manpower requirements in terms of knowledge and skills. It also helps in planning for promotions and transfers by indicating lateral and vertical relationships between different jobs. Job analysis helps in determining quality of human resources required in an organization. It also facilitates division of work. Therefore, job analysis is an essential element of effective human resource planning. Recruitment and Selection: Information relating to the tasks, responsibiliti es, knowledge and skills serves as a realistic basis for hiring people. Job vacancy is advertised on the basis of job description and job specification. Job analysis provides understanding of what an employee is expected to do on the job. Such understanding serves as the basis for meaningful forecast of job performance. Selection methods are based upon such forecasts. Placement and Orientation: A clear understanding of job requirements helps in matching these requirements with the abilities, interests and aptitudes of people. Each job can be assigned to the person who is best suited for it. Similarly, the orientation program can be geared towards helping the employee learn the activities, tasks and duties that are required to perform a given job more effectively. Training and Development: Job analysis provides valuable information required to identify training needs, to design training programs and to evaluation training effectiveness. A clear idea of what is required on a job helps in deciding what is to be learnt and how. Similarly, employee development programs such as job rotation, job enlargement and job enrichment are based an analysis of job requirements. Performance Appraisal: Job analysis helps in determining performance standards in critical parts of a job. Employee performance can then be evaluated against known standards and critical activities. The superior can compare actual performance with the standards set with the help of job analysis. Career Path Planning: Job analysis provides a clear idea of opportunities in terms of career paths and jobs available in the organization. With the help of such understanding, employees and the organization both can make efforts for career planning and career development. Job Evaluation: Job analysis serves as the basis for determining the relative worth of different jobs. It therefore helps in developing appropriate wage and salary structures, with internal pay equity between jobs. Labor Relations: Information obtained through job analysis is helpful to both management and trade unions for collective bargaining. It can also be used to resolve disputes and grievances relating to work load, work procedures, etc. Employee Counseling: Job analysis provides information about career choices and personnel limitations. Such information is helpful in vocational guidance and rehabilitation counseling. Employees who are unable to cope with the hazards and demands of given jobs may be advised to opt for subsidiary jobs or to seek premature retirement. Health and Safety: Job analysis reveals unhealthy and hazardous environmental and operational conditions in various jobs. Heat, noise, dust, fumes, etc. are examples of such conditions. On the basis of such information management can develop measures to ensure the health and safety of employees. Sources of Information for Job Analysis According to George R. Terry, â€Å"the make-up of a job, its relation to other jobs, and its requirements for competent performance are essential information needed for a job analysis.† Information on a job may be obtained from three principal sources: i) from the employees who actually perform a job; ii) from other employees such as supervisors and foremen who watch the workers doing a job and thereby acquire knowledge about it; and iii) from outside observers specially appointed to watch employees performing a job. Such outside persons are called the trade job analyst. Sometimes, special job reviewing committees are also established. Methods of Collecting Job Data Four methods or approaches are utilized in analyzing jobs. These are: a) Personal observation: The materials and equipment used, the working conditions and probable hazards, and an understanding of what the work involves are the facts which should be known by an analyst. b) Sending out questionnaires: This method is usually employed by engineering consultants. Properly drafted questionnaires are sent out to job – holders for completion and are returned to supervisors. However, the information received is often unorganized and incoherent. The idea in issuing questionnaire is to elicit the necessary information from job – holders so that any error may first be discussed with the employee and, after due corrections, may be submitted to the job analyst. c) Maintenance of Long Records: The employee maintains a daily record of duties he performs, marking the time at which each task is started and finished. But this system is incomplete, for it does not give us any desirable data on supervisor relationship, the equipment used, and working conditions, Moreover, it is time – consuming. d) Personal interviews: May be held by the analyst with the employees, and answers to relevant questions may be recorded. But the method is time – consuming and costly. However, it may be noted that if a particular job is simple and repetitive, observation may be the only technique required. Otherwise, in most cases, interviews coupled with observation constitute the desirable approach. Caroll L. Shartle, Otis and Lenhert have provided the following suggestions for making the job analysis task simple: a. Introduce yourself so that the worker knows who you are and why you are there; b. Show a sincere interest in the worker and the job that is analyzed; c. Do not try to tell the employee how to do his job; d. Try to talk to the employees and supervisors in their own language; e. Do not confuse the work with the workers; f. Do a complete job study within the objectives of the programs; and g. Verify the job information obtained. Sources of Information about Jobs There are some sources that provide job information. These sources are basically divided into two parts. One is non human source and another is human source. a)Non human Sources: existing job descriptions and specifications, equipment maintenance records, equipment design blueprints, architectural blueprints of work area, films of employees working, training manuals and other job training materials popular literature such as magazines or newspapers etc. b) Human Sources: Job analysts; Job incumbents; and Job experts. Job Description: Meaning and Criteria Job description is a written statement that defines the duties, responsibilities, relationships and results expected of anyone in the job. It is an overall view of what is to be done in the job. Typically it includes is a written statement that defines the duties, relationships and results expected of anyone in the job. It is an overall view of what is to be done in the job. Typically it includes – job title, date, title of immediate supervisor, statement of the purpose of the job, primary responsibilities, list of typical duties and responsibilities, signature of the person who has prepared the job description and general Information related to the job (i.e. training requirements, tool use, transportation etc.). Criteria of a well-made Job Description 1) A job description must be up-to-date; 2) A standard form should be used for all jobs and positions with each category; 3) The title should be apt; 4) The job summary should give a bird’s-eye view of primary responsibilities; it should be uncluttered by detail; 5) Detailed description of duties should be as concise as is compatible with completeness; 6) The language should be simple, clear and concise.