Chp 2

THE MANAGERS HUMAN RESOURCE MANAGEMENT JOBS: Most writers agree that there are certain basic functions all managers perform . these are planning , organizing , staffing, leading and controlling. In total, they represent what managers call the management process. Some of the specific activities involved in each function include: Planning: Establishing goals and standards , developing rules and procedures developing plans and forecasting. Organizing: Giving each subordinate a specific task; establishing departments , delegating authority to subordinates, establishing channels of authority and communication , coordinating the work of subordinates. Staffing: Determining what type of people should be hired, recruiting prospective employees, selecting employees; setting performance standards ; compensating employees; evaluating performance; counseling employees, training and developing employees. Controlling: Setting standards such as quotas, quality standards or production levels, checking to see how actual performance compares with these standards taking corrective action as needed.

LINE AND STAFF ASPECTS OF HRM: All managers are in a sense HR managers, since they all get involved in activities like recruiting, interviewing, selecting and training. Yet most firms also have a human resource department with its own top manager. How do the duties of this HR manager and his or her staff relate to line managers human resource duties? Lets answer this question, starting with a short definition of line versus staff authority.

LINE AND STAFF ASPECTS OF HRM: Authority is the right to make decision s, to direct the work of others , and to give orders. In management, we usually distinguish between line authority and staff authority. Line managers are authorized to direct the work of subordinates , they are always someones boss. In addition, line managers are in charge of accomplishing the

organizations basic goals. Hotel managers and managers for production and sales are generally line managers, Staff managers on the on the other hand are authorized to assist and advise line managers in accomplishing these basic goals . HR managers are generally staff managers. They are responsible for assisting and advising line managers in areas like recruiting , hiring and compensation. LINE MANAGERS HRM RESPONSIBILITES: According to one expert, the direct handling of people is and always has been an integral part of every line managers responsibility from president down to the lowest level supervisor. For example, one major company outlines its line supervisors responsibilities for effective human resource management under the following general headings. Placing the right person on the right job Starting new employees in the organization(orientation) Training employees for jobs that are new to them Improving the job performance of each person Gaining creative cooperation and developing smooth working relationships Interpreting the companys policies and procedures Controlling labor costs Developing the abilities of each person Creating and maintaining department morale Protecting employees health and physical condition. In small organizations, line managers may carry out all these personnel duties unassisted. But as the organization grows, they need the assistance, specialized knowledge, and advice of a separate human resource staff. The human resource department provides this specialized assistance. In doing so, the HR manager carries out three distinct functions. A LINE FUNCTION the HR manager directs the activities of the people in his or her own department and in related services areas like the plant cafeteria. In other words, he or she exerts line authority within the HR department .

while they generally cant wield line authority outside HR, they are likely to exert implied authority. This is because line managers know HR has top managements ear in areas like testing and affirmative action. As a result, HR managers suggestions are often seen as orders from top side . and as you might imagine this carries even more weight with supervisors troubled by staffing problems A COORDINATIVE FUNCTION

: HR managers also coordinate personnel activities, a duty often referred to as functional control. Here the HR manager and department act as the right arm of the top executive to ensure that line managers are implementing the firms HR objectives , policies , and procedures for. STAFF FUNCTIONS

assisting and advising line managers, is the bread and butter of the HR managers job. For example, HR assists in the hiring , training, evaluating, rewarding , counseling , promoting and firing of employees. It also administers the various benefits programs (health, and accident insurance , retirement, vacation and so on) it helps line managers comply with equal employment and occupational safety laws, and plays an important role in handling grievances and labor relations. . It helps define how management should be treating employees makes sure employees can contest unfair practices, and represents the employees interest within the framework of its main obligation to senior management . in most firms today HR plays a strategic role, by helping the CEO craft and implement the firms strategy. DIFFERENCE BETWEEN PERSONNEL MANAGEMENT AND HUMAN RESOURCE MANAGEMENT:

There are differences of opinion as far as the comparison between personnel management and human resource management is concerned . a number of people from students to managers to academics, mistakenly think that PM and HRM are synonymous concept. There are some other who treat the two concepts as different . according to Goss , HRM has three distinguishing features as compared to PM.

DIFFERENCE BETWEEN PERSONNEL MANAGEMENT AND HUMAN RESOURCE MANAGEMENT: These are

1. EMPHASIS ,NOT JUST ON RULE AND CONTRACT BUT BEYOND THEM. 2. FOCUS ON STRATEGY 3. INDIVIDUALIZATION OF EMPLOYEE RELATION. EMPHASIS ,NOT JUST ON RULE AND CONTRACT BUT BEYOND THEM the assumption underlying PM concepts emphasize clearly defined rules, procedures and contracts. Adherence to these rules and procedures governs the action of the management. The relationship between the workforce and the management is governed by collective bargaining as well as employment contracts. Especially collective bargaining becomes significant because the employees and management see and treat each other as having divergent interest. Here, pluralism is respected as a social value and the role of unions in HR is considered legitimate. On the contrary HRM emphasizes open ended contracts, the terms of which are linked to the exigencies of business, conflict is used as something pathological , resulting from interpersonal relations rather than structural contradictions, management assume responsibility to motivate employees and constantly inspire performance based on commonality of goals. FOCUS ON STRATEGY PM does not focus on strategic management. Its main goal is peaceful or good labor management relations. Its function is mainly reactive. On the other hand ,HRM is a proactive function. It doesnt view labor management relation as an end in themselves. It is not only concerned with the present organizational needs but anticipates future needs and then acts appropriately. HRM also seeks to release the inner potential and creativity of people . INDIVIDUALIZATION OF EMPLOYEE RELATION. the edifice of PM is built on the collective arrangement between the employees and the management.

The employees get standardize reward based on job evaluation. But HRM leads to individualization of collective relations. Thus performance related pay is given key strategic emphasis. Pay is linked with contribution made by an employee to the realization of organizational goals. HRM seeks to develop the competencies o of the employees so as to derive benefit from this formation and developments are recognized as the main hallmarks of HRD.

COMPARING HRM WITH PM

Dimensions Nature of relations Perception of conflict Contract Role of procedures Planning perspective Acceptability of unions Level of trust Key relation Managements role Basis of job design Key people Skill acquisition Reward management Personnel Management Pluralist Conflict is institutionalized Emphasis on compliance Rules dominated Adhoc, Reactive Acceptable Low Labor-management Transactional Division of labor PM/IR specialists Training and Development Standardized evaluation Human Resource Management Unitarist or neo-unitarist Conflict is pathological Beyond contract commitment Culture and values dominated Integrated, Proactive Not desirable High Customer Transformational Teams Line people and general mangers Learning organization Performance related

OBJECTIVES OF THE HRM 1. Helping the organization reach its goals 2. Employing the skills and abilities of the work force effectively 3. Providing the organization with well trained and well motivated employees 4. Increasing to the fullest employees job satisfaction and self- actualization 5. Developing and maintaining a quality of work life that makes employment in the organization desirable 6. 6.communicating HRM policies to all employees 7. 7. helping to maintain ethical policies and socially responsible behavior 8. 8 Managing change to the mutual advantage of individuals,groups,the enterprise ,and the public.