What is the major objective of human resource management?

Human resources theory is a general term for the strategies, tactics and objectives used by business owners and managers to administer policies and procedures related to employees. While the specific HR objectives will vary between organizations depending on their particular needs and composition of the workforce, there are several major, overarching objectives that are generally seen to be important.

 

First: Cost-Effectiveness

One of the most important objectives of human resources theory, but perhaps one that is often overlooked, is the HR role in managing cost-effectiveness for the organization. While the finance and accounting function of a business is ultimately responsible for balancing the budget and controlling expenses, HR policies play a large role in managing the business's outgoing costs. When hiring employees, a business should be cognizant that its pay rates are competitive in order to attract skilled workers, but that they are not excessive and therefore end up costing the company more than they should. Part of managing this process is working to minimize staff turnover, because the recruitment and hiring of employees takes valuable time and money away from the business. The HR function can also measure the cost-effectiveness of employee benefit programs, the availability of training and the efficiency of the time employees take to complete their jobs. All of these areas indirectly impact the company's bottom line.

Second: Leveraging Potential

Part of the organization's focus on effectiveness and efficiency can be controlled through the second major objective of human resources theory: leveraging employee potential. HR managers and business owners should work to ensure that employees have an achievable workload. This is about balancing two competing priorities -- making sure that the employee isn't overwhelmed but also making sure that the employee has enough to do so that she isn't wasting company time. As such, HR has to work to not over-stretch the staff and at the same time not under-utilize its most valuable resource: its people.

Third: Matching Needs

Closely related to leveraging potential is HR's objective of matching the company's needs to the employees' skills and career objectives. This is sometimes called "workforce planning," because the business works to put the right person in the right job at the right time. This can be challenging in smaller businesses where one person might be asked to take on a number of different roles. However, effective recruitment to match the needs of the organization can normally work to solve this problem. If the company needs someone with skills in technology, customer service and accounting, then it must recruit such as person or otherwise be willing to train someone on those diverse areas. Indeed, training programs, both on- and off-site, can help to cover skills gaps and to educate employees on new trends and technologies.

Fourth : Maintaining Good Relationships

A final objective for human resources theory is in maintaining good relationships between the organization's stakeholders. Stakeholders are anyone who has a vested interest in the business's success, including the owner, managers, employees and customers. Open and positive communication must be the hallmark of maintaining good working relationships and this depends on timely responses to both successes and failures within the workplace. Managers should be sensitive to employee needs and problems and in turn employees should be sensitive to customer wants and needs. All of this has to be balanced with a respect for labor laws and anti-discrimination policies which govern workplace relations. The HR function has an important role to play here as the repository of the legal and social regulations to which stakeholders must adhere.

 

 

Human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organization’s workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. It is the sum total or aggregate of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the persons employed in the organization. The human resources are multidimensional in nature. From the national point of view, human resources may be defined as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the viewpoint of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees. Human Resource Management: Defined Human Resource Management has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization. Its objective is the maintenance of better human relations in the organization by the development, application and evaluation of policies, procedures and programs relating to human resources to optimize their contribution towards the realization of organizational objectives. In other words, HRM is concerned with getting better results with the collaboration of people. It is an integral but distinctive part of management, concerned with people at work and their relationships within the enterprise. HRM helps in attaining maximum individual development, desirable working relationship between employees and employers, employees and employees, and effective modeling of human resources as contrasted with physical resources. It is the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization. Human Resource Management: Evolution The early part of the century saw a concern for improved efficiency through careful design of work. During the middle part of the century emphasis shifted to the employee’s productivity. Recent decades have focused on increased concern for the quality of working life, total quality management and worker’s participation in management. These three phases may be termed as welfare, development and empowerment. Human Resource Management: Nature 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 develop 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-motivated employees. • It tries to build and maintain cordial relations between people working at various levels in the organization. • It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc. Human Resource Management: Scope The scope of HRM is very wide: 1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, healthand safety, recreation facilities, etc. 3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. Human Resource Management: Beliefs The Human Resource Management philosophy is based on the following beliefs: • Human resource is the most important asset in the organization and can be developed and increased to an unlimited extent. • A healthy climate with values of openness, enthusiasm, trust, mutuality and collaboration is essential for developing human resource. • HRM can be planned and monitored in ways that are beneficial both to the individuals and the organization. • Employees feel committed to their work and the organization, if the organization perpetuates a feeling of belongingness. • Employees feel highly motivated if the organization provides for satisfaction of their basic and higher level needs. • Employee commitment is increased with the opportunity to dis¬cover and use one’s capabilities and potential in one’s work. • It is every manager’s responsibility to ensure the development and utilisation of the capabilities of subordinates. Human Resource Management: Objectives • To help the organization reach its goals. • To ensure effective utilization and maximum development of human resources. • To ensure respect for human beings. To identify and satisfy the needs of individuals. • To ensure reconciliation of individual goals with those of the organization. • To achieve and maintain high morale among employees. • To provide the organization with well-trained and well-motivated employees. • To increase to the fullest the employee’s job satisfaction and self-actualization. • To develop and maintain a quality of work life. • To be ethically and socially responsive to the needs of society. • To develop overall personality of each employee in its multidimensional aspect. • To enhance employee’s capabilities to perform the present job. • To equip the employees with precision and clarity in trans¬action of business. • To inculcate the sense of team spirit, team work and inter-team collaboration. Human Resource Activities In order to achieve the above objectives, Human Resource Management undertakes the following activities: 1. Human resource or manpower planning. 2. Recruitment, selection and placement of personnel. 3. Training and development of employees. 4. Appraisal of performance of employees. 5. Taking corrective steps such as transfer from one job to another. 6. Remuneration of employees. 7. Social security and welfare of employees. 8. Setting general and specific management policy for organizational relationship. 9. Collective bargaining, contract negotiation and grievance handling. 10. Staffing the organization. 11. Aiding in the self-development of employees at all levels. 12. Developing and maintaining motivation for workers by providing incentives. 13. Reviewing and auditing man¬power management in the organization 14. Potential Appraisal. Feedback Counseling. 15. Role Analysis for job occupants. 16. Job Rotation. 17. Quality Circle, Organization development and Quality of Working Life. Human Resource Management: Major Influencing Factors In the 21st century HRM will be influenced by following factors, which will work as various issues affecting its strategy: • Size of the workforce. • Rising employees’ expectations • Drastic changes in the technology as well as Life-style changes. • Composition of workforce. New skills required. • Environmental challenges. • Lean and mean organizations. • Downsizing and rightsizing of the organizations. • Culture prevailing in the organization etc. Human Resource Management: Futuristic Vision On the basis of the various issues and challenges the following suggestions will be of much help to the philosophy of HRM with regard to its futuristic vision: 1. There should be a properly defined recruitment policy in the organization that should give its focus on professional aspect and merit based selection. 2. In every decision-making process there should be given proper weightage to the aspect that employees are involved wherever possible. It will ultimately lead to sense of team spirit, team-work and inter-team collaboration. 3. Opportunity and comprehensive framework should be provided for full expression of employees’ talents and manifest potentialities. 4. Networking skills of the organizations should be developed internally and externally as well as horizontally and vertically. 5. For performance appraisal of the employee’s emphasis should be given to 360 degree feedback which is based on the review by superiors, peers, subordinates as well as self-review. 6. 360 degree feedback will further lead to increased focus on customer services, creating of highly involved workforce, decreased hierarchies, avoiding discrimination and biases and identifying performance threshold. 7. More emphasis should be given to Total Quality Management. TQM will cover all employees at all levels; it will conform to customer’s needs and expectations; it will ensure effective utilization of resources and will lead towards continuous improvement in all spheres and activities of the organization. 8. There should be focus on job rotation so that vision and knowledge of the employees are broadened as well as potentialities of the employees are increased for future job prospects. 9. For proper utilization of manpower in the organization the concept of six sigma of improving productivity should be intermingled in the HRM strategy. 10. The capacities of the employees should be assessed through potential appraisal for performing new roles and responsibilities. It should not be confined to organizational aspects only but the environmental changes of political, economic and social considerations should also be taken into account. 11. The career of the employees should be planned in such a way that individualizing process and socializing process come together for fusion process and career planning should constitute the part of human resource planning. To conclude Human Resource Management should be linked with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. All the above futuristic visions coupled with strategic goals and objectives should be based on 3 H’s of Heart, Head and Hand i.e., we should feel by Heart, think by Head and implement by Hand.

The human resource is the most important part of any organisation. Remember it is the man behind the machine. Therefore we must ensure that the person working should be fully capable of the given task. This will involve the following aspect:-

•  Proper recruitment of persons with the requisite qualifications & experience.
• Training for the job profile under close supervision. It also includes company work culture & business etiquette. Subsequent training as & when required for updating skills/knowledge.
• Appropriate compensation in terms of pay, allowances & promotions in tune with his performance. Whenever required, honours & awards for excellence in any given responsibility.
• Welfare activities to include timely leave, medical benefits & perks according to his rank/status. Also quick, proper & transparent grievance redressal  system leaving no doubt for unfair practices.
• A good feedback system which gets it's due weightage in formulation of company policy.

To put it very simple,HRM is nothing , but managing the human force of an organization to increase the productivity of the organization by maximizing the output from its workforce , and making the organization a cohesive unit. It deals with creating a proper workforce as per the requirement of the organization, providing the workforce a suitable environment to work in, motivating the workforce to perform better , looking upon the employee's welfare with the aim to accomplish the goals and objectives of the organization

HRM is useful not only to organization, but the employees working therein, and also the society at large also find it useful. The objectives can be as under:

1. Organizational Objectives:

HRM is a means to achieve efficiency and effectiveness. It serves other functional areas, so as to help them to attain efficiency in their operations and attainment of goals to attain efficiency.

 

Acquiring right man for the right job at right time in right quantity, developing through right kind of training, utilizing the selected workforce, and maintaining the workforce are the organizational objectives of HRM. Succession planning is an important issue to be taken up as a contemporary organizational objective.

2. Functional Objectives:

HRM performs so many functions for other departments. However, it must see that the facilitation should not cost more than the benefit rendered.

3. Personal Objectives:

In today’s world there is shortage of requisite talent. Employees are encouraged by competitive firms to change the jobs. HRM has the responsibility to acquire, develop, utilize, and maintain employees.

This would be possible only when the HRM helps employees to achieve their personal goals to get their commitment. Creating work-life balance for the employees is a personal objective.

4. Societal Objectives:

HRM must see that the legal, ethical, and social environmental issues are properly attended to. Equal opportunity and equal pay for equal work are the legal issues not to be violated. To take care of farmers (whose land has been acquired for the factory) and tribal’s (who are displaced by industries and mining companies) are the ethical issues.

The results are clear when these issues are not taken care of. To help the society through generating employment opportunity, creating schools and dispensaries, helping women empowerment are the social responsibility issues.

 

 

Thanks for the invite 1. recruit employees (the source of employment) 2. efficient and effective management and implementation of rules, policies, regulations and guidelines etc. 3. continuous staff training and development 4. Salary / Compensation and Benefits / Payroll Management 5. Employee Relations Employer 6. Management of Grievances 7. Rating Evaluation Mechanism performance (productivity workers analysis) 8. Central preservation of employment records staff.

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7 Major Goals of Human Resources Design Performance Incentives

By looking at the performance management model, benefits and employee incentives, HR experts can help a small business take a more strategic approach to keeping employees motivated. This is only possible if HR managers understand the effective of certain incentives. Then, they can either tweak existing programs or suggest better incentives. The overall goal is for the right combination of benefits and incentives to produce desirable levels of employee performance.

Boost Employee Morale

Another goal, especially important when employees are affected by economic troubles, is boosting employee morale. It's up to the owner and management team to adapt organizational priorities and working conditions so that employees stay positive. For example, using creative approaches to recognizing employee achievements can improve staff morale.

Increase Accountability

HR uses measurement techniques to compile an HR scorecard. A small business quantifies the effectiveness of personnel practices and to what degree they are getting employees to exhibit desired behaviors. Some organizations call these "metrics," and they are useful for making HR decisions.

Develop Leaders

HR must help set priorities for leadership development, especially for future leaders. This requires providing enough support, including senior mentors, training and professional development so that managers will succeed. Future leaders need formal paths for increasing their responsibilities as they develop leadership skills.

Increase Organizational Learning

Organizational learning is more than just HR providing training and development for all employees. The HR department must help managers build a culture of learning, where people use their own creativity to perform their jobs better and freely share their ideas with others across the organization.

Effective Recruitment and Staffing

High-performing organizations will effectively manage their recruitment and staffing. They will get more people to seek employment in their company, do a better job at screening applicants and then provide the best training possible to turn these employees into assets.

Increase Efficiency

Managers and HR experts work together to increase the efficiency of business groups and individuals that perform work routines. This goal sometimes requires analyzing the smallest components of work routines and how they fit the larger process. Experts look for duplication of work to be eliminated and for collaborative partnerships to create between different business functions.

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Training and Development

The human resources department helps organizations meet training and development objectives. It helps determine the training needs of the company and creates and conducts training programs for employees. HR staff members organize training manuals and determine the most appropriate method of delivering training to meet the needs of the organization. Department training specialists consult with managers and employee supervisors to assess performance improvement needs and to organize developmental programs for new and existing employees.

Recruitment

The human resources department helps organizations meet recruiting objectives. The department screens potential candidates and makes hiring decisions to fill open positions. It also attracts candidates through a variety of recruitment efforts such as job fairs and online job boards. Recruitment staff often visit college campuses to attract students and new graduates into the organization. Staff members interview candidates and issue pre-employment assessments. Human resources specialists also train new hires and distribute company policies and procedures to new employees.

Employee Relations

Human resources staff members form labor policies and interpret state and federal employment and labor laws. The department ensures the company complies with regulations regarding equal opportunity employment and fair labor standards. The department's staff members help workers understand their rights while also protecting employer interests. HR staff members also handle employee relations objectives such as settling disputes between employees and managers. They ensure that employees receive appropriate accommodation for disabilities as well as assistance with medical-related leave time.

Benefits

 

The human resources department oversees benefit and employee assistance programs. It implements programs to help employees balance work and home life. Compensation and benefits specialists help workers select health plans. HR specialists also provide information regarding company-sponsored programs such as 401(k), thrift savings and pension plans. Human resources staffers advise employers on ways to meet employee benefit cost objectives by designing and negotiating costs with benefit providers.

planing for recruitment and planing hr plan to recruit perfect person in perfect time and place