HUMAN RESOURSES MANAGEMENT

By Sneha choudhary(0809013095)

Department of INFORMATION TECHNOLOGY

IEC college of Engineering & Technology Greater Noida November, 2011

HUMAN RESOURCES MANAGEMENT

by Sneha Choudhary (0809013095)

Submitted to the Department of Information Technology

in partial fulfillment of the requirements for the degree of Bachelor of Technology in Information Technology

IEC college of Engineering & Technology, Greater Noida

Gautum Bhudh Technical University November,2011

TABLE OF CONTENTS
DECLARATION ................................................................................................... CERTIFICATE ..................................................................................................... ACKNOWLEDGEMENTS .................................................................................. ABSTRACT ........................................................................................................... LIST OF TABLES.................................................................................................. LIST OF FIGURES................................................................................................ LIST OF SYMBOLS .............................................................................................. LIST OF ABBREVIATIONS ................................................................................ CHAPTER 1 (INTRODUCTION, BACKGROUND OF THE PROBLEM, STATEMENT OF PROBLEM etc.).............................................................. 1.1. ................................................................................................................. 1.2. ................................................................................................................. CHAPTER 2 (OTHER MAIN HEADING) ......................................................... 3.1. .................................................................................................................. 3.2. .................................................................................................................. 3.2.1. ......................................................................................................... 3.2.2. ......................................................................................................... 3.2.2.1. ................................................................................................ 3.2.2.2. .......................................................................................... 3.3. ................................................................................................................. CHAPTER 4 (OTHER MAIN HEADING) ......................................................... 4.1. ................................................................................................................ 4.2. ................................................................................................................ CHAPTER 5 (CONCLUSIONS) ......................................................................... APPENDIX A ......................................................................................................... APPENDIX B ......................................................................................................... REFERENCES... ....................................................................................................

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ii iii iv v vii viii ix x 1 5 8 13 15 17 19 20 21 22 23 30 36 39 40 45 47 49

CERTIFICATE

This is to certify that Project Report entitled HUMAN RESOURCES MANAGEMENT which is submitted by SNEHA CHOUDHARY. in partial fulfillment of the requirement for the award of degree B. Tech. in Department of INFORMATION TECHNOLOGY of G.B.

Technical University, is a record of the candidate own work carried out by him under my/our supervision. The matter embodied in this thesis is original and has not been submitted for the award of any other degree.

Date:

Supervisor

DECLARATION
I hereby declare that this submission is my own work and that, to the best of my knowledge and belief, it contains no material previously published or written by another person nor material which to a substantial extent has been accepted for the award of any other degree or diploma of the university or other institute of higher learning, except where due acknowledgment has been made in the text.

Signature

Name

Roll No.

Date

ACKNOWLEDGEMENT

It gives us a great sense of pleasure to present the report of the B. Tech Project undertaken during B. Tech. Final Year. We owe special debt of gratitude to Professor Anshuman Singh, Department of Computer Science & Engineering, College of Engineering, Lucknow for his constant support and guidance throughout the course of our work. His sincerity, thoroughness and perseverance have been a constant source of inspiration for us. It is only his cognizant efforts that our endeavors have seen light of the day. We also take the opportunity to acknowledge the contribution of Professor M. S. Dhoni, Head, Department of Computer Science & Engineering, College of Engineering, Lucknow for his full support and assistance during the development of the project. We also do not like to miss the opportunity to acknowledge the contribution of all faculty members of the department for their kind assistance and cooperation during the development of our project. Last but not the least, we acknowledge our friends for their contribution in the completion of the project.

Signature: Name : Roll No.: Date :

Signature: Name : Roll No.: Date :

ABSTRACT
The abstract is to be in fully-justified italicized text, at the top of the left-hand column as it is here, below the author information. Use the word Abstract as the title, in 12-point Times, boldface type, centered relative to the column, initially capitalized. The abstract is to be in 10point, single-spaced type, and may be up to 3 in. (7.62 cm) long. Leave two blank lines after the abstract, then begin the main text. All manuscripts must be in English. An Abstract is required for every paper; it should succinctly summarize the reason for the work, the main findings, and the conclusions of the study. The abstract should be no longer than 250 words. Do not include artwork, tables, elaborate equations or references to other parts of the paper or to the reference listing at the end. The reason is that the Abstract should be understandable in itself to be suitable for storage in textual information retrieval systems.

CHAPTER-1

1.1 Introduction
Human Resource Management (HRM, HR) is the management of an organization's employees. While human resource management is sometimes referred to as a "soft" management skill, effective practice within an organization requires a strategic focus to ensure that people resources can facilitate the achievement of organizational goals. Effective human resource management also contains an element of risk management for an organization which, as a minimum, ensures legislative compliance.

1.2 Origin
Fundamentally, human resource management is based on the assumption that employees are individuals with varying goals and needs. Human resources should not be categorized with basic business resources (trucks, filing cabinets, etc.). Practicing good human resource management (HRM) enables managers of an enterprise to express their goals with specificity, increasing worker comprehension of goals, and provide the necessary resources to promote successfully accomplishment of said goals. When HRM is properly employed members of the workforce are expressive of the goals and operating practices of the firm. HRM is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As

such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organisations. Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. Torrington and Hall (1987) define personnel management as being: a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled" While Miller (1987) suggests that HRM relates to: ".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage" Human resource management is sometimes referred to as:

Organizational management Personnel administration Manpower management Human capital management Industrial management

CHAPTER-2

2.1 Academic Theory

Research in the area of HRM has much to contribute to the organizational practice of HRM. For the last 20 years, empirical work has paid particular attention to the link between the practice of HRM and organizational performance, evident in improved employee commitment, lower levels of absenteeism and turnover, higher levels of skills and therefore higher productivity, enhanced quality and efficiency.This area of work is sometimes referred to as 'Strategic HRM' or SHRM (not to be confused with the Society for Human Resource Management). Within SHRM three strands of work can be observed: Best practice, Best Fit and the Resource Based View (RBV). The notion of best practice sometimes called 'high commitment' HRM proposes that the adoption of certain best practices in HRM will result in better organizational performance. Perhaps the most popular work in this area is that of Prefferd who argued that there were seven best practices for achieving competitive advantage through people and 'building profits by putting people first'. These practices included: providing employment security, selective hiring, extensive training, sharing information, self-managed teams, high pay based on company performance and the reduction of status differentials. However, there is a huge number of studies which provide evidence of best practices, usually implemented in coherent bundles, and therefore it is difficult to draw generalized conclusions about which is the 'best' way (For a comparison of different sets of best practices see Becker and Gerhart, 1996

Best fit, or the contingency approach to HRM, argues that HRM improves performance where there is a close vertical fit between the HRM practices and the company's strategy. This link ensures close coherence between the HR people processes and policies and the external market or business strategy. There are a range of theories about the nature of this vertical integration. For example, a set of 'life cycle' models argue that HR policies and practices can be mapped onto the stage of an organization's development or life cycle Competitive advantage models take Porter's (1985) ideas about strategic choice and map a range of HR practices onto the organization's choice of competitive strategy. Finally 'configuration model provide a more sophisticated approach which advocates a close examination of the organisation's strategy in order to determine the appropriate HR policies and practices. However, this approach assumes that the strategy of the organisation can be identified many organisations exist in a state of flux and development. The Resource Based View (RBV), argued by some to be at the foundation of modern HRM focusses on the internal resources of the organisation and how they contribute to competitive advantage. The uniqueness of these resources is preferred to homogeneity and HRM has a central role in developing human resources that are valuable, rare, difficult to copy or substitute and that are effectively organized. Overall, the theory of HRM argues that the goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company (Miller, 1989). The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology,industrial relations, industrial engineering, sociology, economics, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources Management or in Human Resources and Industrial Relations.

One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function:

Strategic partner - Aligning HR and business strategy: organisational diagnosis Administration Expert - Reengineering organisation processes: shared services Employee champion - Listening and responding to employees: providing resources to employees Change Agent - Managing transformation and change: ensuring capacity for change.

CHAPTER-3

3.1 Bussiness Practice

Human resources management involves several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments. When effectively integrated they provide significant economic benefit to the company.

Workforce planning Recruitment (sometimes separated into attraction and selection) Induction, Orientation and Onboarding Skills management Training and development Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than HRM) Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning Performance appraisal Labor relations

3.1.1 Work force Planning

Workforce Planning is a continual process used to align the needs and priorities of the organisation with those of its workforce to ensure it can meet its legislative, regulatory, service and production requirements and organizational objectives. Workforce Planning enables evidence based workforce development strategies. Workforce Planning is the business process for ensuring that an organization has suitable access to talent to ensure future business success. Access to talent includes considering all potential access sources (employment, contracting out, partnerships, changing business activities to modify the types of talent required, etc.). By talent is meant the skills, knowledge, predisposition and ability to undertake required activities including decisions making. Strategic Planning considers the business risks concerning insufficient, disrupted, misdeployed talent on the organization's business priorities. Workforce planning is considered an iterative discipline. The cycle of workforce planning includes filling resource requests, analyzing resource utilization, forecasting capacity, managing and identifying the resources (human) to fill that capacity, and then re-starting the cycle. Strategic Workforce Planning is broader and longer term than operational Workforce Planning. Strategic Workforce Planning is the framework applied for Workforce Planning and Workforce Development, where the links between corporate and strategic objectives and their associated workforce implications are demonstrated. Strategic Workforce Planning should take into account the projected loss of knowledge through employee exits and the projected knowledge requirements for sustaining and progressing the business. Knowledge requirements may include technology, new skills, new roles, documentation of key workforce intelligence or new business demands. Operational Workforce Planning is narrower in context and shorter term than strategic Workforce Planning. Operational Workforce Planning involves the systems and processes adopted and evolved to enable strategic Workforce Planning through the production of the

evidence required for executive decision-making on workforce matters. Operational Workforce Planning should initially be process based and focused on building understanding and capabilities in Workforce Planning, supported by simple tools, templates and techniques. Once established and practiced, these tools, templates and techniques can become more sophisticated and linked to existing or new IT systems to enable Workforce Planning to be integrated into normal business practice. One of the more restrictive and potentially dangerous assumptions is that Strategic Planning is only about talent in the form of employees. Hiring is a strategy for accessing talent and will often be the superior one. However, the use of employees to meet talent needs carries with it unique risks that can be mitigated using alternative access sourcing arrangements. Regardless of the access source used, insightful assessment of the strategy's attendant business risk is prudent. The process for starting out Strategic Workforce Planning is linked with the organization's strategy. This means identifying the critical talent needs that if not met can materially adversely impact business success. Once the business risks are fully appreciated then attention turns to schedule and timing. Assessing current internal capability and assessing its relative position when it will be called upon in the future. Speculating on future sourcing options and identifying the preferred sourcing option. Implementation and execution follow. Attention to periodically reviewing the "sanity" of the current plan is prudent.

3.1.2 Recruitment

Workforce Planning is the business process for ensuring that an organization has suitable access to talent to ensure future business success. Access to talent includes considering all potential access sources (employment, contracting out, partnerships, changing business activities to modify the types of talent required, etc.). By talent is meant the skills, knowledge, predisposition and ability to undertake required activities including decisions making. Strategic Planning considers the business risks concerning insufficient, disrupted, mis-

deployed talent on the organization's business priorities. Workforce planning is considered an iterative discipline. The cycle of workforce planning includes filling resource requests, analyzing resource utilization, forecasting capacity, managing and identifying the resources (human) to fill that capacity, and then re-starting the cycle. Strategic Workforce Planning is broader and longer term than operational Workforce Planning. Strategic Workforce Planning is the framework applied for Workforce Planning and Workforce Development, where the links between corporate and strategic objectives and their associated workforce implications are demonstrated. Strategic Workforce Planning should take into account the projected loss of knowledge through employee exits and the projected knowledge requirements for sustaining and progressing the business. Knowledge requirements may include technology, new skills, new roles, documentation of key workforce intelligence or new business demands. Operational Workforce Planning is narrower in context and shorter term than strategic Workforce Planning. Operational Workforce Planning involves the systems and processes adopted and evolved to enable strategic Workforce Planning through the production of the evidence required for executive decision-making on workforce matters. Operational Workforce Planning should initially be process based and focused on building understanding and capabilities in Workforce Planning, supported by simple tools, templates and techniques. Once established and practiced, these tools, templates and techniques can become more sophisticated and linked to existing or new IT systems to enable Workforce Planning to be integrated into normal business practice. One of the more restrictive and potentially dangerous assumptions is that Strategic Planning is only about talent in the form of employees. Hiring is a strategy for accessing talent and will often be the superior one. However, the use of employees to meet talent needs carries with it unique risks that can be mitigated using alternative access sourcing arrangements. Regardless of the access source used, insightful assessment of the strategy's attendant business risk is prudent. The process for starting out Strategic Workforce Planning is linked with the organization's strategy. This means identifying the critical talent needs that if not met can materially

adversely impact business success. Once the business risks are fully appreciated then attention turns to schedule and timing. Assessing current internal capability and assessing its relative position when it will be called upon in the future. Speculating on future sourcing options and identifying the preferred sourcing option. Implementation and execution follow. Attention to periodically reviewing the "sanity" of the current plan is prudent.

3.1.3 Induction Orientation and Onboarding

Onboarding, also known as organizational socialization, refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders. Tactics used in this process include formal meetings, lectures, videos, printed materials, or computer-based orientations to introduce newcomers to their new jobs and organizations. Research has demonstrated that these socialization techniques lead to positive outcomes for new employees such as higher job satisfaction, better job performance, greater organizational commitment, and reduction in stress and intent to quit. These outcomes are particularly important to an organization looking to retain a competitive advantage in an increasingly mobile and globalized workforce. In the United States, for example, up to 25% of workers are organizational newcomers engaged in an onboarding process.

3.1.4 Skills Management

Skills management is the practice of understanding, developing and deploying people and their skills. Well-implemented skills management should identify the skills that job roles require, the skills of individual employees, and any gap between the two.

The skills involved can be defined by the organization concerned, or by third party institutions. They are usually defined in terms of a skills framework, also known as a competency framework or skills matrix. This consists of a list of skills, and a grading system, with a definition of what it means to be at particular level for a given skill. To be most useful, skills management needs to be conducted as an ongoing process, with individuals assessing and updating their recorded skill sets regularly. These updates should occur at least as frequently as employees' regular line manager reviews, and certainly when their skill sets have changed. Skills management systems record the results of this process in a database, and allow analysis of the data. In order to perform the functions of management and to assume multiple roles, managers must be skilled. Robert Katz identified three managerial skills that are essential to successful management: technical, human, and conceptual*. Technical skill involves process or technique knowledge and proficiency. Managers use the processes, techniques and tools of a specific area. Human skill involves the ability to interact effectively with people. Managers interact and cooperate with employees. Conceptual skill involves the formulation of ideas. Managers understand abstract relationships, develop ideas, and solve problems creatively. Thus, technical skill deals with things, human skill concerns people, and conceptual skill has to do with ideas.

3.1.5 Training and Development

In the field of human resource management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups inorganizational settings. It has been known by several names, including human resource development, and learning and development. Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. "Employee

Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to be comfortable with. "Human Resource Development" was rejected by academics, who objected to the idea that people were "resources" an idea that they felt to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and Development", although that was itself not free from problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still widely known by the other names. Training and development encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities:

Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.

3.1.6 Time Management

Time management is the act or process of exercising conscious control over the amount of time spent on specific activities, especially to increase efficiency or productivity. Time management may be aided by a range of skills, tools, and techniques used to manage time when accomplishing specific tasks, projects and goals. This set encompasses a wide scope of activities, and these includeplanning, allocating, setting goals, delegation, analysis of time spent, monitoring, organizing, scheduling, and prioritizing. Initially, time management referred to just business or work activities, but eventually the term broadened to include

personal activities as well. A time management system is a designed combination of processes, tools, techniques, and methods. Usually time management is a necessity in any project development as it determines the project completion time and scope.

3.1.7 Payroll

In a company, payroll is the sum of all financial records of salaries for an employee, wages, bonuses and deductions. In accounting, payroll refers to the amount paid to employees for services they provided during a certain period of time. Payroll plays a major role in a company for several reasons. From an accounting point of view, payroll is crucial because payroll and payroll taxes considerably affect the net income of most companies and they are subject to laws and regulations (e.g. in the US payroll is subject to federal and state regulations). From an ethics in business viewpoint payroll is a critical department as employees are responsive to payroll errors and irregularities: good employee morale requires payroll to be paid timely and accurately. The primary mission of the payroll department is to ensure that all employees are paid accurately and timely with the correct withholdings and deductions, and to ensure the withholdings and deductions are remitted in a timely manner. This includes salary payments, tax withholdings, and deductions from a paycheck.

3.1.8 Employee Benefits

Employee benefits and (especially in British English) benefits in kind (also called fringe benefits, perquisites, perqs or perks) are various non-wage compensations provided to employees in addition to their normal wages or salaries.[1] In instances where an employee exchanges (cash) wages for some other form of benefit is generally referred to as a 'salary sacrifice' or 'salary exchange' arrangement. In most countries, most kinds of employee benefits are taxable to at least some degree.

Examples of these benefits include: housing (employer-provided or employer-paid), group insurance (health, dental, life etc.), disability income protection, retirement benefits, daycare, tuitionreimbursement, sick leave, vacation (paid and non-paid), social security, profit sharing, funding of education, and other specialized benefits. The purpose of the benefits is to increase the economic security of employees.

3.1.9 Performance Appraisal

A performance appraisal, employee appraisal, performance review, or (career) development discussion is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgement of an employee's performance in a job based on considerations other than productivity alone.

3.1.10 Labor Relations

Labor relations is the study and practice of managing unionized employment situations. In academia, labor relations is frequently a subarea within industrial relations, though scholars from many disciplines--including economics, sociology, history, law, and political science-also study labor unions and labor movements. In practice, labor relations is frequently a subarea within human resource management. Courses in labor relations typically cover labor

history, labor law, union organizing, bargaining, contract administration, and important contemporary topics. In the United States, labor relations in the private sector is regulated by the National Labor Relations Act. Public sector labor relations is regulated by the Civil Service Reform Act of 1978 and various pieces of state legislation. In other countries, labor relations might be regulated by law or tradition. An important professional association for U.S. labor relations scholars and practitioners is the Labor and Employment Relations Association.

CHAPTER-4

4.1 HRM Strategy

An HRM strategy pertains to the means as to how to implement the specific functions of Human Resource Management. An organization's HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies, however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas. An HRM strategy typically consists of the following factors:

"Best fit" and "best practice" meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organization's HRM strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives of the organisation. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.

Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization's corporate objectives are devised. This is so, since it is a firm's personnel , or provide a service. The personnel's proper management is vital in the firm being

successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.

Continual monitoring of the strategy, via employee feedback, surveys, etc. The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm. An HRM strategy can be divided, in general, into two facets the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.HRM strategies can also be depicted in the form of models. The best fit strategies relate to Hard HRM model and people centric strategies relate to Soft HRM strategies.

CHAPTER-5

5.1Hard HRM & Soft HRM

5.1.1 Hard HRM

The Hard human resource management model or strategic fit model is a model with an epitome of utilizing the people working in the organization as any other resource of the organization.This model emphasize on the usage of the people working in the organization in the same manner as any other resources are used. It enunciates the concept that people should be hired cheaply and must be brewed and made to work as fully as possible. The essence of the hard model approach is the synergy between the organizational strategies and human resource management.People are visualized as a submissive resource and are managed and controlled by a logical approach to make assure the optimal utilization of the people for the attainment of the competitive advantage

5.1.2 Soft HRM

The epitome of the soft model of human resource management is the creation of a strategic relationship between the employees and the organization.The soft model emphasizes on the interests of distinctive organizations stakeholders and the mapping of organizations goals with the stakeholders interests]The theme of soft human resource management model is that people are intangible assets as this valuable resource can not be transacted in terms of selling and buying and their value is beyond the traditional financial codes.People working in the

organization are treated in a unique manner as compare to the other resources in the organization Soft human resource management essence is the mutual admiration between organization and employees. Soft human resource management concentrates on the humanist side of human resource management which has an epitome of people motivation by buying their inputs on vital decisions and encouraging the team work within the organization.

CHAPTER-6

6.1 Careers And Education

Cornell University's School of Industrial and Labor Relationswas the world's first school for college-level study in HRM. Several universities offer programs of study pertaining to HRM and broader fields. Cornell University created the world's first school for college-level study in HRM (ILR School).University of Illinois at Urbana-Champaign also now has a school dedicated to the study of HRM, while several business schools also house a center or department dedicated to such studies; e.g., University of Wisconsin-Madison, University of Minnesota, Michigan State University, Ohio State University, Roosevelt University, Lindenwood University, and Purdue University.

There are both generalist and specialist HRM jobs. There are careers involved with employment, recruitment and placement and these are usually conducted by interviewers, EEO (Equal Employment Opportunity) specialists or college recruiters. Training and development specialism is often conducted by trainers and orientation specialists. Compensation and benefits tasks are handled by compensation analysts, salary administrators, and benefits administrators.

6.2 Professional Organizations

The main Professional organizations in HRM include the Society for Human Resource Management, the Australian Human Resources Institute (AHRI), the Chartered Institute of Personnel and Development (CIPD).

CHAPTER-7

7.1 Functions

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding the staffing needs of an organization and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees haveand are aware ofpersonnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, e.g., career development, training, organization development, etc. There is a long-standing argument about where HR-related functions should be organized into large organizations, e.g., "should HR be in the Organization Development department or the other way around?"

The HRM function and HRD profession have undergone major changes over the past 2030 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing an important role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner.