Introduction to Human Resource Management

Introduction to Human Resource Management


The success of any organization depends on the quality of its human resources. Human resource are the most important and valuable assets, every organization has in form of its employees. Dynamic, competent and motivated human resource build dynamic organization and enable organization to achieve its goals. An organization’s performance and resulting productivity are directly proportional to quantity and quality of its human resource. In the management of 4 M’s, most important M is men or human resource. Therefore, an organization should continuously ensure that the dynamism, competency, motivation and effectiveness of its human resource remain at high level, which requires sound human resource management. In fact, one of the fundamental activity area of management is the management of human resource.

Human resource scope now a day changed to human capital. This evolution is highly influenced via human relations schools by Mayo (1933) and Mcgregor’s (1960) recognition of both the organization and the individual. With this evolution managers think human resource as an “asset” from personnel as a “cost” to the business.
Comparison on Personnel Management and HRM.
Personnel Management is narrowly embedded with recruitment, hiring, staffing, developing and compensates the workforce. Where the human consider as a cost to the organization. Job evaluation set as the basis of pay in PM. When making decisions to achieve the organizational goals it is comparatively slow and management actions are doing according to the procedures.

A wide, spread view is the basis for Human Recourse Management. In HRM people or human is consider as an assets to the organization not a cost. HRM refers to a systematic approach of planning to the demand, selecting, training and development, compensating, performance appraisal and assessment to meet the organizational desired goals. Where management decisions are comparatively fast and directly communicated to the people.  
Conclusion
To increase efficiency of people, the manager must lead, motivate and inspire people. For maintaining and improving long-term consequences, more strategic policies need to be set. Practice of attracting, developing, rewarding and retaining people for the benefit of individual and organization as a whole leads to strategic human resource management.

Practical scenario at MAS-Linea Clothing
From 2007 we have developed a concept called TLGL. Where the culture is changed in apparel field. And value adders are recognized and highlighted. This is a strong strategic HRM process which we recruit the cream and develop and retain the people we have recruited.

When we look back from 2007 to 2017, we have gain a huge benefit and retained the people over the time (reduced labor turn-over and maintain a well-efficient carder). And development of strategic HRM is visible at Linea Clothing which the entire MAS group is implementing at their plant level.

References

Ø  People and Organizations: Principles and Practice in Global Contexts, Introduction to Human Resource Management

Comments

  1. UnknownNovember 28, 2017 at 8:55 AM

    you suppose to review Personnel Management and HRM management in this essay can you do the correction please also no references in-text and full references

    ReplyDelete
  2. pathumcs84November 29, 2017 at 4:30 AM

    This comment has been removed by the author.

    ReplyDelete
  3. UnknownNovember 29, 2017 at 6:10 PM

    Detailed review with examples.

    ReplyDelete
  4. Dimuthu ThammitageDecember 24, 2017 at 5:21 PM

    Interesting set of literatures have gathered here. Well done.

    ReplyDelete
  5. UnknownDecember 25, 2017 at 5:57 AM

    Good writing .....

    ReplyDelete

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