Monday, May 16, 2011

The Human Resource Management and distinguish it from traditional Personal Management.

The Human Resource Management and distinguish it from traditional Personal Management. About the functions of HRM and briefly describe how it is carried out in your organisation or an organisation you are familiar with. Describe the organisation you are referring to.

Ans. As one author has rightly said 1+1 makes an organisation, i.e., where there are two or more persons there is in effect an organisation. Some individuals prefer to work independently in isolated circumstances. But the vast majority of all work in today’s environment takes place within the context of a structured organisation – a grouping of individuals into a unified and common effort. The structuring may be a loosely knit one in which inter-relationships are scarcely discernible or the organisation pattern may be a highly formalized one which authority relationship are clearly defined in detail and prescribed of worker behaviour is expected. The former type of structure is known as the “informal” and the latter as the “formal” organisation. An organisation without some structure could be compared to an airport that has no ground or air control over the airplanes using the facilities. It would create chaos and disturb the entire working of the airport.

An organisation may be a manufacturing firm, a business concern, a insurance company, a governmental agency, social organisations, hospital, a university, a public school system, or a religious trust, cause-oriented groups and even families. It may be small or large, simple or complex. An organisations is a human grouping in which work is done for the accomplishment of some specific goals, or missions. Organisational objectives are most likely to be modified over a period of time, as per the changing needs and circumstances. Organizational objectives are most likely to be multiple as the organisation try to achieve several goals and to serve a number of different category of people. In order to achieve the goals, a well-run organisation works out a set of rules sometimes called policies, programmes, rules, regulations, procedures or guidelines and sanctions. These are designed not to restrict creativity but to assist its members in accomplishment of the organizational goals.

To look after the various functions set for the organisation adequate resources I men and materials have to be arranged by individual who serve as managers or supervisors within organisations. Such people have to make things happen to aid in the achievement of the organizational objectives, to coordinate the resources of the organisation – 4 important Ms. Viz., money material machinery, and men. It is an effective combination and dovetailing of thee factors on which the success or failure of the organisation depends. The resources by themselves will not help the organisation to accomplish the objective, unless there is an effective co-ordination and utilization of these human and non-human resources.

While the human resources available to management in an organisation are only one part of resources which must be coordinated, it is through the combined efforts of the people that monetary and material resources are utilized for organizational objectives. Without human efforts, organisations cannot accomplish their objectives.

Consequently, the managers have a central responsibility not only for the behaviour and performance of other people but also of their own behaviour. Managers are appointed at various levels to organize and coordinate the activities of the team members or fellow work associates. This constitutes a hierarchy of management, where individuals perform different roles: some are at the top level management, others are at the intermediate and lower levels of the management group. Those at the lower levels are responsible to persons at a higher organsational level.

The principal component of an organisation is its ‘human resources’ or ‘people at work’. Human resources have been defined as “from the national point of view, 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.”

It is human resource which is of paramount importance in the success of any organisation, because mots of the problems in organizational settings are human and social rather than physical technical or economic. Failure to reorganize this fact causes immense loss to the nation, enterprise and the individual. In the words of Oliver Sheldon, “No industry can be rendered efficient so long as the basic fact remains unrecognized that it is principally human. It is not a mass of machines and technical processes, but a body of men. It is not a complex of matter, but a complex of humanity. It fulfils its function not by virtue of some impersonal force, but a human energy. Its body is not an intricate maze of mechanical devices but a magnified nervous system.”

The management must, therefore, be aware not only organizational but also employee needs. None of these can be ignored. The achievements for the organisations, the ‘people at work,’ ‘the people who manage them’, and other groups of the public are possible through a concerted effort. The employee develops four dimensional relationship:
a) Those between management and workers;
b) Those among the workers themselves;
c) Those among the managerial personnel; and
d) Those among different members for the organisation and the community.

The management of man is a very important and challenging job; important because it is a job, not of managing ‘men’, but of administering a social system. The management of men is a challenging task because of the dynamic nature of the people. No two persons are similar in mental abilities, traditions, sentiments, and behaviour; they differ widely also as groups, and are subject to many and varied influences. People are responsive; they feel, thin, and act; therefore, they cannot be operated like a machine or shifted and altered like a template in a room layout. They, therefore, need a tactful handling by management personnel.

Manpower management is a most crucial job because “managing people is the heart and essence of being a manager.” It is concerned with any activity relating to human elements or relations in organisation. Material elements, however, are beyond its domain,

Aldrich has expressed the importance of personnel management thus: “The nearest analogy is in the human body. Personnel management is not the brain, the controller, not only just a limb, a member: not yet the bloodstream, the energizing force; it is the nervous system. It is a line channel, not just a duct, and in some respects has automotive force. It is used in enemy action; if it atrophies, partial paralysis results, if it gets out of balance, there issues instability, chaotic action, disequilibrium which can be found in all stages of advancement, in close parallel with neurosis. But above all, it is inherent in the whole body and intimately connected with its every movement. The nervous system can never be thought of as an adjunct of the body, no more can personnel management be an extraneous or superimposed element on the structure of an organisation. The personnel function lies embedded in the structure, is inherent in the dynamism of that structure, and is an integral part of the process of management itself.”

The importance of human resource management can be discussed, after Yodder, Heneman and others, from three standpoints, viz., social, professional and individual enterprise.

a) Social significance
b) Professional significance
c) Significant for individual enterprise

No comments:

Post a Comment

Blog Archive