Human Resource Management (HRM)
Human Resource Management (HRM) is the department of an organization that is responsible for staffing, administration, and providing guidelines to the organization's employees. Human resource management focuses on the rules, procedures, and practices that influence personnel activities, approaches, and productivity. Human resource management is responsible for strategizing, advancing, and managing rules and drivers designed to make efficient use of an organization's human resources. This is the part of management that deals with employees and their roles within a company. Staffing, planning, employee development, and staff maintenance are the primary functional components of human resource management. Human resources are the foundation of any business. It is the department that deals with the greatest significant reserve in organization. For any corporate to attain its goals, they must lay down strategy of their capitals employees being one of their main resources. An association has to get the correct individuals and advance them well in order to attain the objectives of the organization effectively (Sims, 2007).
The following functions of the Human Resource Management are the most important.
Planning
Planning is a method of defining the aims and goals of a corporate for an impending period of time. Planning is done through mounting the policies controlling the operations of the firm and exploiting resources in the direction of accomplishing the set objectives and goals (Price, 2011). A human resource director has to plan in advance and recognize what is happening in and outer the business. He has to be cognizant of the former, current and upcoming developments of occupation in a specific specialization area. He has to be familiar with the available expertise required or if there exists few individuals with the type of proficiency essential for the company. He should also be aware of the demand for employees or whether labor is accessible due to terminations.
Staffing
The HRM of an organization is about hiring the right personnel and mounting them to attain the objectives of the company. HRM development involves the valuation of both the contemporary and imminent desires of the association in association with the current resources and the projected prospect resources to evade understaffing or overstaffing. This gets demand and supply into steadiness. Human resource manager should carry out a job analysis to define the expertise, actions, and understanding necessities for a worker in a particular work. The analysis should be conducted when the association starts, when an occupation deviates due to implementation of new approaches and techniques and variations in technology; and when there is a fresh employment creation. Use of job explanation by is a critical instrument in the course of the recruitment process. The opportunities attract trained and experienced candidates in the advertisements, display the aspirants' resumes and carry out interviews to those with appropriate testimonials. After the assortment, there is the employment of the fresh personnel to corresponding jobs in the association (Ferris, Buckley, & Fedor, 2002).
Safety and Health
An organization should make sure that there is no defilement of the worker's rights and also offer a healthy and secure working setting. Safety is keeping workers away from harms caused by accidents related to work while health is warranting that staffs are free from bodily or emotive disorder. It is the role in an association to inhibit its workers from any wellbeing hazards that may occur in the course of work. HRM should therefore carry out professional safety and health actions to reduce the calamities that may cause amplified operational expenses and declined output (Lawler, & Boudreau, 2009).
Conclusion
The purposes of human resource management structure in an association are supremely aimed at ensuring there is staffing of personnel, reimbursement for their services, assisting them execute their chores and resolving various issues that may come up during labor in order to elevate corporate productivity.
References
Ferris, G. R., Buckley, M. R., & Fedor, D. B. (2002). Human resources management: Perspectives, context, functions, and outcomes. Upper Saddle River, N.J: Prentice-Hall.
Lawler, E., & Boudreau, J. (2009). Achieving Excellence in Human Resources Management: An Assessment of Human Resource Functions. Palo Alto: Stanford University Press.
Price, A. (2011). Human resource management. Andover: Cengage Learning EMEA.
Sims, R. R. (2007). Human resource management: Contemporary issues, challenges and opportunities. Greenwich, Conn: Information Age Publ.
