HUMAN RESOURCE MANAGEMENT & INDUSTRIAL REALTIONSPrepared by: Tanjhila Safa

INTRODUCTION HUMAN RESOURCE MANAGEMENT: “Management of

human resource is that function of all enterprises which provides for effective utilization of people to active both the objectives of the enterprise and the satisfaction and development of the employee”

HUMAN RESOURCE IN DEVELOPMENT: One of the most important resource of an organization is its people. Employees supply the talent, skills, and expert the effort and leadership that contribute to the level of performance of the organization.

Functions of HRM 1. ACQUISITION: The acquisition function begins with HR planning. Relative to human resource requirements, we need to know where we are going and how we are to get there.

2. DEVELOPMENT: The development function can be viewed along three dimensions.

i. Employee Training: Its emphasizes skill development and the changing of attitudes among workers.

ii. Management Development: It concerns itself primarily with knowledge acquisition and the enhancement of an executive’s conceptual abilities.

iii. Career Development: Which is the continual effort to match long-term individual and organizational needs.

3. MOTIVATION: The motivation function creates an inner urge to perform and begins with the recognition that individual are unique and that motivation techniques must reflect the needs of each individual.

4. MAINTENCE: The final function is maintenance. The maintenance function is concerned with providing those working conditions that employees believe are necessary In order to maintain

their commitment to the organization.

Objects of human resource management

Objectives of Human Resource Management can be classified under four major categories. Societal Organizational Functional Personal

Societal:HRM may contribute ethically and socially regarding the needs and challenges emerging in the society. If an organization fails to use its resources for society benefits in ethical ways it may lead to restriction by society. For example, society may limit the HR decisions through laws in hiring, it may limit laws that address discrimination, laws regarding safety or other areas of concern.

OrganizationalThe main objective of HRM is to achieve organizational goals by bringing organizations effectiveness. HRM is not an end but it is a means to assist the organization in order to attain its objectives

FunctionalFunctional objective of HRM deals with contributions of each department regarding their need and effectiveness in order to attain organization goal. All the resource or skill set get wasted if HRM is not able to fulfill up with the organizational demand.

PersonalHRM also deals with personal objectives of the individuals so that personal and organizational objectives can be met or order to achieve maximum production and attain competitive advantage. These personal objectives are important in order to maintain, retain and to motivate employees. If this not done employees dissatisfaction and poor performance will result in attrition or low

productivity.

PRINCIPLES OF HUMAN RESOURCE MANAGEMENT

Business consultants note that modern human resource management is guided by several overriding principles. Perhaps the paramount principle is a simple recognition that human resources are the most important assets of an organization; a business cannot be successful without effectively managing this resource. Another important principle, articulated by Michael Armstrong in his book A Handbook of Human Resource Management, is that business success "is most likely to be achieved if the personnel policies and procedures of the enterprise are closely linked with, and make a major contribution to, the achievement of corporate objectives and strategic plans." A third guiding principle, similar in scope, holds that it is the HR's responsibility to find, secure, guide, and develop employees whose talents and desires are compatible with the operating needs and future goals of the company. Other HRM factors that shape corporate culture—whether by encouraging integration and cooperation across the company, instituting quantitative performance measurements, or taking some other action—are also commonly cited as key components in business success. HRM, summarized Armstrong, "is a strategic approach to the acquisition, motivation, development and management of the organization's human resources. It is devoted to shaping an appropriate corporate culture, and introducing programs which reflect and support the core values of the enterprise and ensure its success."

Human Resource PlanningHuman resources planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization. Aging worker populations in most western countries and growing demands for qualified workers in developing economies have underscored the importance of effective Human Resources Planning.

As defined by Bulla and Scott, human resource planning is ‘the process for ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements’. Reilly defined workforce planning as: ‘A process in which an organization attempts to estimate the demand for labor and evaluate the size, nature and sources of supply which will be required to meet the demand.’[2] Human resource planning includes creating an employer brand, retention strategy, absence management strategy, flexibility strategy, talent management strategy, recruitment and selection strategy.

Industrial RelationshipsIndustrial relations is a multidisciplinary field that studies the employment relationship. Industrial relations is increasingly being called employment relations or employee relations because of the importance of non-industrial employment relationships; this move is sometimes seen as further broadening of the human resource management trend. Indeed, some authors now define human resource management as synonymous with employee relations. Other authors see employee relations as dealing only with non-unionized workers, whereas labor relations is seen as dealing with unionized workers. Industrial relations studies examine various employment situations, not just ones with a unionized workforce. However, according to Bruce E. Kaufman "To a large degree, most scholars regard trade unionism, collective bargaining and labor-management relations, and the national labor policy and labor law within which they are embedded, as the core subjects of the field."

Initiated in the United States at end of the 19th century, it took off as a field in conjunction with the New Deal. However, it is generally a separate field of study only in English-speaking countries, having no direct equivalent in continental Europe. In recent times, industrial relations has been in decline as a field, in correlation with the decline in importance of trade unions, and also with the increasing preference of business schools for the human resource management paradigm.

Industrial relations todayBy many accounts, industrial relations today is in crisis. In academia, its traditional positions are threatened on one side by the dominance of mainstream economics and organizational behavior, and on the other by postmodernism. In policy-making circles, the industrial relations emphasis on institutional intervention is trumped by a neoliberal emphasis on the laissez faire promotion of free markets. In practice, labor unions are declining and fewer companies have industrial relations functions. The number of academic programs in industrial relations is therefore shrinking, and scholars are leaving the field for other areas, especially human resource management and organizational behavior. The importance of work, however, is stronger than ever, and the lessons of industrial relations remain vital. The challenge for industrial relations is to re-establish these connections with the broader academic, policy, and business worlds.