Final HRM Assignment-Modified

Title: The Object and Importance of Human Resource Management for the changing global Scenario
Table of Contents
Contents Page No.
What is Human Resource Management?.........................................2

Background:......................................................................................3
History:..............................................................................................4
Objectives of Human Resources Management HRM):......................5
The objectives of HRM may be as follows.........................................5
Key Functions....................................................................................6
Stress...............................................................................................11
Time management..........................................................................12
Literature review.............................................................................14
Importance of Human Resource Management...............................15
Conclusion.....................................................................................22
Recommendations:.........................................................................23
1
What is Human Resource Management?

Human Resource Management (HRM) is the function within an organization that
focuses on recruitment of, management of, and providing direction for the people who
work in the organization. Human Resource Management can also be performed by line
managers.
Human Resource Management is the organizational function that deals with issues
related to people such as compensation, hiring, performance management, organization
development, safety, wellness, benefits, employee motivation, communication,
administration and training.
Human Resource management is based in the efficient utilization of employees in
achieving two main goals within a corporation or other type of organization. The first
goal is to effectively make use of the talents and abilities of employees to achieve the
operational objectives that are the ultimate aim of the organization. Along with realizing
the goals of the organization, Human Resource management also seeks to ensure that
the individual employee is satisfied with both the working environment and the
compensation and benefits that he or she receives.
At times, the two main functions of Human Resource management (HRM), seem to be
at odds with one another. There are certainly instances where it is impossible to arrive
at solutions that are in line with both the aims of the company and the desires of the
employee. When this happens, effective Human Resource management is faced with
the task of finding a resolution that protects the interests of the company, but at the
same time provides and acceptable level of satisfaction to the employee. This process
can sometimes take a great deal of expertise on the part of the Human Resource
personnel, but ultimately will help establish the best solution for all concerned parties.
Among the human resource issues that are generally handled by HR management
personnel are the drafting of position descriptions for all levels of employment within the
company, setting the standards and procedures that are used for hiring new employees,
and determining benefits that are extended to existing employees. Disciplinary
procedures, as well as procedures for recognizing employees for exemplary work, also
fall under the province of Human Resource management. Human Resource
management often seeks to provide the highest quality benefit packages possible, given
2
the current financial position of the company. To this end, personnel concerned with
Human Resources will seek the best in group health insurance, retirement programs,
profit sharing, and vacation and personal days.
Preparing and maintaining a company employee handbook is often the province of
Human Resource management. As part of that process, the management team will
ensure that all guidelines and regulations contained within the text are in compliance
with local, state, and federal laws that impact the status of employees. Human
Resource management will also provide all employees with opportunities to understand
the provisions within the handbook, both as part of new employee orientation and as an
ongoing employee education process.
Often, Human Resource management and personnel are called upon to mediate
grievances between employees and immediate supervisors. In these situations, the
mediator will seek to represent the best interests of the company, ensure that the
dialogue and process is in compliance with laws governing employment within the
country of residence, and seek to affect resolution and reconciliation of all parties.
Background:
The term 'human resources' as used in organizations describes the workforce capacity
available to devoted to achievement of their objectives. The subject has drawn upon
concepts developed in industrial/organizational psychology and system theory. Human
resources have at least two related interpretations depending on context. The original
usage derives from political economy and economics, where it was traditionally called
labor economics [labor], one of four factors of production. This perspective has shifted
as a consequence of further ongoing research into more applied approaches. The
subject has expanded to 'human resources development', also called 'investment in
[human capital]'. Such development may apply to individuals within an organization or
applied beyond the level of the organization to that of industry sectors and nation.
3
History:
The early development of the function can be traced back to at least two distinct
movements. One element has its origins in the late 19th century, where organizations
such as Cadburys at its Bournville factory recognized the importance of looking after the
welfare of the workforce, and their families. The employment of women in factories in
the United Kingdom during the First World War leads to the introduction of "Welfare
Officers". Meanwhile, in the United States the concept of human resources developed
as a reaction to the efficiency focus of Taylorism or "scientific management" in the early
1900s, which developed in response to the demand for ever more efficient working
practices within highly mechanized factories, such as in the Ford Motor Company. By
1920, psychologists and employment experts in the United States started the human
relations movement, which viewed workers in terms of their psychology and fit with
companies, rather than as interchangeable parts.
During the middle of the last century, larger corporations, typically those in the United
States that emerged after the Second World War, recruited personnel from the US
Military and were able to apply new selection, training, leadership, and management
development techniques, originally developed by the Armed Services, working with, for
example, university-based occupational psychologists. Similarly, some leading
European multinationals, such as Royal Dutch Shell|Shell] and Phillips developed new
approaches to personnel development and drew on similar approaches already used in
Civil Service training. Gradually, this spread more sophisticated policies and processes
that required more central management via a personnel department composed of
specialists and generalist teams.
The role of what became known as Human Resources grew throughout the middle of
the 20th century. Tensions remained between academics who emphasized either 'soft'
or 'hard' HR. Those professing so-called 'soft HR' stressed areas like leadership,
cohesion, and loyalty that play important roles in organizational success. Those
promoting 'hard HR' championed more quantitatively rigorous management techniques
in the 1960s.
In the later part of the last century, both the title and traditional role of the personnel
function was progressively superseded by the emergence, at least in larger
4
organizations, of strategic human resources management and sophisticated human

resources departments. Initially, this may have involved little more than renaming the
function, but where transformation occurred, it became distinguished by the human
resources having a more significant influence on the organizations strategic direction
and gaining board-level representation.
Objectives of Human Resources Management HRM):

Objectives are pre-determined goals to which individual or group activity in an
organization is directed. Objectives of personnel management are influenced by
organizational objectives and individual and social goals. Institutions are instituted to
attain certain specific objectives. The objectives of the economic institutions are mostly
to earn profits, and of the educational institutions are mostly to impart education and / or
conduct research so on and so forth. However, the fundamental objective of any
organization is survival. Organizations are not just satisfied with this goal. Further the
goal of most of the organizations is growth and / or profits.
Institutions procure and manage various resources including human to attain the
specified objectives. Thus, human resources are managed to divert and utilize their
resources towards and for the accomplishment of organizational objectives. Therefore,
basically the objectives of HRM are drawn from and to contribute to the accomplishment
of the organizational objectives. The other objectives of HRM are to meet the needs,
aspirations, values and dignity of individual employees and having due concern for the
socio-economic problems of the community and the country.
The objectives of HRM may be as follows:

1. To create and utilize an able and motivated workforce, to accomplish the basic
organizational goals.
2. To establish and maintain sound organizational structure and desirable working
relationships among all the members of the organization.
3. To secure the integration of individual or groups within the organization by co-
ordination of the individual and group goals with those of the organization.
5
4. To create facilities and opportunities for individual or group development so as to

match it with the growth of the organization.
5. To attain an effective utilization of human resources in the achievement of
organizational goals.
6. To identify and satisfy individual and group needs by providing adequate and
equitable wages, incentives, employee benefits and social security and measures for
challenging work, prestige, recognition, security, status.
7. To maintain high employees morale and sound human relations by sustaining and
improving the various conditions and facilities.
8. To strengthen and appreciate the human assets continuously by providing training
and development programs.
9. To consider and contribute to the minimization of socio-economic evils such as
unemployment, under-employment, inequalities in the distribution of income and wealth
and to improve the welfare of the society by providing employment opportunities to
women and disadvantaged sections of the society.
10. To provide an opportunity for expression and voice management.
11. To provide fair, acceptable and efficient leadership.
12. To provide facilities and conditions of work and creation of favorable atmosphere for
maintaining stability of employment.
Management has to create conductive environment and provide necessary
prerequisites for the attainment of the personnel management objectives after
formulating them.
Key Functions:
Human Resources may set strategies and develop policies, standards, systems, and
processes that implement these strategies in a whole range of areas. 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.
6
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.
To achieve the Human Resource Management goals and for the changing
of the global scenario the related factors are
1. Staffing:
 Human Resource Planning
 Job analysis
 Employee Recruitment
 Employee Selection
 Guidance & Placement
 Leadership
7
2. Training & Development:

 Training
 Human Resource Development
 Induction & Socialization
 Career planning & Development
 Organizational Development
 HR structure
3. Motivation & Empowerment:

 Job satisfaction
 Motivation
 Organization design
 Employee benefits
 Employee commitment
 Payment of salary of wages
 Time management
4. Maintenance & Retention:

 Labor management relations
 Safety & health
 Communication
 Courting
 Discipline
 Retention
8
Leadership:
Leadership is a process by which a person influences others to accomplish an
objective and directs the organization in a way that makes it more cohesive and
coherent. This definition is similar to Northouse's definition — Leadership is a process
whereby an individual influences a group of individuals to achieve a common goal.
Ten traits for a good leader:

A good leader needs quite a few characteristics in order to be successful. Whether
you’re leading a business or a government, the principles are the same. Here’s a look at
ten absolutely essential traits for a good leader to have.
1. Discipline. First and foremost, a leader knows when to act. He or she’s able to get
up and get things moving. This requires a good amount of discipline. Without this trait, a
leader won’t ever do more than just suggest change. It’s important to actually enact it.
2. Forethought. Forethought is important to ensure good use of resources. If you can’t
think ahead, you’ve got no business leading people. Leaders should always practice
thinking a few steps ahead to build any advantage they can get.
3. Realism. It’s great to be idealistic. In fact, it’s important for every leader to think about
the best case scenario. However, you’ve also got to plan on setbacks. It’s crucial to be
able to realize when something simply isn’t going to work or when the resources just
aren’t there.
4. Trust. It’s important for a leader to trust the people he‘s leading to handle certain
things. Otherwise, you’ll end up micromanaging. This is bad for efficiency, and prevents
things from happening. Learn to trust people to get things done. When they see that
trust, they’ll be empowered and grateful for an opportunity to show initiative.
5. Patience. When a leader delegates a responsibility and someone makes a mistake,
it’s important not to overreact. An overreaction undermines authority and makes any
leader in business or politics seem petty. This is especially true with honest mistakes,
where nobody’s really at fault.
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6. Charisma. Of course, to get anybody to follow you in the first place, charisma’s an
important trait. There are quite a few different types of charisma. The kind you need for
business is very different than what you’d need for politics. Finding and developing the
right type of charisma can be hugely helpful.
7. Humility. To lead, you’ve got to realize that you’re not perfect. Otherwise, you’ll get
rocked with that realization again and again. A good grounded personality is the mark of
a well rounded person that understands when he can’t do things by himself.
8. Empathy. In any pursuit, being empathetic can mean the difference between working
with someone and working against them. Leaders who can empathize can convince
others to help them, and know when their actions are causing more harm than good.
9. Humor. Good leaders laugh at themselves and inspire laughter. A sense of humor
helps to relieve stress within an organization, and can lead to much harder (and more
fun) work.
10. Faith. Not religious faith, but faith in people. Make sure to keep in mind that you
can’t always know everything. Keeping faith that the people you’re leading will help you
out along the way is absolutely essential. Without this kind of faith, you can’t lead well
for very long.
Motivation:
Motivation starts with motive. Motive is an inner state of our mind that activates and
directs our behavior. Motivation is ones willingness to extent effort towards the
accomplishment of his or her.
“Motivation is a process that starts with a physiological or psychological deficiency or
need that activates behavior or a drive that is aimed at a goal or incentive.”-Fred
Luthans.
“Motivation is the willingness to exert high levels of effort toward organizational goals,
conditioned by the effort ability to satisfy some individual need.” –Stephen p. Robbins.
Allah has created us with best quality. Man power or human resource is the greatest
resource in the world. But inactive or de motive people are not recourse for us.
Moreover they are burden to us. Motivation makes a man as a good or better or best
resource. Without motivation none can be an energetic and powerful worker or officer or
10
manager, even leader.

In the age of science the whole world is very small. We can easily move from one
corner to another corner on the earth. Only motivated people can do success in the
global contest. Motivation always helps us to get something from the globalization. If we
see the developed countries.
We will find that their people are thousand miles ahead than other people only because
they are motivated. So we will have to fit for global contest by motivation for yourself, for
our family, for our society, for our country, moreover for the globalization.
Job satisfaction:
Job satisfaction means employer is satisfy about their job condition, salary behavior
from superior. Maximum employees are not satisfy about their job because the lack of
knowledge, controlling capacity, organizing and leading.
There are certain basic functions that all managers perform. There are planning,
leading, organizing and controlling, establishing goals and standards, developing rules
and forecasting. Organizing giving each subordinate a specific task.
There are a lots of satisfy job in the global organization. Many people go one country to
another to get a good job. So in the global sector job satisfaction is very important for
growing more production.
Stress:
Every human being under goes “stress” at some or other times. It is universal in its
effect and is democratic in nature affecting everybody. Stress is present throughout
ones life. It is not possible not to have stress. It is body’s reaction against a sudden
attack.
In the HR sector stress is very important factor. None manager avoid stress from
his\her life or organization. The hidden effects can cost the organization throughout loss
or productivity, absenentism and health care expenses. Excessive stress can cost the
individual health and future. So in HR sector stress comes and goes.
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If we want to be a good manager in the global contest, we will have to free from stress’s
a manager we can do the following subjects: Make plan to deal with stress, maintain
physical fitness, deal with stressors avoid excess stress, relax, develop and maintain
personal relationships, moreover we have to control the situation. So in global scenario
organization always want stress free people.
The way of removing stress:

1. Make plan to deal with stress
2. Maintain physical fitness
3. avoided excess stress
4. deal with stressors
5. relax
6. develop & maintain personal relation ships
7. maintain good relationship with superiors
8. control the situation
Time management:
The process of scheduling and organization time to determine how much time is
required to complete multiple direct and indirect tasks, and when such tasks are
required. In education, examples of direct tasks consist of: reading assignments,
homework assignments, projects, test preparation. In addition, examples of indirect
tasks consist of: work and family responsibilities, groc ery shopping, and recreation.
Time management is a set of principles, practices, skills, tools, and systems that help
you use your time to accomplish what you want.
Importance of time Management:

Here are the top reasons why time management is of great importance to your personal
and career success:
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1. Time is limited. Time is a very special resource in that you cannot store it or save it
for later. Everyone gets the exact same amount of time each and every day. If you don't
use your time wisely, you can never get it back.
2. Time is scarce. Most people feel like they have too much to do and not enough time.
Lack of time is blamed for everything from not getting enough exercise, poor finances,
unachieved goals, too much stress, bad relationships, and even an unfulfilled life. Time
management helps you use the time that you do have in better ways.
3. You need time to get what you want out of life. You need time to do almost
anything worthwhile in life. Waiting for more free time is a losing game that almost never
results in getting time for what you want. You need to learn how to make time for the
things that are important to you. Even if you can only afford to give a small amount of
time each week to your goals, you'd be surprised at how much progress you can make.
4. You can accomplish more with less effort. When you become more productive
using improved time management skills and tools, you can accomplish more with less
effort. Reducing wasted time and effort gives you even more productive time throughout
the day. Both of these allow you to make time for a wide range of activities that bring
more balance and fulfillment to your life.
5. Too many choices. In this day and age, there are so many ways you can spend
your time that you need some sort of plan to make intelligent choices.
Literature review:
Throughout the world in the developed and industrialized countries such as those in the
European Union, Japan and the United States, population growth has reduced
significantly leading to a slower growth in the number of workers and consumers. On
13
the other hand some countries especially Asian countries have witnessed an increase in
the population growth rate. These have been illustrated in the table below.
Table : Population of Countries,
SOURCE: 2010 WORLD POPULATION DATA SHEET.
To take advantage of this growth Firms throughout the world have established
operations, formed joint ventures or mergers in these countries. This had led to them
employing a workforce coming from different backgrounds leading to a very diverse
workforce. There are many factors affecting International HR management
 Legal and Political Factors
 Economic Factors
 Cultural Factors.
Importance of Human Resource Management:
14
Implementation of such policies, processes or standards may be directly managed by

the HR function itself, or the function may indirectly supervise the implementation of
such activities by managers, other business functions or via third-party external partner
organizations. Applicable legal issues, such as the potential for disparate treatment and
disparate impact, are also extremely important to HR managers.
Human Resource Management: The Importance of Effective Strategy and Planning
Change in Higher Education:
 Massification – growth in student numbers; increasing diversification in students
 Pressures on funding – reductions in unit of resource; importance of value for
money
 The quality movement – quality assurance and assessment
 Globalisation and internationalisation – new approaches, new ways of working
 New technology – in teaching, research and management
 Markets and competition.
NO COUNTRY AND NO INSTITUTION IS IMMUNE FROM THESE CHANGES; NO
ROOM FOR COMPLACENCY.
The Importance of Planning:

“A conscious process by which an institution assesses its current state and the likely
future condition of its environment, identifies possible future states for itself, and then
develops organisation strategies, policies and procedures for selecting and getting to
one or more of them”
Some important assumptions:
• That the institution and its members are concerned about the future
• That they choose to try to influence the future rather than be shaped by external
factors or by key individuals
• That they accept that some attempt to evaluate activities and to understand the
environment can lead to benefits
The Importance of Human Resources:

 Higher Education is a knowledge business – depends on the quality of its staff
15
 Growth of markets and competition for staff – with other sectors, with other
institutions
 The quality movement – focus on staff, no “hiding places”
 Pressure on funding – importance of staff productivity and performance
 Globalisation
 Change management
 Legal environment – health and safety, conditions, equal opportunities, European
legislation
Strategic Plans and Operational Plans:
 Strategic or Corporate Plan – sets overall aims and objectives
 Operational or Tactical Plans – set specific targets and actions, by organisational
units (Faculty, Department) or by activity (teaching, research, estates, human
resources)
 Individual Plans – what the individual has to do
A Human Resources Strategy will aim to create and maintain a workforce that is well
motivated, appropriately trained, equitably rewarded and which performs effectively in
pursuing the institution’s objectives
Linking Institutional Planning and the Human Resources Strategy:

 Understanding the external environment. Changing demand for subjects and
research can mean too few or too many staff in particular areas. Knowledge of
market data – demand and supply of different categories of staff.
 Review of current performance in HR related areas – recruitment and retention,
employment relations, equal opportunities
 Data provision e.g. length of service, staff movements, nature of contracts, age,
sex, salaries, ethnicity. Broken down by organisational units. Staff surveys –
satisfaction, training needs importance of HR involvement in strategic and
operational planning from an early stage.
Some Characteristics of a good Human Resources Strategy:
16
Three key elements:

• Diagnostic – a comprehensive and systematic evaluation of current practice and
performance to identify both where improvement is required and where policies
and institutions are working well
• Asp rational – a vision of effective HR practices which produce specific outcomes
that contribute to achieving the institution’s strategy, underpinned by clear values
and principles
• Developmental – a plan for achieving progress and building greater capacity to
bring about change in the future (bearing in mind that effective human resource
management depends as much on good quality line management as it does on
skilled human resource professionals.
Clear Targets:
SMART targets – specific, measurable, agreed, realistic, time-limited
Input targets e.g. appointing a new member of staff
Process targets e.g. developing new policies or procedures, or undertaking a review of
practice
Output targets e.g. producing a report introducing a new payments or job evaluation
scheme
Outcome targets eg increasing the number of women in management positions or the
proportion of people with disabilities
Performance measures.
Resource Allocation:
 MUST be a clear link between human resource plans and resource allocation.
17
 Clarity of approach: actions- responsibilities- outcomes- timescale- cost.

Monitoring:
 Assessment of progress against input. Process and output targets
 Summative evaluation – what works and what doesn’t work. Formative process
 Problems of identifying cause and effect
 Importance of good feedback.
Implementation is assisted by:

• Adequate levels of involvement
• Feedback on performance
• Focus on what is achievable
• Clear allocation of responsibilities.
• Effective training and support.
• Incentives and rewards.
Key Issues: Recruitment and Retention:

 Data collection
 Comparative analysis
 Identification of problems – particular disciplines (eg computing, management,
economics), particular categories of staff (eg electronics technicians, cleaners),
particular regions (eg big cities)
Some possible actions – improving the recruitment process, start-up packages,
pay and rewards, market supplements, job evaluation, career routes, fast-track
promotion, training and development.
Key Issues: Staff Development and Training:

 Necessary to enhance the institution’s skills and knowledge base
18
 Important to identify needs at ALL levels

 All categories of staff should be involved
 Programmes require regular evaluation – problems of relevance
Different forms of staff development:

• Induction programmes
• Programmes for new academic staff (often linked with probation)
• Skills programmes – particular activities, new technology, updating.
• Management development programmes- leadership and management.
Key Issues: Equal Opportunities:

 Data collection
 Staff development
 Possible actions – awareness raising, flexible working, improvements to
recruitment processes and literature, targeted skills development, progression.
 Job evaluation – equal pay for equal work.
Key Issues: Staff Profiles:

 Data collection
 Audit of existing staff – current staff numbers, distribution by grade/level of
responsibility, skills profiles, age profiles (succession planning, “new blood”),
patterns of leavers and joiners (high and low turnover), which posts are difficult to
fill, staffing costs, gender profiles, pay distribution
 External environment – national and local labour markets, comparative analysis
 Link with institutional strategies – where will more/less staff be needed.
 Possible actions – training / retraining, redevelopment, severance.
Key Issues: Performance:

 Performance review – vital in improving staff effort
19
 Must be regular
 All staff are entitled to feedback
 Formative process
 Rewarding good performance – monetary and non-monetary
Tackling poor performance – clear agreed targets, opportunities for training,
monitoring, training for managers, clear disciplinary procedures (including
appeals).
Human Resource Strategy: Professional Services:

What are “professional services”?
*”Administration”, “Non-academic staff”, “The Centre”, “Management”, “Support staff”, or
simply “them”!
Professional services include:
• Finance
• Estates
• Student and Registry Services (admissions, examinations, progress)
• Planning and institutional research
• Marketing
• Research support
• External relations
• Fundraising
Members of the professional services have a crucial role to play in the running of their
universities:
* Key advisers in decision-making process
• Efficient and effective operation
• First point of contact for students and other stakeholders.
• Responsible for the delivery of critical services.
Staff Development for Professional Services:
20
 Career development – recruitment, training and enhancement, performance and

rewards, retention
 Training programmes for new staff in professional services (wide range of
backgrounds)
 Specialist training and career development – professional qualifications
 Training programmes for senior staff in professional services
 Formal programmes; Continuing Professional Development
Some particular themes – broadening and deepening, sharing expertise and
experience, formative and process benchmarking, leadership and management.
Conclusion and recommendations
Conclusion:
For this assignment paper the area of managing a global workforce was analysed in
detail. The assignment objectives covered the area of diversity, corporate culture,
recruitment, deployment, development, training and motivation of a global workforce.
21
A Global diverse workforce has come of age an organization are realizing the fact that
they can use them to their advantage. The wave of multiculturalism is here to stay and
cannot be ignored. Even more so when it has been proved that it is beneficial for the
organization. Organizations have realized the seriousness and sensitivity of the issue.
They not only value diversity but celebrate it. From recruitment to diversity training
organizations face a number of challenges. A strong corporate culture will help to unite
the employees on a common platform setting aside their differences and align them with
the objectives of the organization. Communication plays a vital role in managing a
global workforce. It will assist the employees and the management to accept diversity
and celebrate it. Communication of employees and the top management should take
place on a regular basis. Organizations should make policies that have a global
perspective; provide an environment of equity with equal growth opportunities to the
employees regardless of different backgrounds to have a dedicated and valuable
workforce. Only then organizations will be able to reap the benefits of a global
workforce. A diverse workforce can become an organization’s secret weapon to
success.
22
Recommendations:
 If organizations do not have the resources to effectively manage a global
workforce, especially in the area of diversity. They should enroll services of firms
who specialize in workforce diversity management.
 The internet is a vital tool in order to recruit and deploy global employees.
Organizations should make use of this and save time and cost.
 Organizations can also use specialized computer software for human resource
management, a good example is web resource which is a simple, easy-to-use
project and resource scheduling application. Designed specifically for resource
and project managers, Web Resource optimizes employee management through
employee tracking, skills assignment, resource and project forecasting.
 Motivational policies should be customized according to the needs of employees
belonging to a particular region.
 Corporate culture of the organization should be such that all employees can
relate to it.
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Title: The Object and Importance of Human Resource Management for the changing global Scenario

Contents Page No.

What is Human Resource Management?.........................................2

What is Human Resource Management?

organizations, of strategic human resources management and sophisticated human

Objectives of Human Resources Management HRM):

The objectives of HRM may be as follows:

4. To create facilities and opportunities for individual or group development so as to

4. Appraisal of performance of employees.

2. Training & Development:

3. Motivation & Empowerment:

4. Maintenance & Retention:

Ten traits for a good leader:

manager, even leader.

The way of removing stress:

Importance of time Management:

Table : Population of Countries,

SOURCE: 2010 WORLD POPULATION DATA SHEET.

Importance of Human Resource Management:

Implementation of such policies, processes or standards may be directly managed by

The Importance of Planning:

The Importance of Human Resources:

Linking Institutional Planning and the Human Resources Strategy:

Some Characteristics of a good Human Resources Strategy:

Three key elements:

 Clarity of approach: actions- responsibilities- outcomes- timescale- cost.

Implementation is assisted by:

Key Issues: Recruitment and Retention:

Key Issues: Staff Development and Training:

 Important to identify needs at ALL levels

Different forms of staff development:

Key Issues: Equal Opportunities:

Key Issues: Staff Profiles:

Key Issues: Performance:

Human Resource Strategy: Professional Services:

Staff Development for Professional Services:

 Career development – recruitment, training and enhancement, performance and

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