What do you mean by the “System Approaches of Human Resource Management”?

Performance management systemIt is the process by which the employee's performance is being compared with the objectives and key indicators of performance evaluation, and seeks to link performance to reward outstanding achievement and results,Training and development systemSmart reporting systemStatistical SystemManagement of human resources information system etcAll systems are managed electronically

Management is primarily dealing with human beings and human problems are present everywhere. According to Lawrence Apply, “management is the development of people, not the direction of things”.

As the central sub-system, HRM interacts closely and continuously with all other sub-systems of an organisation.

The quality of people in all sub-systems depends largely upon the policies, programmes and practices of the HRM sub-system.

HRM has become very significant in the modern era of automation and computerisation, because machine is useless without competent people who can run it. The significance is due to the following factors:

1. Increase in the size and complexity of organisations.

2. Rise of professional and knowledgeable workers.

3. Rapid technological developments.

4. Increasing proportion of women in the workforce.

5. Growing expectations of society from employers.

6. Revolution in information technology.

7. Rapidly changing jobs and skills requiring long-term manpower planning.

I agree with the answer added by Mr.Achmand.

I fully agree with the answers been added by EXPERTS.............Thanks.

A system is an entity with a purpose that has interdependent parts. The systems approach suggests viewing theorganization as a system. All systems have four basic characteristics:1) they operate within an environment;2) they are composed of building blocks called elements, components, or subsystems;3) they have a central purpose against which the organization’s efforts and subsystems can be evaluated; and4) essential systems thinking places focus on the inter relatedness among the subsystems and its environment.Systematic management emphasized internal operations because managers were concerned primarily withmeeting the explosive growth in demand brought about by the Industrial Revolution. In addition, managerswere free to focus on internal issues of efficiency, in part because the government did not constrain businesspractices significantly. Finally, labor was poorly organized. As a result, many managers were oriented moretoward things than toward people.The influence of the systematic management approach is clear in the following description of one organization'sattempt to control its workers.

System approach to management views the organization as a unified, purposeful system composed of interrelated parts. • This approach also gives the manager to see the organization as a whole and as a part of the larger external environment

A system is a set of interrelated but separate elements or parts working towards a common goal.

The enterprise procures and transforms inputs such as physical, financial and human resources into outputs such as products, services and satisfactions offered to people at large.

To carry out its operations, each enterprise has certain departments known as subsystems such as production sub-system, finance sub-system, marketing sub-system, HR sub-system etc. Each sub-system consists of a number of other sub­ systems.

Management is primarily dealing with human beings and human problems are present everywhere. According to Lawrence Apply, “management is the development of people, not the direction of things”.

As the central sub-system, HRM interacts closely and continuously with all other sub-systems of an organisation.

The quality of people in all sub-systems depends largely upon the policies, programmes and practices of the HRM sub-system.

HRM has become very significant in the modern era of automation and computerisation, because machine is useless without competent people who can run it. The significance is due to the following factors:

1. Increase in the size and complexity of organisations.

2. Rise of professional and knowledgeable workers.

3. Rapid technological developments.

4. Increasing proportion of women in the workforce.

5. Growing expectations of society from employers.

6. Revolution in information technology.

7. Rapidly changing jobs and skills requiring long-term manpower planning.

full agree with answer given by ms. ghada

1. The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, an d appraising.
2. 3. Human resource management system3  It refers to the systems and processes at the intersection between human resource management (HRM) and information technology.  It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field.
3. 4. Before system approach to HR4  The function of Human Resources departments is generally administrative and not common to all organizations.  Organizations may have formalized selection, evaluation, and payroll processes.  The HR function consists of tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary.
4. 5. Purpose of System approach5  To reduce the manual workload in administrative activities.  Organizations began to electronically automate many of these processes by introducing specialized Human Resource Management Systems.
5. 6. Currently Human Resource Management Systems encompass-6  Payroll.  Work Time.  Benefits Administration.  HR management Information system.  Recruiting.  Training/Learning Management System.  Performance Record.  Employee Self-Service.
6. 7. Payroll7  The payroll module automates the pay process.  Data is generally fed from the human resources and time keeping modules to calculate automatic deposit and manual cheque writing capabilities.  This module can encompass all employee-related transactions as well as integrate with existing financial management systems.
7. 8. Work Time8  The work time gathers standardized time and work related efforts.  The most advanced modules provide broad flexibility in data collection methods, labour distribution capabilities and data analysis features was outdated.  Cost analysis and efficiency metrics are the primary functions.
8. 9. Benefits Administration9  The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs.  These typically encompass insurance, compensation, profit sharing and retirement.
9. 10. HR Management Information System10  The HR management module is a component covering many other HR aspects from application to retirement.  The system records basic demographic and address data, selection, training and development, capabilities and skills management, compensation planning records and other related activities.  Human resource management function involves the recruitment, placement, evaluation, compensation and development of the employees of an organization.
10. 11. Recruiting11  Online recruiting has become one of the primary methods.  Analyzing personnel usage within an organization.  Identifying potential applicants.  Recruiting through company-facing listings.  Recruiting through online recruiting sites or publications that market to both recruiters and applicants.
11. 12. Training12  The training module provides a system for organizations to administer and track employee training and development efforts.  The system, normally called a Learning Management System.  Courses can then be offered in date specific sessions, with delegates and training resources being mapped and managed within the same system.  LMS allow managers to approve training, budgets and calendars alongside performance management and appraisal metrics.
12. 13. Employee Self-Service13  The Employee Self-Service module allows employees to query HR related data and perform some HR transactions over the system.  Employees may query their attendance record from the system without asking the information from HR personnel.  The system work without overloading the task on HR department.
13. 14. E-HRM14  E-HRM is the (planning, implementation and) application of information technology for both networking and supporting at least two individual or collective actors in their shared performing of HR activities.  E-HRM is not the same as HRIS (Human resource management system) which refers to ICT systems used within HR departments.  E-HRM is in essence the devolution of HR functions to management and employees.  They access these functions typically via intranet or other web- technology channels
14. 15. TYPES15  Operational- Administrative functions. (eg- payroll and employee personal data. )  Relational – Supporting business processes by means of training, recruitment, performance management etc.  Transformational- Strategic HR activities such as knowledge management, strategic re-orientation. “An organisation may choose to pursue E-HRM policies from any number of these tiers to achieve their HR goals.”
15. 16. Goals16 E-HRM is seen as offering the potential to :-  Improve services to HR department clients (both employees and management).  Improve efficiency and cost effectiveness within the HR department.  Allow HR to become a strategic partner in achieving organisational goals.

Organizational strategy is hard to accomplish without Human Resource Management applying the Systems theory. HRM must learn to integrate systems that will benefit the organizations as a whole. McDonnell Douglas Corporation used an integrated systems approach which included a model of various, specific HRM initiatives. The General Systems Theory was applied to organizations and it was asserted that as systems, organizations are made up of interrelated parts. All changes have an effect on other parts of the organization. An initiative will not have desired outcome if other parts of the system are not fully accessed. .

In order for an organization to achieve success executives must be able to change mental models of how organizations are to function. “A major part of this shift is appreciating that organizational improvement initiatives are not additive but interactive” .The obligation of the employees should be to contribute what is best to the system and not self-motivators. “Some components may operate at a loss to themselves in order to optimize the whole system, including the components that take a loss” .

Organizational theories suggest compensation systems reinforcing HRM values and practices that are established. Leaders who express a set of values and desired behaviors should compensate accordingly. “Systems theory is a way of thinking. Like any theory, it can be applied as an approach to organizational change and improvement” .HRM activities which increase key business initiatives include a fair compensation system. HRM that have well defined functions go beyond administrative functions. Functions should include roles of strategic partner, change agent, and employee advocate. Best Human Resource Policy establish a Process Improvement Plan which set the visions and benefits of becoming one company that prioritizes, develops, integrates and deploys common processes, tools, and systems that improve performance.

Reference

Broedling, L. A. (). “Applying a systems approach to human resource management”. Human Resource

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