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 Assignment 9 (Due: September 14, 2009, 13:00hrs)

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eyesee

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PostSubject: Assignment 9 (Due: September 14, 2009, 13:00hrs)   Sun Aug 09, 2009 9:32 pm

Interview a personnel/human resource manager on his concept on the nature, scope and role of human resource management. Do you agree with him? Explain. Is his concept similar to that of the management of his organization? If not, ask him how the differences are settled. (1500 words)
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Marlie E. Sisneros

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PostSubject: ass 9   Sat Aug 22, 2009 11:43 am

MARLIE's PAGE:

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------

QUESTION:Interview a personnel/human resource manager on
his concept on the nature, scope and role of human resource management.
Do you agree with him? Explain. Is his concept similar to that of the
management of his organization? If not, ask him how the differences are
settled. (1500 words)

RETORT:
Last time I interviewed Mr. Alexander Solano, the HR Manager of TEFASCO.
THe first thing I ask him is that how it is being a manager of a big company such as TEFASCO?
then he just smiled back and said, "for several years i've been a manager in the HR deparment, its probably difficult"! but its okey because he's well feed and well paid,he added with a laugh
according to him, managing and handling differrent kind of people is really hard, "it's really challenging" he said, "you need a lot of patience".
He then added that handling such task,much ,more he did multitasking or he is being multitasked in TEFASCO, needs an authority,because they have many employees. There are many conflicts Internal and External Issues and consequenses.""There is no Such a perfect company" Mr. Solano said,each has weaknesses and strenghts .Thats why The President and it's boards are making some strategic plans and actions to cope up in every situation and issues they are facing.
As the conversation got deeper, he said "one of the disadvantage of multitasking is the ownership of authority,who should do this,who should do that,would i need to do this, is it under my authority and the conflicts in time and schedule" sometimes [daw] he tends to question because of mutitasking, some assume to do the job that need to be done by him. He also added that the conflict in time and schedule also is an issue because example, like Mr. Solano, he is the Human Resource Manager as well as the Administration representative,when both have the same schedule for meetings and gatherings, it would be hard for him. But for several years he's been a manager he has already stretegies how to cope up in that situation.
TEFASCO has been operating it's shipments for 33 years. it had laid down its solid foundation on the ground and is still preparing it's uphill battle in its economical field in the coming years. It keeps on growing and booming..that's a big proof that they have a strong Human Resource Management.
DO You Agree with him?
- I should say that i agree with him. hes in that position for several years and i think that would be enough for me to trust him. because such a big company as TEFASCO entrusted that position for him, why should i not.i can say that Mr. Alexander Solano is a reliable and a trust worthy man.
i can say that all he stated are true in every situation in a company.
having a solid company needs a solid human resource department because it operates and controls every situation in a company.and TEFASCO is one of the most progressible company here in DAvao. so it means that their HR departmet is keeping on fulfilling it's missions, vissions and goals with sucess.


~FIN~


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Maria Theresa F. Rulete

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PostSubject: Re: Assignment 9 (Due: September 14, 2009, 13:00hrs)   Mon Aug 24, 2009 4:12 pm




Last October 01, 2009, our group for the HRM major paper had visited the Department of Education-Region XI. We have conducted our interview for our major paper and we have included the question on this assignment which is about a personnel’s concept on the nature, scope and role of human resource management.






We have been able to gather the answer for that question and we have asked the HRM Administrative Officer V of DepEd Region XI.





Human Resource Management has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization. Its objective is the maintenance of better human relations in the organization by the development, application and evaluation of policies, procedures and programmes relating to human resources to optimize their contribution towards the realization of organizational objectives.
In other words, HRM is concerned with getting better results with the collaboration of people. It is an integral but distinctive part of management, concerned with people at work and their relationships within the enterprise. HRM helps in attaining maximum individual development, desirable working relationship between employees and employers, employees and employees, and effective modeling of human resources as contrasted with physical resources. It is the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization.


Nature:

The human resources are multi¬dimensional in nature. From the national point of view, human resources may be defined as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the view¬point of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees.
Base on DepEd, it is about managing the employees of the organization that includes the keeping track of records, their attendance, their benefits, their concerns, trainings of different office divisions. More recently, organizations consider the "HR Department" as playing a major 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.


Scope:

The DepEd regional office consists of five divisions namely the Elementary Division, Secondary Division, Administrative Division, Budget and Finance, and Alternative Learning System. The Administrative Division classifies different sections which include Legal, Cashier, Supply, Record and the Personnel Section. The Personnel Section is considered as their Human Resource Management. The Human Resources Management (HRM) function includes a variety of activities including managing your approach to employee benefits and compensation, employee records and personnel policies. Aside from managing the office’s employees, The Dep Ed XI also caters the needs of the divisions of Region XI, from the divisions down to the districts and from the districts down to the schools in the said region.


Role:

The role of HR department is to understand employee's problems and solve them. Coordinate with every department. Particularly hr is committed on drawing up job descriptions, organizing the process of recruiting and selecting new staff, organize training (e.g. induction training for new staff), arrange and conduct performance appraisal, planning future staffing requirements, handling grievances, and implementing HRM policy, e.g. equal opportunities (line managers are expected to be aware of all legal requirements affecting HRM).

With the information she has given to us, of course, I would agree with her. It is because I believe on whatever she said and also, it is already obvious that whatever a HR department does in a particular company/organization, it would still be similar to the HR departments of different companies. And when we have visited their office, we have observed the works that they are doing.

Her answer is similar to the concept of his organization because HR department is the one who makes the process of bringing people and organizations together so that the goals of each are met. HR achieves and maintains high morale among employees, provides the organization with well-trained and well-motivated employees, helps the organization reach its goals, and enhance employee's capabilities to perform the present job.


http://expertscolumn.com/content/human-resource-management-nature-scope-objectives-and-function

My Blog: http://etelur.blogspot.com/2009/10/hrm-assignment-9.html




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jojimie

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PostSubject: Re: Assignment 9 (Due: September 14, 2009, 13:00hrs)   Tue Aug 25, 2009 1:50 pm

Interview a personnel/human resource manager on his concept on the nature, scope and role of human resource management. Do you agree with him? Explain. Is his concept similar to that of the management of his organization? If not, ask him how the differences are settled. (1500 words)




I have decided to interview Mr. Carlito S. Llano, the Human Resource Manager of my adopted company which is the LYR Marketing since I certainly know that he could share to me a lot of informations and his knowledge regarding human resource management. He is in the business for many years and has been a professor that's why I know that he can share to me according to what he learned and experienced.

Summing up all of the things he shared to me from the time I first interviewed him up to the time I asked him things merely on what are the human resource management role, scope and nature. I may say that human resource management includes the processes and practical techniques involved in managing people(workforce) in an organization. These normally refer to the relationship between management and workers and the behavior of workers in companies.

According to what I understood from the things Mr. Llano had shared to us, human resource management has two main goals. First of which is to effectively make use of the talents and abilities of employees which are related to the implementation of strategies directed towards creating and sustaining competitive advantage. And second is to enable employees to agree about the objectives and nature of their working environment and ensure them with their compensation and benefits he or she would receive for them to successfully accomplish their assignments.

Among the roles of a HR manager comprises planning and organizing for work and people, people acquisition and development, and administration of policies, programs and practices. Disciplinary procedures as well as procedures for recognizing employee for exemplary work also fall under the responsibilities of a human resource manager.

His concept is similar to that of his organization in which they give great value and importance to their greatest asset- their employees. They are willing to give and are bound to give more for their employees for they are the ones who had shared their talents and knowledge for the company. I agree with these concepts in that the main concerns are for the people who individually and collectively contribute to the achievement of the objectives of an organization. The benefits and compensations they acquire from being a member of the workforce gives them a greate usefulness, self-confidence, and respect from their fellow citizens as well s workers.



Razz


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Jevelyn Labor

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PostSubject: Re: Assignment 9 (Due: September 14, 2009, 13:00hrs)   Tue Aug 25, 2009 4:19 pm

I talked to my brother-in-law last week about the HR thing inside their company. He is the Manager in their LENDING COMPANY which is the RENMAR LENDING CORPORATION in TAGUM CITY. He's answers were substantial considering the fact that he is facing the HR handbook of their company hehe . So here are his answers.

NATURE:

• Personnel management includes the function of employment, development and compensation- These functions are performed primarily by the personnel management in consultation with other departments.It is an extension to general management. It is concerned with promoting and stimulating competent work force to make their fullest contribution to the concern. It exists to advice and assist the line managers in personnel matters. Therefore, personnel department is a staff department of an organization. It lays emphasize on action rather than making lengthy schedules, plans, work methods. The problems and grievances of people at work can be solved more effectively through rationale personnel policies. It is based on human orientation. It tries to help the workers to develop their potential fully to the concern. It also motivates the employees through it’s effective incentive plans so that the employees provide fullest co-operation. Personnel management deals with human resources of a concern. In context to human resources, it manages both individual as well as blue- collar workers.


SCOPE:


The scope of HR in RLC:
1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

ROLE:

1.Human Capital Steward. Acts as a guide and facilitator in partnership with employees with the aim of achieving the highest return possible on a company’s human capital investments. Compare: Skandia Navigator
2.Knowledge Facilitator. Facilitates both knowledge capital (held in explicit and implicit sources) and knowledge flows. Compare: Knowledge Management (Collison & Parcell)
3.Relationship Builder. Manages relationships between individuals and groups both internal and external to the organization to enhance social capital across the total value chain. Compare: Dimensions of Relational Work
4.Rapid Deployment Specialist. Takes responsibility for the development of flexible human capital resources with an emphasis on adaptability, tolerance




* The manager told me that his concept about the roles, scope and nature of HR is similar with its organizational concept. He may not be the manager in their HR department but he agrees on their corporation's concept.


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Alfredo V. Ala-an

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PostSubject: ASSIGNMENT 9   Fri Aug 28, 2009 5:06 am

Interview a personnel/human resource manager on his concept on the nature, scope and role of human resource management. Do you agree with him? Explain. Is his concept similar to that of the management of his organization? If not, ask him how the differences are settled. (1500 words)

Human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. It is the sum total or aggregate of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the persons employed in the organization.

The human resources are multi­dimensional in nature. From the national point of view, human resources may be defined as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the view­point of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees.

Arrow Human Resource Manage­ment: Nature

Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:

* It is pervasive in nature as it is present in all enterprises.
* Its focus is on results rather than on rules.
* It tries to help employees deve­lop their potential fully.
* It encourages employees to give their best to the organization.
* It is all about people at work, both as individuals and groups.
* It tries to put people on assigned jobs in order to produce good results.
* It helps an organization meet its goals in the future by providing for competent and well-moti­vated employees.
* It tries to build and maintain cordial relations between people working at various levels in the organization.
* It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, econo­mics, etc.

Arrow Human Resource Manage­ment: Scope

The scope of HRM is very wide:

1. Personnel aspect-This is con­cerned with manpower planning, recruitment, selection, place­ment, transfer, promotion, train­ing and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and ameni­ties such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management rela­tions, joint consultation, collec­tive bargaining, grievance and disciplinary procedures, settle­ment of disputes, etc.

One very important trend in the recent times has been the growth of human resource outsourcing. HR outsourcing is the outsourcing of peripheral but necessary administrative tasks such as payroll, benefits, education/training, recruiting personnel, administration, to realize economies of scale and achieve standardization of services.

Rapidly changing market dynamics and global competitive pressures have caused organizations to spend more time focusing on their core business. Organizations are fast realizing that they can't be all things to all people. So companies now, be it a software company, a service provider or a manufacturing firm, decide what they are good at and outsource everything else, i.e., focus on their core competency, and let someone else do the rest in a more efficient and cost-effective manner.

As a result, human resources outsourcing is becoming increasingly prevalent. The number of companies outsourcing HR activities continues to rise, and the scope of outsourced HR activities continues to expand. HR outsourcing can happen in HR functions, like payroll administration (producing checks, handling taxes, dealing with sick-time and vacations), employee benefits (Health, Medical, Life insurance, Cafeteria, etc), human resource management (hiring and firing, background interviews, exit interviews and wage reviews), risk management, etc. Outsourcing has become a common response to manage people and technology resources strategically, enhance services, and manage costs more effectively.

Outsourcing noncore activities allows HR professionals to move away from routine administration to a more strategic role. The organization can focus on higher value-added activities while the outsourcing provider takes care of the day-to-day administration. Critical internal resources, such as technology and talent, can be devoted to company's core business. Outsourcing reduces the need for large capital expenditures in noncore functions. Thus, outsourcing becomes a strategy for reducing the capital intensity of the business. This strategy has gained popularity as companies aim to become more nimble and gain the speed and flexibility necessary to compete in today's business environment. A growing number of executives understand the benefits it can bring in terms of not only cost savings, but also heightened strategic focus. Many recognize outsourcing relationships as long-term partnerships created to further the strategic goals of the organization.



Arrow Role of Human Resource


Some industry commentators call the Human Resources function the last bastion of bureaucracy. Traditionally, the role of the Human Resource professional in many organizations has been to serve as the systematizing, policing arm of executive management.

In this role, the HR professional served executive agendas well, but was frequently viewed as a road block by much of the rest of the organization. While some need for this role occasionally remains — you wouldn’t want every manager putting his own spin on a sexual harassment policy, as an example — much of the HR role is transforming itself.

The role of the HR manager must parallel the needs of his or her changing organization. Successful organizations are becoming more adaptive, resilient, quick to change direction and customer-centered. Within this environment, the HR professional, who is considered necessary by line managers, is a strategic partner, an employee sponsor or advocate and a change mentor.
Strategic Partner

In today’s organizations, to guarantee their viability and ability to contribute, HR managers need to think of themselves as strategic partners. In this role, the HR person contributes to the development of and the accomplishment of the organization-wide business plan and objectives.

The HR business objectives are established to support the attainment of the overall strategic business plan and objectives. The tactical HR representative is deeply knowledgeable about the design of work systems in which people succeed and contribute. This strategic partnership impacts HR services such as the design of work positions; hiring; reward, recognition and strategic pay; performance development and appraisal systems; career and succession planning; and employee development.

Arrow Idea:

Arrow Nature - to the nature of human resource base on what above said, well all i can say is nature is just like the resources that are available. Above, it say's bonding up all together all the available resources or the nature to make it work as one. So, in that i am in favor of that as what it means. In binding up all the resources it needs it should apply also or consider the rules, the benefits and etc. in order to satisfy the needs of the workers in the company. It just like giving the best for the customer and the workers of the company plus the benefits of the growing company. cheers agree!!cheers

Arrow Scope - to the scope of the human resource as what it say's above, in my opinion the scope means the area or the limitations of area you should be handle,it means that you should know the scope of your company in order to make it runs smoothly. In the personnel part, it include the recruitment process, man power, placement ,promotion and etc those thing belongs to the part of it. The second was the, welfare aspect, includes the canteens , working place , housing , medical assistant to the employees and etc. The third part was the industrial union-management rela­tions, joint consultation, collec­tive bargaining, grievance and disciplinary procedures, settle­ment of disputes, etc.
cheers agree! cheers

Arrow Role - to the role of the human resource, as what in my mind "it is all about planning" what is the best in the company, where it will hold or go in the future . Role means the what is your company does, the companies purpose the role of it why it was established to what is the goal of it the mission of the company. Another important thing was the growing up of the company ! cheers agree!! cheers

source:

http://ezinearticles.com/?Human-Resource-Management---Nature,-Scope,-Objectives-and-Function&id=2658370

http://humanresources.about.com/od/hrbasicsfaq/a/hr_role.htm


http://www.coolavenues.com/know/hr/shraddha_1.php3


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Joseph Ethel Valdez

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PostSubject: Re: Assignment 9 (Due: September 14, 2009, 13:00hrs)   Fri Aug 28, 2009 12:42 pm

In this assignment, we are required to interview a personnel/human resource manager on his concept on the nature, scope and role of human resource management. The personnel I interviewed was OIC of the HR department of Ansuico, Incorporated because the former HR Manager has resigned.

The nature of Human Resource Management Roles

Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:

• It is pervasive in nature as it is present in all enterprises.
• Its focus is on results rather than on rules.
• It tries to help employees deve¬lop their potential fully.
• It encourages employees to give their best to the organization.
• It is all about people at work, both as individuals and groups.
• It tries to put people on assigned jobs in order to produce good results.
• It helps an organization meet its goals in the future by providing for competent and well-moti¬vated employees.
• It tries to build and maintain cordial relations between people working at various levels in the organization.
• It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, econo¬mics, etc.

“Yes, Similarly there is a trend in which businesses are shedding all functions that are not directly related to core business, and in the process many HRM functions are being outsourced. Hence the change in the nature of services provided.”

THE SCOPE OF HUMAN RESOURCE MANAGEMENT


The scope of human resource management outlined below includes an outline of transformation and development issues, tentative generic skills required in performing HRM roles, as well as the roles of a human resource management practitioner (line management and HRM professionals). With regard to the latter, the assumption is made that roles are inter-linked and interdependent, even though these relationships may not be expressly stated in each case.

Transformation and development issues

• Knowledge management which entails accumulating & capturing
• Knowledge in large organisations for future application & use (organisation memory)
• Reconciliation management
• Work creation as opposed to job creation
• Manage the transfer of HRM functions and skills to line management
• Marketing of HRM to line management
• Development of contextual approaches to HRM
• Multi-skilling and /or multi-tasking
• Increased societal responsibility
• Managing people in virtual work environments
• Focus on deliverables rather than doables
• Develop additional means of assessing HRM
• Appreciation and assessment of intellectual capital
• Take HRM from a business partner to a business itself / Managing HRM as a business unit
• Adviser / consultant to line management

Supportive generic skills

This is not intended to be final outline of human resource skills but the following have emerged during the process as important skills for human resource practitioner to possess. These are:
• Project management
• Consulting skills
• Entrepreneurship
• Self management
• Communication skills
• Facilitation skills
• Presentation skills
• Skills for transforming groups into self-directed mutually controlled high performing work teams
• Trans-cultural skills
• Mediation & arbitration skills
• Financial skills
• Problem-solving
• Diagnostic skills

To make it short the scope of HRM is very wide are as follows:
1. Personnel aspect-This is con¬cerned with manpower planning, recruitment, selection, place¬ment, transfer, promotion, train¬ing and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and ameni¬ties such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management rela¬tions, joint consultation, collec¬tive bargaining, grievance and disciplinary procedures, settle¬ment of disputes, etc.

Core roles in Human Resource Management

The core roles of human resource management are grouped below into four categories. The titles of the clusters are tentative, and are open for comment.
STRATEGIC PERSPECTIVE

1.)Develop Human Resource plans and strategies aligned to the organisation’s strategic direction and business strategy. Provide tools and tactics to enhance execution of these strategies
2.)Integrate HRM with current and pending legislation and socio-political changes.
3.)Integrate Human Resource Management with general organisational management.
4.)Manage the interface between HRM processes and systems.
5.)Formulate and communicate HRM policies.
6.)Act as the conscience of employer with respect to people issues.
7.)Scan the environment (both international and national) and identify emerging trends that will affect the organisation and the management of people therein.
8.)Assess the long-term impact of short-term decisions on people.
9.)Manage people related issues accompanying mergers, alliances and acquisitions.
10.) Express (embody) the philosophy and values regarding people management in the organisation.

ORGANIZATIONAL DESIGN

1.)Analyse work processes and recommend improvements where necessary.
2.)Recommend options for organisational design & structure.

CHANGE MANAGEMENT

1.)Advise management on implications of change for employees.
2.)Co-ordinate & facilitate the change process.
3.)Facilitate changed relationships.
4.)Provide support structures for employees during change.
5.)Deliberate and proactive management of the changing environment and its implications for work and the organization.

CORPORATE WELLNESS MANAGEMENT

1.)Develop and communicate policies and procedures with regard to the management of wellbeing
2.)Manage occupational health and safety
3.)Manage wellbeing (Employee Assistance programs & Health Promotion programs)

“The role of the HR professional is changing. In the past, HR managers were often viewed as the systematizing, policing arm of executive management. Their role was more closely aligned with personnel and administration functions that were viewed by the organization as paperwork.
When you consider that the initial HR function, in many companies, comes out of the administration or finance department because hiring employees, paying employees, and dealing with benefits were the organization's first HR needs, this is not surprising.
In this role, the HR professional served executive agendas well, but was frequently viewed as a road block by much of the rest of the organization. While some need for this role occasionally remains — you wouldn’t want every manager putting his own spin on a sexual harassment policy, as an example — much of the HR role is transforming itself.”

References:
http://ph.88db.com/ph/Knowledge/Knowledge_Detail.page/Business_Services/?kid=4257
http://www.mbaboleto.com/Core%20Roles%20In%20Human%20Resource%20Management.pdf
http://www.blurtit.com/q636223.html
http://www.scribd.com/doc/3266422/scope-of-hrm

My BLog:http://jevaldez.blogspot.com Arrow Arrow


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juvilynconsejo

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PostSubject: needs improvement?   Thu Sep 03, 2009 3:05 pm

Nature

Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:

* It is pervasive in nature as it is present in all enterprises.
* Its focus is on results rather than on rules.
* It tries to help employees deve­lop their potential fully.
* It encourages employees to give their best to the organization.
* It is all about people at work, both as individuals and groups.
* It tries to put people on assigned jobs in order to produce good results.
* It helps an organization meet its goals in the future by providing for competent and well-moti­vated employees.
* It tries to build and maintain cordial relations between people working at various levels in the organization.
* It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, econo­mics, etc.

Scope

The scope of HRM is very wide:

1. Personnel aspect-This is con­cerned with manpower planning, recruitment, selection, place­ment, transfer, promotion, train­ing and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and ameni­ties such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management rela­tions, joint consultation, collec­tive bargaining, grievance and disciplinary procedures, settle­ment of disputes, etc.

Human resource management has a lot of scope in future market by different ways.
New business strategies that require more teamwork to survive to serve and to succeed, organizations need to accomplish goals. The market needs to rely on teams of workers. Teams mean diverse workforces whether as a result of drawing from the most talented or experienced staff or through deliberately structuring diversity to stimulate creativity.

Market need Human resource for found that only through work team can they execute newly adopted strategies stressing better quality, innovation, cost control or speed.
Human resource management empowerment of lower level workers increased autonomy and responsibilities. And ability to attract and retain top talent. Teams also facilitate innovation by bringing together experts with different knowledge bases and perspectives. Such as in concurrent engineering a design process that relies on teams do expert from design manufacturing and marketing.

Young and old male and female encourage and do better and less well education these are just some of the dimensions along which team members may differ. Coordinating team talents to develop new products. Better customer services or ways of working more efficiently is a difficult yet essential aspect of business strategy. Human resource management indeed have a good scope in marketing for future and the market will increase their profit by human resource.

Role

The human resource function has gone from the traditional hire and fire role to a strategic partner at the table with finance, operations and other business centers that are not centers of profit for the organization. The job of HR, as is the job of all such departments, is to ensure that the business gets the most out of its employees. Another way to put this is that the human resource management needs to provide a high return on the business’s investment in its people. This makes it a highly complex function – because it deals with not just management issues but human ones as well.

These 2 polarities are not always easy to balance and the human resource managers specifically try to maximize output from employees by instituting various schemes and policies. The following are some of the functions handled by the human resources team.

Handle compensation and rewards:–

Human resources are responsible for tying incentives and rewards to certain positions and roles in order to maximize performance levels. This is a strategic thinking task because it affects every single person in the organization and has to be planned separately for each position, depending on level, department and goals. Some jobs need to be more goal driven, such as sales so salary can be basic but commission can form the bulk of the remuneration, leading to more incentive to work effectively and close sales. Some firms tie top management’s salary to stock price but this can be risky. It is up to human resources to structure this important aspect to everyone’s satisfaction.

Recruitment:–

Another important task handled by the human resource function is the selection and retention of employees. If the right type of employees does not enter the organization, its days are numbered, because people drive almost any type of organization towards success.

Performance management:–

Regular, balanced and systematic appraisals must be administered consistently in order to evaluate the performance of each individual in the organization. This allows human resources to pinpoint the weaknesses of an individual’s work style and the strengths. They can then share this information with the employee in order to affect a change in performance. This in turn will lead to more productivity and potentially better returns on human investment.

Point of contact:–

The human resource personnel form the point of contact for an employee with any type of difficulty or query about their remuneration or other aspects of employment with the business. It is essential for someone to be available to answer questions and provide guidance. This communicates to the employee that the business cares about his or her concerns and is available to address them.

Employee expectations:–

The human resources function fulfills a very important ‘soft skill’, unspoken task – that of balancing employee expectations and the organization’s expectations. Both need to be addressed and aligned for a business to be successful and one with satisfied employees. Only a content and motivated employee will deliver good work, so it is the job of human resources to keep track of the expectations of the employee and those of the organization to ensure both are met simultaneously.

I am agree with him and honestly, I dont have any reaction regarding all those informations becauseit's helps me to understand more the concept of human resource management and I learned a lot.!

Reference:
http://www.blurtit.com/q636223.html
http://ezinearticles.com/?Human-Resource-Management---Nature,-Scope,-Objectives-and-Function&id=2658370
http://ezinearticles.com/?What-Role-Does-Human-Resource-Management-Play-In-A-Business?&id=563848


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jerald jean pullos

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PostSubject: ass9   Tue Sep 08, 2009 2:36 am

Human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organization’s workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. It is the sum total or aggregate of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the persons employed in the organization.

The human resources are multi­dimensional in nature. From the national point of view, human resources may be defined as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the view­point of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees.

Human Resource Manage­ment: Nature

Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:

* It is pervasive in nature as it is present in all enterprises.
* Its focus is on results rather than on rules.
* It tries to help employees deve­lop their potential fully.
* It encourages employees to give their best to the organization.
* It is all about people at work, both as individuals and groups.
* It tries to put people on assigned jobs in order to produce good results.
* It helps an organization meet its goals in the future by providing for competent and well-moti­vated employees.
* It tries to build and maintain cordial relations between people working at various levels in the organization.
* It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, econo­mics, etc.


Human Resource Manage­ment: Scope

The scope of HRM is very wide:

1. Personnel aspect-This is con­cerned with manpower planning, recruitment, selection, place­ment, transfer, promotion, train­ing and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and ameni­ties such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management rela­tions, joint consultation, collec­tive bargaining, grievance and disciplinary procedures, settle­ment of disputes, etc.



reference:
http://www.mbaboleto.com/Core%20Roles%20In%20Human%20Resource%20Management.pdf


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sharlyn joy pines

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PostSubject: Re: Assignment 9 (Due: September 14, 2009, 13:00hrs)   Tue Sep 08, 2009 5:29 pm



Before I go down on the concept of nature, scope and role of Human Resource Management, I would like to see a very concise background of a Human Resource Manager.

Human Resource Manager

A human resources manager is responsible for managing and overseeing the personnel department within a company, organization or agency. This includes posting advertisements or approving advertisements for new employees, screening resumes and applications, setting interview appointments and being involved in the hiring process. In most agencies the human resources manager is also key in providing employee supervision and evaluations, retraining employees, offering mediation services for struggling employees as well as firing employees that are not meeting standards.

He must be aware of local, state and federal employment guidelines, manage payroll issues, maintain employee records, complete and record insurance and other programs offered to employees and be able to assist employees in understanding and evaluating the participation in these programs. Human resource managers may also be actively involved in retraining or training new employees or existing employees or answering questions that employees may have on policies or procedures within the company or agency.

Workplace safety, employee absenteeism and health issues are also addressed by the human resources manager. The manager may be able to work directly with outside agencies to provide on-site counseling or even specialized programs for additions or crisis intervention counseling or services. Many human resource managers act as the bridge between management and workers in non-union companies. Conflict resolution and improving overall workplace moral is a key part of the role of a human resource manager.

And from the various definitions of Human Resource Management, I like to choose this understanding.

Human Resource Management

Administrative activities associated with human resources planning, recruitment, selection, orientation, training, appraisal, motivation, remuneration, etc. HRM aims at developing people through work.

The Concept on the Nature, Scope and Role of HRM


Human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. It is the sum total or aggregate of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the persons employed in the organization.

The human resources are multi¬dimensional in nature. From the national point of view, human resources may be defined as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the view¬point of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees.

Nature:

Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:

- It is pervasive in nature as it is present in all enterprises.
- Its focus is on results rather than on rules.
- It tries to help employees deve¬lop their potential fully.
- It encourages employees to give their best to the organization.
- It is all about people at work, both as individuals and groups.
- It tries to put people on assigned jobs in order to produce good results.
- It helps an organization meet its goals in the future by providing for competent and well-moti¬vated employees.
- It tries to build and maintain cordial relations between people working at various levels in the organization.
- It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, econo¬mics, etc.

Scope

The scope of HRM is very wide:

1. Personnel aspect

-This is con¬cerned with manpower planning, recruitment, selection, place¬ment, transfer, promotion, train¬ing and development, layoff and retrenchment, remuneration, incentives, productivity etc.

2. Welfare aspect

-It deals with working conditions and ameni¬ties such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.

3. Industrial relations aspect

-This covers union-management rela¬tions, joint consultation, collec¬tive bargaining, grievance and disciplinary procedures, settle¬ment of disputes, etc.


Role

In order to achieve the organizations objectives, Human Resource Manage¬ment undertakes the following activi¬ties:

1. Human resource or manpower planning.
2. Recruitment, selection and place¬ment of personnel.
3. Training and development of employees.
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 organiza¬tional relationship.
9. Collective bargaining, contract negotiation and grievance hand¬ling.
10. Staffing the organization.
11. Aiding in the self-development of employees at all levels.
12. Developing and maintaining motivation for workers by pro¬viding 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.

Strategic Role for HR

- “contributing at the table” to organizational results
- HR becomes a strategic partners by:

  • Focusing on developing HR programs that enhance organizational performance
    Involving HR at the strategic planning onset
    Participating on decision making on mergers, acquisitions and downsizing
    Redesigning organizations and work processes
    Accounting and documenting the financial result of HR activities


In the case of the visited company (Ansuico, Incorporated):


As I could remember during an interview with the company’s HR manager, she mentioned less on the nature, scope and roles of the HR Management. It’s because, they were not allowed to talk much about the company for the reason that the management keeps it confidential. Below are from the above information that befit the company’s nature, scope and role of HR Management:

Nature:


- It tries to help employees develop their potential fully.
- It encourages employees to give their best to the organization.
- It is all about people at work, both as individuals and groups.
- It tries to put people on assigned jobs in order to produce good results.
- It helps an organization meet its goals in the future by providing for competent and well-moti¬vated employees.

Scope:

4. Personnel aspect
- con¬cerned with manpower planning, recruitment, selection, place¬ment, train¬ing and development, incentives, productivity etc.

5. Welfare aspect
-It deals with working conditions and ameni¬ties such as trainings, assistance, education, health and safety, etc.

6. Industrial relations aspect
-This covers union-management rela¬tions, joint consultation, collec¬tive bargaining, grievance and disciplinary procedures, settle¬ment of disputes, etc.

Roles:


- Aiding in the self-development of employees at all levels.
- Developing and maintaining motivation for workers by pro¬viding incentives.
- Recruitment, selection and place¬ment of personnel.
- Training and development of employees

Administrative role


- clerical and administrative support operations (payroll and benefits work)
- Technology is transforming how HR services are delivered

Operational and Employee Advocate Role


- “champion” for employee concerns
- Employee crisis management
- Responding to employee complaints

References:

http://www.businessdictionary.com/definition/human-resource-management-HRM.html
http://www.jobprofiles.org/bushrmanager.htm
http://ezinearticles.com/?Human-Resource-Management---Nature,-Scope,-Objectives-and-Function&id=2658370
http://www.scribd.com/doc/12925140/CHANGING-NATURE-OF-HUMAN-RESOURCE-MANAGEMENT

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Shiela Marie P. Nara

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PostSubject: Re: Assignment 9 (Due: September 14, 2009, 13:00hrs)   Tue Sep 08, 2009 7:18 pm

Assignment 9: Interview a personnel/human resource manager on his concept on the nature, scope and role of human resource management. Do you agree with him? Explain. Is his concept similar to that of the management of his organization? If not, ask him how the differences are settled. (1500 words)


Regarding this task, I chose as my interviewee the administrative officer V of the Personnel Section of the Administrative Division of The Department of Education Regional Office XI.

Asked about her concept about human resource management, from its nature and scope to its role in their firm, the following are her answers based on her own insights and the views of the firm she involved in.


Human Resource Management

Nature


It is about managing the employees of the organization. It includes the keeping track of records their attendance, their benefits, their concerns, trainings of different office divisions. More recently, organizations consider the "HR Department" as playing a major 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.

Scope


As she mentioned, the regional office consists of five divisions namely the Elementary Division, Secondary Division, Administrative Division, Budget and Finance, and Alternative Learning System. The Administrative Division classifies different sections which include Legal, Cashier, Supply, Record and the Personnel Section. The Personnel Section is considered as their Human Resource Management. The Human Resources Management (HRM) function includes a variety of activities including managing your approach to employee benefits and compensation, employee records and personnel policies. Aside from managing the office’s employees, The Dep Ed XI also caters the needs of the divisions of Region XI, from the divisions down to the districts and from the districts down to the schools in the said region.

Their management however is limited to some aspects. Of course, they are not ones who manage the office’s supplies, budget and finance. From the word itself, one can understand their scope of management. They only manage the important matters of their “employees” as great resource in their organization. It also includes the records of the employees as opposed to the function of the record section which keeps the records of the regional office.

Role

In all organizations, there should be someone concerned with the welfare and performance of persons who are a part of the operation. When an individual or a team of individuals takes on this task of seeing to programs and setting policies that impact everyone associated with the company, they are engaged in the process of personnel management, sometimes referred to as human resources (HR).

Human resources management comprises 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 and Orientation, 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 and Performance appraisal.

Human resource management serves these key functions: Recruitment & Selection, Training and Development (People or Organization), Performance Evaluation and Management, Promotions/Transfer, Redundancy, Industrial and Employee Relations, Record keeping of all personal data., Compensation, pensions, bonuses etc in liaison with Payroll, Confidential advice to internal 'customers' in relation to problems at work , Career development , Competency Mapping (Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.) , Time motion study is related to HR Function, and Performance Appraisal.

Do you agree with her?

With the learnings I have regarding human resource management, I agree to what are the views of my interviewee.
It is because our interpretations met at an reasonable intersection of belief. The interviewee believes that her main concern as part of the personnel section is to cater the needs and benefits of the organization's employees. belive that form the name suggests, the hrm should be in charge of the management of the human resource. It includes any activities and these activities are already mentioned earlier and later.


Is her concept similar to that of the organization?

Based on the answers of the interviewee, it is then concluded that her concepts and the organization’s are similar to each other. On previous discussions, it is realized that personnel management and human resource management are just synonymous to some organization while the other distinguished their differences. Dep Ed XI Personnel Section allows the similarity to take in the context of managing their workforce. It is evident in our visit. When we asked to be sent to the human resource department, we end up in their personnel section.

Administrative discipline of hiring and developing employees so that they become more valuable to the organization. It includes (1) conducting job analyses, (2) planning personnel needs, and recruitment, (3) selecting the right people for the job, (4) orienting and training, (5) determining and managing wages and salaries, (6) providing benefits and incentives, (7) appraising performance, (8. ) resolving disputes, (9) communicating with all employees at all levels.

It is stated that the term means an administrative discipline in the company which provides the specific needs of the people ware so as their benefits and incentives and other programs. Additionally, this discipline is merely concerned on the processes with regards to the "EMPLOYEES" in the company.

Personnel management is concerned with the effective use of the skills of people. They may be salespeople in a store, clerks in an office, operators in a factory, or technicians in a research laboratory. In a business, personnel management starts with the recruiting and hiring of qualified people and continues with directing and encouraging their growth as they encounter problems and tensions that arise in working toward established goals.

This definition is generally meant for all the people, their skills, and its development in their respective organizations. Personnel management is the discipline which manages all of the processes concerned in the people of the organization. These processes start in the hiring of the employees to their development or growth and also to the level of managing tensions that arises among the employees.

Source. http://www.zeromillion.com/business/personnel/personnel-mangement.html#ixzz0QfaMPmTf


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John Paul Pulido

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PostSubject: Assignment 9   Sun Sep 13, 2009 11:57 pm

Last time, in our visit with the DMSF, we intervied Ms. Phoebie the Human Resourse Manager of the company and she discuss the role, scope, and the nature of Human Resource.

Role of Human Resource

The greatest role of HR is to give credit to the manpower. To give them ample treatments and benefits. To answer their needs, in times of crisis.


Human Resource Management Nature


Human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. It is the sum total or aggregate of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the persons employed in the organization.
The human resources are multi¬dimensional in nature. From the national point of view, human resources may be defined as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the view¬point of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees.
Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:

• It is pervasive in nature as it is present in all enterprises.
• Its focus is on results rather than on rules.
• It tries to help employees develop their potential fully.
• It encourages employees to give their best to the organization.
• It is all about people at work, both as individuals and groups.
• It tries to put people on assigned jobs in order to produce good results.
• It helps an organization meet its goals in the future by providing for competent and well-motivated employees.
• It tries to build and maintain cordial relations between people working at various levels in the organization.
• It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.

Human Resource Management Scope
The scope of HRM is very wide:
1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and amenities such as canteens, crèches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settle¬ment of disputes, etc.


Human Resource Management Functions


In order to achieve the above objectives, Human Resource Management undertakes the following activi¬ties:

1. Human resource or manpower planning.
2. Recruitment, selection and placement of personnel.
3. Training and development of employees.
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 hand¬ling.
10. Staffing the organization.
11. Aiding in the self-development of employees at all levels.
12. Developing and maintaining motivation for workers by pro¬viding 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.


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Sheila Capacillo

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PostSubject: Assignment 9   Mon Sep 14, 2009 12:04 am

Interview a personnel/human resource manager on his concept on the nature, scope and role of human resource management. Do you agree with him? Explain. Is his concept similar to that of the management of his organization? If not, ask him how the differences are settled.

Exclamation Question Exclamation Question



We will first define the meaning of Human resource management
Human resource management is resource-centred activity providing and deploying human resources catering to management needs. It is aligned to management interest being a management activity. Demand rather than supply is the focus of the activity. HRM emphasised on planning, monitoring and control. Human resources issues and problem solving is undertaken with other members of the management. Management of human resources is similar to other aspect of management in the organisation and an integrated part of it.

As we interview the human resource personnel of DLPC (Davao Light Power Company) she narrates the following:

Nature of Human Resource Management

1.Ogranisations is the people who manage.
2.HRM involves acquisitioning, developing, maintaining
3.Decisions relating to employees must be integrated.
4.Decisions made must influence the effectiveness of an organisation.
5.HRM functions are confirmed to Non-business organisation also.
1.Ogranisations is the people who manage.
2.HRM involves acquisitioning, developing, maintaining
3.Decisions relating to employees must be integrated.
4.Decisions made must influence the effectiveness of an organisation.
5.HRM functions are confirmed to Non-business organisation also.


Scope of Human Resource Management
Prospects
  • Industrial Realization
    Remunation
    Motivation
    Maintenance
    Nature of HRM
    Employee Hiring


Role of Human Resource Management•To assist employees in achieving their personal goals, these goals enhance the individual’s contribution to the organisation.
•To maintain the department’s contribution at a level appropriate to the organization's needs
•To recognize the role of HRM in bringing about organizational effectiveness.
•To be ethical and socially responsible to the needs and challenges of the society.
•Minimizing the negative impact of such demands on organisation.


Reflection:
In my own opinion, the scope, role and nature of the Human resource management of DLPC is good, because the coincide with each other in order to have a firm way ofmanaging,

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carla comoda

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PostSubject: Assignment 9 (Due: September 14, 2009, 13:00hrs)   Tue Sep 15, 2009 6:43 am

Interview a personnel/human resource manager on his concept on the nature, scope and role of human resource management. Do you agree with him? Explain. Is his concept similar to that of the management of his organization? If not, ask him how the differences are settled. (1500 words)

Personnel and HR managers develop and implement policies regarding employment and working conditions. They are also involved in hiring new staff.
Function of HR manager and Personnel manager

bounce Personnel Manager
-The function of a personnel manager usually begins with the staffing process. The manager may be focused on screening and interviewing applicants, with an eye to placing individuals with the right skill sets in the right position within the company. Along with placement, the HR manager may also oversee, or at least be involved in, the creation of entry level training programs, as well as continuing education opportunities for existing employees.

Determining company policies and procedures as they relate to personnel is another important aspect of the personnel management process. HR functions often include drafting vacation, sick leave, and bereavement policies that apply to all employees. The personnel management team is also often responsible for managing any healthcare program provided to the employees as well.

One aspect of company organization that needs the input of effective personnel management is the drafting of a company handbook. Establishing operation policies and procedures, requirements for employment, commendation and disciplinary procedures, and even something as simple as a dress code has to be compared with state and federal guidelines before the handbook is ready for release to the company at large. Personnel managers and the HR staff are ideal for drafting and reviewing the company handbook.

Sometimes overlooked in the course of personnel management is the emotional welfare of the employees. Increasingly, more personnel managers understand that a well-adjusted employee is an asset to the company. To this end, many people in charge of personnel management try to provide opportunities for employees who are in need of counseling to receive support from the company.

This support often involves scheduling time during working hours for the counseling sessions, and perhaps picking up the cost if insurance does not cover counseling. As with continuing educational programs, counseling is seen as another way that the company invests in the future relationship between the employee and the employer. A good HR manager understands this and will strive to make sure this sort of support is available.



bounce Human Resources Manager

The current business and legal climate have changed both the function and the status of the human resources manager in many organizations. Employers worry about frequent or expensive legal claims by employees, particularly in relation to discrimination and downsizing. At the same time, hiring, training, and keeping skilled employees has become a priority for businesses concerned about their competitiveness. As a result, the professional expertise required for the human resources function has increased.

The current business and legal climate have changed both the function and the status of the human resources manager in many organizations. Employers worry about frequent or expensive legal claims by employees, particularly in relation to discrimination and downsizing. At the same time, hiring, training, and keeping skilled employees has become a priority for businesses concerned about their competitiveness. As a result, the professional expertise required for the human resources function has increased.
bounce

bounce What personnel / HR managers do?
• organize and co-ordinate the recruitment and selection of new staff
• design and implement staff appraisal systems and develop effective training policies
• advise general managers on disciplinary issues
• monitor employment legislation
• advise senior management on pay and conditions, retention rates and business policy affecting employee relations
• keep up to date with best practice in recruitment and selection
• Maintain staff records.
It is very necessary to train the HR and Personnel manager in order to have a productive management.

bounce Training to be a personnel / HR manager
It is possible to join an organization on a graduate training scheme as a human resources trainee. Otherwise, new graduates can study for an HR qualification through the Chartered Institute of Personnel and Development.


bounce The scope of Human resource and Personnel management include:

- Personnel Management and administration
- Industrial management
- Manpower management
- Organizational management
- cordial employee relations.






Reference:
http://www.hrpolicyanswers.com/xstore/catalog/HUMAN-RESOURCES-MANAGER-Writing-and-Decision-Making-Kit-p-31.html
http://www.get.hobsons.co.uk/advice/management-hr-manager Laughing bounce


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Ariel Serenado

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PostSubject: Re: Assignment 9 (Due: September 14, 2009, 13:00hrs)   Tue Sep 15, 2009 1:43 pm

For this assignment we are tasked to interview Human Resource Manager personnel or manager regarding his concept on the nature, scope and role of human resource management.

Since our adopted company for our Human Resource Management Major Paper is the Department of Education region XI we also grabbed the opportunity to interview the HRM personnel in the above-stated matter. Our interviewee was Rosalaine Marangan, Administrative Officer V and also the HRM head of DepED.

Definition:

Human Resource Management has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization. Its objective is the maintenance of better human relations in the organization by the development, application and evaluation of policies, procedures and programmes relating to human resources to optimize their contribution towards the realization of organizational objectives.
In other words, HRM is concerned with getting better results with the collaboration of people. It is an integral but distinctive part of management, concerned with people at work and their relationships within the enterprise. HRM helps in attaining maximum individual development, desirable working relationship between employees and employers, employees and employees, and effective modeling of human resources as contrasted with physical resources. It is the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization.

Evolution:

The early part of the century saw a concern for improved efficiency through careful design of work. During the middle part of the century emphasis shifted to the employee's productivity. Recent decades have focused on increased concern for the quality of working life, total quality management and worker's participation in management. These three phases may be termed as welfare, development and empowerment.

As for the group’s interview we have gathered the following answers:

Nature

1. Ogranisations is the people who manage.
2. HRM involves acquisitioning, developing, maintaining
3. Decisions relating to employees must be integrated.
4. Decisions made must influence the effectiveness of an organization.
5. HRM functions are confirmed to Non-business organization also.

Specifically, HRM has also these following nature:

Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:

• It is pervasive in nature as it is present in all enterprises.
• Its focus is on results rather than on rules.
• It tries to help employees develop their potential fully.
• It encourages employees to give their best to the organization.
• It is all about people at work, both as individuals and groups.
• It tries to put people on assigned jobs in order to produce good results.
• It helps an organization meet its goals in the future by providing for competent and well-motivated employees.
• It tries to build and maintain cordial relations between people working at various levels in the organization.
• It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.

Furthermore, concerned with the transactions on retirement, hiring and any human resource-related operations.

Scope

According to Ma’am Rosalaine that the operation as to hoe the personnel respond to a certain transaction is centralized. Meaning to say, all matters are mandated by the administrative office and beyond that is not entertained by their personnel. They are only up to what the center office is mandating.

The scope of HRM is very wide:

1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. As for the industrial relations aspect, there has been no union-management relation existing within the firm.
HRM is one of the pillars of any organization. That is why they are very particular with the roles and functions of the personnel within the HRM division. Roles or functions are as follows:

1. Human resource or manpower planning.
2. Recruitment, selection and placement of personnel.
3. Training and development of employees.
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 manpower 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.

Human resource management is also in the process of change with regard to the nature of the role performed. In the past many functions were performed by HRM professionals themselves, the role they are taking on, is one of consultant to line management, where line managers perform many of the functions traditionally handled by HRM professionals. Similarly there is a trend in which businesses are shedding all functions that are not directly related to core business, and in the process many HRM functions are being outsourced. Hence the change in the nature of services provided.

The activity of generating unit standards and designing qualifications can be used as an opportunity to catapult HRM practices into the future. To do this, those issues which are going to shape the future for HRM need to be identified and analyzed, especially in relation to current roles that will still be required of HRM practitioners. These issues are central to the activity of generating unit standards (e.g. outsourcing, societal responsibility) and their impact on HRM roles (e.g. staffing, performance management).

To conclude Human Resource Management should be linked with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. All the above futuristic visions coupled with strategic goals and objectives should be based on 3 H's of Heart, Head and Hand i.e., we should feel by Heart, think by Head and implement by Hand.


Source:
http://www.citehr.com/79624-nature-scope-human-resource-management.html#post321558
http://wiki.answers.com/Q/What_is_nature_and_scope_of_human_resource_managemen



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neil rey c. niere

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PostSubject: Assignment 9   Sun Sep 20, 2009 5:29 pm

Interview a personnel/human resource manager on his concept on the nature, scope and role of human resource management. Do you agree with him? Explain. Is his concept similar to that of the management of his organization? If not, ask him how the differences are settled. (1500 words)

Human resource management is one of the most populer decipline as the days are becoming more and more competitive you need to have the best possible people. apart from hiring retaining and getting the best productivity,industrial relations,compensation,performance appraisal are the specialised aspect and unlike old time it can not be handled by any manager. you need to have a well equipped Human resource department headed by a very senior HR professional.today HRM is as importantas Finance or Marketing and operation

Human Resource Manage­ment: Nature

Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:


It is pervasive in nature as it is present in all enterprises.
Its focus is on results rather than on rules.
It tries to help employees deve­lop their potential fully.
It encourages employees to give their best to the organization.
It is all about people at work, both as individuals and groups.
It tries to put people on assigned jobs in order to produce good results.
It helps an organization meet its goals in the future by providing for competent and well-moti­vated employees.
It tries to build and maintain cordial relations between people working at various levels in the organization.
It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, econo­mics, etc.

Human Resource Manage­ment: Scope

The scope of HRM is very wide:

Personnel aspect-This is con­cerned with manpower planning, recruitment, selection, place­ment, transfer, promotion, train­ing and development, layoff and retrenchment, remuneration, incentives, productivity etc.

Welfare aspect-It deals with working conditions and ameni­ties such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.

Industrial relations aspect-This covers union-management rela­tions, joint consultation, collec­tive bargaining, grievance and disciplinary procedures, settle­ment of disputes, etc.

Human Resource Management: Role

Human resources have two roles in risk management. First, people are a source of risk, e.g., shortage of employees, people doing sloppy work, an employee refusing to take on additional responsibility, or a key employee leaving two months after completion of a one-year training program. Second, people are important in handling risk, e.g., people using their ingenuity to solve unexpected problems, employees going the extra mile for the good of the organization, a key employee redesigning her own job to avoid unnecessary delays in getting work done, or an employee persuading a talented friend to apply for a position in the business.

Human resources include more than regular full-time employees. They include all management and labor personnel, family and non-family members, full-time and part-time people, and seasonal and year-round employees.

Human resources play important roles in farm businesses of all sizes. Orientation and training matter as much for one employee as for 20 employees. A business with just two people can have serious conflicts that jeopardize the business’ continuity and success. No team of people is so small as to avoid the need for leadership or so large as to make leadership impossible.

Risk specialists have traditionally focused mostly on important causes of risk such as weather, disease and natural calamities, and ways to deal with the risk. Risk management has paid little attention to human resources and human resource calamities such as divorce, chronic illness, accidental death, or the impact of interpersonal relations on businesses and families. Including human resources in risk management reflects the fact that people are fundamental to accomplishing farm goals. Human resources affect most production, financial, and marketing decisions. People can help or get in the way of accomplishing what managers have planned.


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florenzie_palma

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PostSubject: Re: Assignment 9 (Due: September 14, 2009, 13:00hrs)   Wed Sep 30, 2009 7:02 pm

thinking...&nbsp;<img src="http://illiweb.com/fa/i/smiles/icon_rolleyes.gif" smilieid="14" border="0"> <br>
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PostSubject: HRM_ASSIGNMENT 9   Thu Oct 01, 2009 1:09 am

Interview a personnel/human resource manager on his concept on the nature, scope and role of human resource management. Do you agree with him? Explain. Is his concept similar to that of the management of his organization? If not, ask him how the differences are settled. (1500 words)



Short-live discussion....

In justifying this view, I had interview an HRM personnel and act as the head of the HRM department in the LGU of Tagum city. Due to the fact that the Human Resource was built through the idea of protecting and giving the right benefits among its people and especially conerning the employees.

Now, the appoint question is?
What could be her concept on the nature, scope and the role of the human resource in the management?

She just siplmy answer "Of cource to the whole functions of the management and especially to give the suitable benifits among our employees."

Why?
Because subdue to the task and duties of the office, we are reliable enough in giving the proper benefits to out employees and among the people living here in the tagum specifically and maybe the other HR department in different sectors will do the right thing.

In this role, the HR management served executive agendas well, but was frequently viewed as a road block by much of the rest of the organization. While some need for this role occasionally remains — you wouldn’t want every manager putting his own spin on a sexual harassment policy, as an example — much of the HR role is transforming itself.

In addition, the role of the HR mangement must parallel the needs of his or her changing organization. Successful organizations are becoming more adaptive, resilient, quick to change direction and customer-centered. Within this environment, the HR professional, who is considered necessary by line managers, is a strategic partner, an employee sponsor or advocate and a change mentor.

Continue with the conversation she added the:

Employee Advocate

As an employee sponsor or advocate, the HR manager plays an integral role in organizational success via his knowledge about and advocacy of people. This advocacy includes expertise in how to create a work environment in which people will choose to be motivated, contributing, and happy.

Fostering effective methods of goal setting, communication and empowerment through responsibility, builds employee ownership of the organization. The HR professional helps establish the organizational culture and climate in which people have the competency, concern and commitment to serve customers well.

In this role, the HR manager provides employee development opportunities, employee assistance programs, gainsharing and profit-sharing strategies, organization development interventions, due process approaches to problem solving and regularly scheduled communication opportunities.

Through this discussion and brief orientation, I can agree with her, because as what Human Resource Management intended to be and then it will actually acted and mandated among peoples rights and benefits.

Discussion ended....
thank you..!

lol! lol!
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amielou.falcon

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PostSubject: Assignment 9 (Due: September 14, 2009, 13:00hrs)   Thu Oct 01, 2009 4:27 am

Interview a personnel/human resource manager on his concept on the nature, scope and role of human resource management. Do you agree with him? Explain. Is his concept similar to that of the management of his organization? If not, ask him how the differences are settled. (1500 words)

Interview Proper:
The interview was done at LGU Mabini, Mabini Compostela Valley Province
at the Human Resource Development Section with the
Human Resource Management Officer.

What is Human Resource all about and its nature?
Answer:


“It refers to the people and staff that operates an organization as contrasted with the financial and material resources of an organization. It is a single person or employee in an organization.”


scope:

♥️ employee's,
♥️ staff
♥️ and casualties

○this is concerning the employee's personal information, files and records of service.

role:

“HR in actuality is considered as the life-blood of any organization. No organization ever survived without its human resources. It is still the best and biggest resource there (in organization) ever. In the local government agencies, it is the human resource that upholds its continued operation. Because local government acts mostly the basic services, HR is the best provider of such. Without HR, basic services likely health services in the remote areas of the municipality may not be catered."

I agree with her concept of management with their organization, because if we are to define HR, Human resources is a term used to refer to how people are managed by organizations. therefore, it is the field that has incouraged from a traditionally administrative function to a strategic one that recognizes the associates between talented and engaged people and organizational success.


Furthermore, in organizations, it is important to establish both current and future organizational supplies for both interior employees and the dependent workforce in terms of their skills/technical abilities, competencies, flexibility etc. The HRD requires consideration of the internal and external factors that can have an effect on the researching, development, motivation and preservation of employees and other workers. The external factors are those largely without the control of the organization and include issues such as the work pressure, current and future trends of the working relations such as skills, education level, government investment into their present workplace. On the other hand internal influences are broadly within the control of the organization to predict determine and monitor, for example the organizational culture underpinned by management behaviors (or style), environmental climate and the approach to ethical and corporate social responsibilities.
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kristine_delatorre

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PostSubject: Re: Assignment 9 (Due: September 14, 2009, 13:00hrs)   Thu Oct 01, 2009 5:53 am

Human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organization’s workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. It is the sum total or aggregate of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the persons employed in the organization.

The human resources are multi­dimensional in nature. From the national point of view, human resources may be defined as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the view­point of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees.

Human Resource Manage­ment: Nature

Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:

* It is pervasive in nature as it is present in all enterprises.
* Its focus is on results rather than on rules.
* It tries to help employees deve­lop their potential fully.
* It encourages employees to give their best to the organization.
* It is all about people at work, both as individuals and groups.
* It tries to put people on assigned jobs in order to produce good results.
* It helps an organization meet its goals in the future by providing for competent and well-moti­vated employees.
* It tries to build and maintain cordial relations between people working at various levels in the organization.
* It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, econo­mics, etc.



Human Resource Manage­ment: Scope

The scope of HRM is very wide:



1. Personnel aspect-This is con­cerned with manpower planning, recruitment, selection, place­ment, transfer, promotion, train­ing and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and ameni­ties such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management rela­tions, joint consultation, collec­tive bargaining, grievance and disciplinary procedures, settle­ment of disputes, etc.



Human Resource Manage­ment: Objectives

To help the organization reach its goals.

To ensure effective utilization and maximum develop­ment of human resources.

To ensure respect for human beings. To identify and satisfy the needs of individuals.

To ensure reconciliation of indivi­dual goals with those of the organization.

To achieve and maintain high morale among employees.

To provide the organization with well-trained and well-motivated employees.

To increase to the fullest the employee’s job satisfaction and self-actualization.

To develop and maintain a quality of work life.

To be ethically and socially res­ponsive to the needs of society.

To develop overall personality of each employee in its multi­dimensional aspect.

To enhance employee’s capabi­lities to perform the present job.

To equip the employees with precision and clarity in trans­action of business.

To inculcate the sense of team spirit, team work and inter-team collaboration.

Human Resource Manage­ment: Functions

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.
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 man­power management in the organization
14. Potential Appraisal. Feedback Counseling.
15. Role Analysis for job occupants.
16. Job Rotation.

# Quality Circle, Organization development and Quality of Working Life.


http://francesrita.wordpress.com/2009/08/25/business-maker-academy/
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brian c. namuag

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PostSubject: Re: Assignment 9 (Due: September 14, 2009, 13:00hrs)   Thu Oct 01, 2009 10:19 am






In this assignment we are to
interview a personnel or human resource manager on his concept on the nature, scope and role of human resource management. Do we agree with him? Explain. Is his concept similar to that of the management of his organization? If not, ask him how the differences are settled.

Upon interviewing HR personnel, we gathered some information’s on her nature and scope of Human Resource Management but still its sufficient to answer the entire questions in this topic. We find hard time in interviewing her about the concept, nature and scope of Human Resource Management for the reasons that she only answers few questions. Let me first define some Nature, Scope and Role of Human Resource Management as a whole.

The nature of Human Resource Management Roles

Human resource management is also in the process of change with regard to the nature of the role performed. In the past many functions were performed by HRM professionals themselves, the role they are taking on, is one of consultant to line management, where line managers perform many of the functions traditionally handled by HRM professionals. Similarly there is a trend in which businesses are shedding all functions that are not directly related to core business, and in the process many HRM functions are being outsourced. Hence the change in the nature of services provided.

The activity of generating unit standards and designing qualifications can be used as an opportunity to catapult HRM practices into the future. To do this, those issues which are going to shape the future for HRM practices (termed transformation and development issues) need to be identified and analysed, especially in relation to current roles that will still be required of HRM practitioners. These issues are central to the activity of generating unit standards (e.g. outsourcing, societal responsibility) and their impact on HRM roles (e.g. staffing, performance management). In addition, supportive roles or functions required by HRM practitioners will also have to be identified in order to complete the HRM practitioners qualifications design package

Human Resource Management - Nature, Scope, Objectives and Function

Human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. It is the sum total or aggregate of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the persons employed in the organization.

The human resources are multidimensional in nature. From the national point of view, human resources may be defined as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the viewpoint of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees.

Human Resource Management: Definition

Human Resource Management has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization. Its objective is the maintenance of better human relations in the organization by the development, application and evaluation of policies, procedures and programmes relating to human resources to optimize their contribution towards the realization of organizational objectives.

In other words, HRM is concerned with getting better results with the collaboration of people. It is an integral but distinctive part of management, concerned with people at work and their relationships within the enterprise. HRM helps in attaining maximum individual development, desirable working relationship between employees and employers, employees and employees, and effective modeling of human resources as contrasted with physical resources. It is the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization.

Human Resource Management: Evolution


The early part of the century saw a concern for improved efficiency through careful design of work. During the middle part of the century emphasis shifted to the employee's productivity. Recent decades have focused on increased concern for the quality of working life, total quality management and worker's participation in management. These three phases may be termed as welfare, development and empowerment.

Human Resource Management: Nature

Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:
• It is pervasive in nature as it is present in all enterprises.
• Its focus is on results rather than on rules.
• It tries to help employees develop their potential fully.
• It encourages employees to give their best to the organization.
• It is all about people at work, both as individuals and groups.
• It tries to put people on assigned jobs in order to produce good results.
• It helps an organization meet its goals in the future by providing for competent and well-motivated employees.
• It tries to build and maintain cordial relations between people working at various levels in the organization.
• It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.

Human Resource Management: Scope

The scope of HRM is very wide:
1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

Human Resource Management: Beliefs

The Human Resource Management philosophy is based on the following beliefs:
• Human resource is the most important asset in the organization and can be developed and increased to an unlimited extent.
• A healthy climate with values of openness, enthusiasm, trust, mutuality and collaboration is essential for developing human resource.
• HRM can be planned and monitored in ways that are beneficial both to the individuals and the organization.
• Employees feel committed to their work and the organization, if the organization perpetuates a feeling of belongingness.
• Employees feel highly motivated if the organization provides for satisfaction of their basic and higher level needs.
• Employee commitment is increased with the opportunity to dis¬cover and use one's capabilities and potential in one's work.
• It is every manager's responsibility to ensure the development and utilisation of the capabilities of subordinates.

Human Resource Management: Objectives

• To help the organization reach its goals.
• To ensure effective utilization and maximum development of human resources.
• To ensure respect for human beings. To identify and satisfy the needs of individuals.
• To ensure reconciliation of individual goals with those of the organization.
• To achieve and maintain high morale among employees.
• To provide the organization with well-trained and well-motivated employees.
• To increase to the fullest the employee's job satisfaction and self-actualization.
• To develop and maintain a quality of work life.
• To be ethically and socially responsive to the needs of society.
• To develop overall personality of each employee in its multidimensional aspect.
• To enhance employee's capabilities to perform the present job.
• To equip the employees with precision and clarity in trans¬action of business.
• To inculcate the sense of team spirit, team work and inter-team collaboration.

Human Resource Management: Functions

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.
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.

Human Resource Management: Major Influencing Factors

In the 21st century HRM will be influenced by following factors, which will work as various issues affecting its strategy:
• Size of the workforce.
• Rising employees' expectations
• Drastic changes in the technology as well as Life-style changes.
• Composition of workforce. New skills required.
• Environmental challenges.
• Lean and mean organizations.
• Impact of new economic policy. Political ideology of the Govern¬ment.
• Downsizing and rightsizing of the organizations.
• Culture prevailing in the organization etc.

Sources:
http://expertscolumn.com/content/human-resource-management-nature-scope-objectives-and-function



My Blog: http://brian-takealook.blogspot.com/



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Stihl Lhyn Samonte

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PostSubject: HRM Assignment 9   Thu Oct 01, 2009 11:05 am

Human Resource Management

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have 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 have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.

The strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. In simple sense, HRM means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.

Nature of Human Resource Management

Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:
• It is pervasive in nature as it is present in all enterprises.
• Its focus is on results rather than on rules.
• It tries to help employees deve¬lop their potential fully.
• It encourages employees to give their best to the organization.
• It is all about people at work, both as individuals and groups.
• It tries to put people on assigned jobs in order to produce good results.
• It helps an organization meet its goals in the future by providing for competent and well-moti¬vated employees.
• It tries to build and maintain cordial relations between people working at various levels in the organization.
• It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, econo¬mics, etc.

Scope of Human Resource Management

Human resource management has a lot of scope in future market by different ways.
New business strategies that require more teamwork to survive to serve and to succeed, organizations need to accomplish goals. The market needs to rely on teams of workers. Teams mean diverse workforces whether as a result of drawing from the most talented or experienced staff or through deliberately structuring diversity to stimulate creativity.

Market need Human resource for found that only through work team can they execute newly adopted strategies stressing better quality, innovation, cost control or speed.
Human resource management empowerment of lower level workers increased autonomy and responsibilities. And ability to attract and retain top talent. Teams also facilitate innovation by bringing together experts with different knowledge bases and perspectives. Such as in concurrent engineering a design process that relies on teams do expert from design manufacturing and marketing.

Young and old male and female encourage and do better and less well education these are just some of the dimensions along which team members may differ. Coordinating team talents to develop new products. Better customer services or ways of working more efficiently is a difficult yet essential aspect of business strategy. Human resource management indeed have a good scope in marketing for future and the market will increase their profit by human resource.
The scope of HRM is very wide:

1. Personnel aspect-This is con¬cerned with manpower planning, recruitment, selection, place¬ment, transfer, promotion, train¬ing and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and ameni¬ties such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management rela¬tions, joint consultation, collec¬tive bargaining, grievance and disciplinary procedures, settle¬ment of disputes, etc.

Role of Human Resource Management

Some industry commentators call the Human Resources function the last bastion of bureaucracy. Traditionally, the role of the Human Resource professional in many organizations has been to serve as the systematizing, policing arm of executive management.
In this role, the HR professional served executive agendas well, but was frequently viewed as a road block by much of the rest of the organization. While some need for this role occasionally remains — you wouldn’t want every manager putting his own spin on a sexual harassment policy, as an example — much of the HR role is transforming itself.

Strategic Partner

In today’s organizations, to guarantee their viability and ability to contribute, HR managers need to think of themselves as strategic partners. In this role, the HR person contributes to the development of and the accomplishment of the organization-wide business plan and objectives.
The HR business objectives are established to support the attainment of the overall strategic business plan and objectives. The tactical HR representative is deeply knowledgeable about the design of work systems in which people succeed and contribute. This strategic partnership impacts HR services such as the design of work positions; hiring; reward, recognition and strategic pay; performance development and appraisal systems; career and succession planning; and employee development.

Employee Advocate

As an employee sponsor or advocate, the HR manager plays an integral role in organizational success via his knowledge about and advocacy of people. This advocacy includes expertise in how to create a work environment in which people will choose to be motivated, contributing, and happy.
Fostering effective methods of goal setting, communication and empowerment through responsibility, builds employee ownership of the organization. The HR professional helps establish the organizational culture and climate in which people have the competency, concern and commitment to serve customers well.
In this role, the HR manager provides employee development opportunities, employee assistance programs, gainsharing and profit-sharing strategies, organization development interventions, due process approaches to problem solving and regularly scheduled communication opportunities.

Change Champion

The constant evaluation of the effectiveness of the organization results in the need for the HR professional to frequently champion change. Both knowledge about and the ability to execute successful change strategies make the HR professional exceptionally valued. Knowing how to link change to the strategic needs of the organization will minimize employee dissatisfaction and resistance to change.
The HR professional contributes to the organization by constantly assessing the effectiveness of the HR function. He also sponsors change in other departments and in work practices. To promote the overall success of his organization, he champions the identification of the organizational mission, vision, values, goals and action plans. Finally, he helps determine the measures that will tell his organization how well it is succeeding in all of this.


Sources
http://en.wikipedia.org/wiki/Human_resource_management
http://managementhelp.org/hr_mgmnt/hr_mgmnt.htm
http://www.blurtit.com/q636223.html
http://ezinearticles.com/?Human-Resource-Management---Nature,-Scope,-Objectives and-Function&id=2658370
http://humanresources.about.com/od/hrbasicsfaq/a/hr_role.htm


mY bLog:http://stihlyn.blogspot.com/
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Gabrielle Anne Rae Deseo

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PostSubject: Assignment 9   Thu Oct 01, 2009 11:22 am

Nature, Scope, and Role of Human Resource Management

Interview a personnel/human resource manager on his concept on the nature, scope and role of human resource management. Do you agree with him? Explain. Is his concept similar to that of the management of his organization? If not, ask him how the differences are settled. (1500 words)

In this assignment we are tasked to interview a human resource manager regarding his view on human resource management and see if his concept correspond on how the company functions.
I had started this assignment quite late because we have not been scheduled for an interview on our chosen company.
On the previous assignments, human resource management have already been defined as a strategic and coherent

approach to the management of an organization's most valued assets which are the people working there who individually and collectively contribute to the achievement of the objectives of the business.
I found the following article on the web referring to the nature, scope, objective and function of the human resource management.


Human Resource Management - Nature, Scope, Objectives and Function
By A Aryan


Human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. It is the sum total or aggregate of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the persons employed in the organization.
The human resources are multi¬dimensional in nature. From the national point of view, human resources may be defined as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the view¬point of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees.
Human Resource Manage¬ment: Nature
Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:
• It is pervasive in nature as it is present in all enterprises.
• Its focus is on results rather than on rules.
• It tries to help employees deve¬lop their potential fully.
• It encourages employees to give their best to the organization.
• It is all about people at work, both as individuals and groups.
• It tries to put people on assigned jobs in order to produce good results.
• It helps an organization meet its goals in the future by providing for competent and well-moti¬vated employees.
• It tries to build and maintain cordial relations between people working at various levels in the organization.
• It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, econo¬mics, etc.

Human Resource Management: Scope
The scope of HRM is very wide:
1. Personnel aspect-This is con¬cerned with manpower planning, recruitment, selection, place¬ment, transfer, promotion, train¬ing and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and ameni¬ties such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management rela¬tions, joint consultation, collec¬tive bargaining, grievance and disciplinary procedures, settle¬ment of disputes, etc.

Human Resource Manage¬ment: Objectives
To help the organization reach its goals.
To ensure effective utilization and maximum develop¬ment of human resources.
To ensure respect for human beings. To identify and satisfy the needs of individuals.
To ensure reconciliation of indivi¬dual goals with those of the organization.
To achieve and maintain high morale among employees.
To provide the organization with well-trained and well-motivated employees.
To increase to the fullest the employee's job satisfaction and self-actualization.
To develop and maintain a quality of work life.
To be ethically and socially res¬ponsive to the needs of society.
To develop overall personality of each employee in its multi¬dimensional aspect.
To enhance employee's capabi¬lities to perform the present job.
To equip the employees with precision and clarity in trans¬action of business.
To inculcate the sense of team spirit, team work and inter-team collaboration.

Human Resource Manage¬ment: Functions
In order to achieve the above objectives, Human Resource Manage¬ment undertakes the following activi¬ties:
1. Human resource or manpower planning.
2. Recruitment, selection and place¬ment of personnel.
3. Training and development of employees.
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 organiza¬tional relationship.
9. Collective bargaining, contract negotiation and grievance hand¬ling.
10. Staffing the organization.
11. Aiding in the self-development of employees at all levels.
12. Developing and maintaining motivation for workers by pro¬viding 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.
http://ezinearticles.com/?Human-Resource-Management---Nature,-Scope,-Objectives-and-Function&id=2658370

Role of HRM
developed by Dave Ulrich, defines 4 fields for the HRM function:


* Strategic business partner
* Change management
* Employee champion
* Administration
http://en.wikipedia.org/wiki/Human_Resources_Management

His/her concept
These I will discuss are according to Ms. Jane Lee who is a consultant for Davao Light and Power Company and the former supervisor of the said company. According to Ms. Lee Human Resource is a very important part of every company. Without the department it would not be possible for the company to run well or would not actually run at all. Human resource Management refers to the administration of the people fro them to function well in the company. Ms. Lee said that the company have useful training for their employees appropriate for the job description they will get into.

Do you agree with him or her?
I do agree with the concept which Ms. Lee had conveyed to us. Human Resource Management is important for every company for it will be the one to administer the employee functions for the company.

blog link for this post:
http://xiibee.blogspot.com/2009/09/hrm-assignmnet-9.html
[font=Arial Black]


Last edited by Gabrielle Deseo on Sat Oct 17, 2009 1:10 am; edited 2 times in total
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Norena T. Nicdao

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PostSubject: Re: Assignment 9 (Due: September 14, 2009, 13:00hrs)   Thu Oct 01, 2009 11:33 am

Human Resource Manager

Employees in this job function, as professional human resource managers, direct the work of professional staff. The employee, under general or administrative supervision, works within general methods, procedures, and exercises considerable independent judgment to select proper courses of action. The work requires knowledge of the policies, procedures, and regulations of personnel management and human resources development programs, and supervisory techniques, personnel policies, and procedures.

Human Resources Manager will be responsible managing the human resources function for a growing next-generation message switch company. This hands-on role will include: staffing, compensation, benefits, employee relations, performance management, policy administration and compliance. In this role you will be Designing and implementing HR strategies and plans that meet business priorities and deliver high quality programs that result in improved performance and retention that are required within a dynamic organization.

This is a leadership position where the candidate is expected to take personal accountability for the deliverables and work closely with management on the delivery of milestones.

Source: http://www.tervela.com/content1158


The Role of Human Resource Management in Risk Management


Human resources have two roles in risk management. First, people are a source of risk, e.g., shortage of employees, people doing sloppy work, an employee refusing to take on additional responsibility, or a key employee leaving two months after completion of a one-year training program. Second, people are important in handling risk, e.g., people using their ingenuity to solve unexpected problems, employees going the extra mile for the good of the organization, a key employee redesigning her own job to avoid unnecessary delays in getting work done, or an employee persuading a talented friend to apply for a position in the business.

Human resources include more than regular full-time employees. They include all management and labor personnel, family and non-family members, full-time and part-time people, and seasonal and year-round employees.

Human resources play important roles in farm businesses of all sizes. Orientation and training matter as much for one employee as for 20 employees. A business with just two people can have serious conflicts that jeopardize the business’ continuity and success. No team of people is so small as to avoid the need for leadership or so large as to make leadership impossible.

Risk specialists have traditionally focused mostly on important causes of risk such as weather, disease and natural calamities, and ways to deal with the risk. Risk management has paid little attention to human resources and human resource calamities such as divorce, chronic illness, accidental death, or the impact of interpersonal relations on businesses and families. Including human resources in risk management reflects the fact that people are fundamental to accomplishing farm goals. Human resources affect most production, financial, and marketing decisions. People can help or get in the way of accomplishing what managers have planned.
Smaller family businesses do not escape the impact of people. In these businesses, as in larger businesses, people are a source of risk and are important to the business’ ultimate success or failure. Overdependence on family members for management and labor negatively affects family business effectiveness and efficiency. A family may have highly talented people in one management or labor area but fall short in another area. Confronting human resource risk may take the family business outside its usual boundaries to fill critical labor and management gaps.

Source: http://www.extension.org/pages/The_Role_of_Human_Resource_Management_in_Risk_Management


Human Resource Management Nature


Human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. It is the sum total or aggregate of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the persons employed in the organization.
The human resources are multi¬dimensional in nature. From the national point of view, human resources may be defined as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the view¬point of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees.
Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:

• It is pervasive in nature as it is present in all enterprises.
• Its focus is on results rather than on rules.
• It tries to help employees deve¬lop their potential fully.
• It encourages employees to give their best to the organization.
• It is all about people at work, both as individuals and groups.
• It tries to put people on assigned jobs in order to produce good results.
• It helps an organization meet its goals in the future by providing for competent and well-moti¬vated employees.
• It tries to build and maintain cordial relations between people working at various levels in the organization.
• It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, econo¬mics, etc.
Human Resource Manage¬ment Scope
The scope of HRM is very wide:
1. Personnel aspect-This is con¬cerned with manpower planning, recruitment, selection, place¬ment, transfer, promotion, train¬ing and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and ameni¬ties such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management rela¬tions, joint consultation, collec¬tive bargaining, grievance and disciplinary procedures, settle¬ment of disputes, etc.


Human Resource Manage¬ment Functions


In order to achieve the above objectives, Human Resource Manage¬ment undertakes the following activi¬ties:

1. Human resource or manpower planning.
2. Recruitment, selection and place¬ment of personnel.
3. Training and development of employees.
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 organiza¬tional relationship.
9. Collective bargaining, contract negotiation and grievance hand¬ling.
10. Staffing the organization.
11. Aiding in the self-development of employees at all levels.
12. Developing and maintaining motivation for workers by pro¬viding 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.


Source: http://ezinearticles.com/?Human-Resource-Management---Nature,-Scope,-Objectives-and-Function&id=2658370
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Gleizelle Jen Dieparine

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PostSubject: Assignment 9(HRM)   Thu Oct 01, 2009 12:08 pm

Interview a personnel/human resource manager on
his concept on the nature, scope and role of human resource management.
Do you agree with him? Explain. Is his concept similar to that of the
management of his organization? If not, ask him how the differences are
settled.

Thenature of Human Resource Management Roles
Human
resource management is also in the process of change with regard to the nature
of the role performed. In the past many functions were performed by HRM
professionals themselves, the role they are taking on, is one of consultant to
line management, where line managers perform many of the functions
traditionally handled by HRM professionals. Similarly there is a trend in which
businesses are shedding all functions that are not directly related to core
business, and in the process many HRM functions are being outsourced. Hence the
change in the nature of services provided.


Theactivity of generating unit standards and designing qualifications can be used
as an opportunity to catapult HRM practices into the future. To do this, those
issues which are going to shape the future for HRM practices (termed transformation
and development issues) need to be identified and analysed, especially in
relation to current roles that will still be required of HRM practitioners. These
issues are central to the activity of generating unit standards (e.g.
outsourcing, societal responsibility) and their impact on HRM roles (e.g.
staffing, performance management). In addition, supportive roles or functions
required by HRM practitioners will also have to be identified in order to
complete the HRM practitioners qualifications design package (e.g. Financial,
IT). This description may be depicted as in

THE SCOPEOF HUMAN RESOURCE MANAGEMENT

The scopeof human resource management outlined below includes an outline of
transformation and development issues, tentative generic skills required in
performing HRM roles, as well as the roles of a human resource management
practitioner (line management and HRM professionals). With regard to the
latter, the assumption is made that roles are inter-linked and interdependent,
even though these relationships may not be expressly stated in each case.

Transformationand development issues

Knowledge
management which entails accumulating & capturing
Knowledgein large organisations for future application & use (organisation memory)
Reconciliationmanagement
· Workcreation as opposed to job creation
Manage the transfer of HRM functions and skills to line management


·
Marketingof HRM to line management


· Developmentb of contextual approaches to HRM
Multi-skilling and /or multi-tasking
·
Increased societal responsibility
·
Managing people in virtual work environments

Focus on deliverables rather than doables

Develop additional means of assessing HRM
·
Appreciation and assessment of intellectual capital
·
Take HRM from a business partner to a business itself / Managing HRM as a business unit
· Adviser consultant to line management

Supportive generic skills

Thisis not intended to be final outline of human resource skills but the following
have emerged during the process as important skills for human resource

practitioner to possess. These are:

· Project management

· Consulting skills

· Entrepreneurship

· Self management

Communication skills

· Facilitation skills
·
Presentationskills
·
Skillsfor transforming groups into self-directed mutually controlled high performing
work teams

Core nroles in Human Resource Management

PLANNINGAND ORGANISING FOR WORK, PEOPLE AND HRM


  • STRATEGIC PERSPECTIVE
  • Develop Human Resource
    plans and strategies aligned to the organisation’s strategic direction.
    and business strategy. Provide tools and tactics to enhance execution of
    these strategies

  • Integrate HRM with
    current and pending legislation and socio-political changes.

  • Integrate Human Resource
    Management with general organisational management.

  • Manage the interface
    between HRM processes and systems.

  • Formulate and
    communicate HRM policies.

  • Act as the conscience of
    employer with respect to people issues.

  • Scan the environment
    (both international and national) and identify emerging trends that will affect
    the organisation and the management of people therein.

  • Assess the long-term
    impact of short-term decisions on people.

  • Manage people related
    issues accompanying mergers, alliances and acquisitions.

  • Express (embody) the
    philosophy and values regarding people management in the organisation.



  • ORGANISATIONAL DESIGN
  • Analyse work processes
    and recommend improvements where necessary.

  • Recommend options for
    organisational design & structure.

  • CHANGE MANAGEMENT


  • Advise management on
    implications of change for employees.

  • Co-ordinate &
    facilitate the change process.

  • Facilitate changed
    relationships.

  • Provide support
    structures for employees during change.

  • Deliberate and proactive
    management of the changing environment and its implications for work and
    the organisation.



  • CORPORATE WELLNESS
    MANAGEMENT

  • Develop and communicate
    policies and procedures with regard to the management of wellbeing

  • Manage occupational
    health and safety

  • Manage wellbeing
    (Employee Assistance programs & Health Promotion programs)


PEOPLEACQUISITION AND DEVELOPMENT

  • STAFFING THEORGANISATION
As anexample, each of the functions of this role is further unpacked in terms of
activities.

Human Resource Planning (linked to strategic perspective)

Determine long-term human resource needs.
·
Assess current resources.
·
Identify areas of need

Determining requirements of jobs

Appoint a representative committee with the task of conducting the job analysis.
·
Decide on the use of job analysis information.
·
Decide on the sources of job analysis information
·
Decide on the method for job analysis.
·
Review the information.

Basedon the outcomes of the job analysis, write job descriptions and job
specifications

Recruitment of staff for the organisation

Develop & implement recruiting strategy bearing in mind relevant legislation.


·
Decide whether recruitment will take place externally or internally.
·
Select methods of the recruitment (for example job posting, personnel agencies &
advertising)

Engage in recruitment.

Selection of human resources

Develop and implement selection strategy in line with relevant legislation.
·
Select appropriate tools for selection.
·
Validate selection tools in line with legislation.
·
Provide selection short list for line management to make a decision.

Placementof staff
·
Placestaff in ways that will have the potential to benefit both organisation and
employee

Inductionand orientation

Actas a facilitator for induction and orientation of new employees

Management of a-typical employment situations.

Managementof termination
·
Advisemanagement regarding the strategic implications of terminating employment
relationships.
·
Conductexit interviews.
·
Developa plan to replace competence lost.
·
Analysisof staff turnover and advise management on pending problems and corrective
action (where necessary).


  • TRAINING &DEVELOPMENT
  • Develop a training &
    development strategy according to the requirements of legislation and with
    the improvement of productivity and delivery as outcome.

  • Conduct a training
    needs-assessment including the assessment of prior learning and write
    training & development objectives based on the outcome thereof.

  • Conduct training &
    development.

  • Evaluate training &
    development with regard to the return on investment.

  • Promote training &
    development in the organisation.



  • CAREER MANAGEMENT
  • Design and implement a career
    management program aimed at integrating individual aspirations and
    organisational needs & realities.

  • Manage career-related
    issues in the organisation for example women, affirmative action and
    management of diversity with attention to legislation in this regard.

  • Manage career-related
    issues surrounding organisational restructuring, downsizing &
    outplacement including provision of support.



  • PERFORMANCE MANAGEMENT
  • Design and implement a
    performance management system linked to relevant HRM systems and aimed at
    contributing directly to the business strategy.

  • Assess performance.
  • Use outcome of
    performance assessment as the basis for decision-making in areas mentioned
    in point 1.

  • Management of individual
    as well as collective labour (organisational) performance.




  • INDUSTRIAL RELATIONS
  • Develop and communicate
    industrial relations policies and procedures in line with legislation.

  • Involvement in grievance
    and disciplinary hearings

  • Lead negotiations (where
    necessary).

  • Implement termination
    procedures

  • Assessment and
    management of organisational climate and employee relations

  • Liaison with trade
    unions

  • Implementation of
    outcomes of collective bargaining and negotiation



ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES

  • COMPENSATION MANAGEMENT
  • Develop compensation
    strategies and policies in line with legislation and the organisation’s
    business strategy.

  • Attach meaningful
    monetary values to posts in the organisation ensuring that the
    organisation’s compensation is in line with market forces (this may be by
    means of traditional job evaluation or other methods such as skill or
    competency based pay).

  • Develop appropriate
    compensation systems for the organisation.

  • Manage overall labour
    costs.



  • INFORMATION MANAGEMENT
  • Provide current
    information regarding employees to be used in the decision-making process
    and measurement of HRM’s contribution to the organisation.

  • Advise management
    regarding trends emerging from the data.

  • Conduct HRM research
    with the aim of solving problems in the organisation.



  • ADMINISTRATIVE
    MANAGEMENT

  • Provide integrated HRM
    administration that is speedy & cost effective to receiver &
    administrator.

  • Integrated employee data
    management



  • FINANCIAL MANAGEMENT
  • Manage the budget for
    HRM functions (Training and development, IR compensation, Employment
    Equity).

  • Negotiate maximal funds
    for HR.

  • Add value to the
    organisation by demonstrating a sound understanding of the complexity of
    business.

  • Measure the financial
    impact of human resource systems.

NCCC ‘sPeople Department
- is the name of department that manage Human
Resource.
- All transaction of the company should be manage
by this department since .
this department is the main department of the
company.

ROLES
Maintenance personal data
Modification updating
Man power report
Government report
Prepare task for the necessary department
Certification of employee.
Insurance of employee

NCCC Spirit

“I will be humble in my way, Caring myself
hardworking to do excel while having fun along the way”


MY Observation

  • As we interview
    Ms.Regine Castillo , the personnel of People Department (Human Rosource
    Management) of the NCCC company ,we
    found out that the company comply the roles ,scope of what HRM means
    .Infact the people department of the company is the central or main
    department that show how the company work .Because of their HRM , their
    company is successful .Since all transaction of the company is being
    process under their department before it will organize to every department
    of the company. These shows how good is the company handling people and
    their works . Their HRM deparment
    handles thetransformation and development issues, tentative
    generic skills required in performing HRM roles The company also adopting
    the services of the new technology which made their works easy and
    accurate in managing people. The
    supply budget for training, they supply
    certificate and insurance, they manage the salary of every
    employee.

  • One of the personnel I
    interview is the resigned manager but know an HR personnel Ms.Jane Leeof the Davao Light and Power
    Company they also do the roles on what HRM is that why they manage their
    company well and it shows how the HR handle the work of the company. They
    have a training for the graduating student , they provide organization for
    their employee for the better work of personnel in each department. They
    also provide sports for the health of the employee. They provide scholarship
    and they train who apply to their company .

  • As I interview some
    companies I interview their HRM department doesn,t have researching for
    enhancement of the development of the company because of that their
    company stay as is and never imply a development for the development of
    the company .It is hard, because soon as time pass by they maybe left
    along the way with some of their competitors.

  • </li>
  • As I observed if the HR
    department do the nature and roles
    of Human Resource Management they can help to develop ,enhance their
    company for more success.And also could help the person’s personality and
    develop his/her knowledge

visit my blog:
http://gleizelle.blogspot.com/

References:

http://wiki.answers.com/Q/What_is_nature_and_scope_of_human_resource_management
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PostSubject: Re: Assignment 9 (Due: September 14, 2009, 13:00hrs)   

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