HUMAN RESOURCE MANAGEMENT.

          

HUMAN RESOURCE MANAGEMENT.

The formal processes developed to manage people in a company are referred to as human resource management.

 We will examine the short history of human resource management, as well as the roles that human resource management plays in businesses and a model for organizing the functional areas of human resource management

 Human Resource Management History

§  Since its inception around the year 1900, what is today known as human resource management has progressed significantly.

§  Personnel departments, which began to develop as a distinct discipline in the 1920s (at least in the United States), were primarily concerned with technical functions.

§  With the social laws of the 1960s, what began as a purely clerical activity in bigger corporations concerned with payroll and personnel records began to transform.

§  HRM arose in the late 1970s as a result of deregulation and rapid technical progress, which resulted in a rise in competitive business organizations.

§  Globalization and competitiveness forced human resource departments to focus more on expenses, planning, and the ramifications of various HR practices for both firms and employees in the 1990s.

Human Resource Management Roles

Human resource management experts' roles have changed substantially over time. If an organization has a formal HR group (maybe a department), such a group often serves three roles in an organization.

• The strategic role connects human resource management to the organization's mission and the work of its employees.
• The operational job is responsible for overseeing functional human resource functions as well as acting as an 'employee champion.'
• The administrative job is responsible for maintaining records, managing processes, and ensuring compliance.

     Human Resource Management Model 

§  According to the pinwheel human resource management model, an organization's human resource management is centered on eight major functional areas.

 Planning and Strategy

 To achieve company goals identify and manage existing and future needs. Analysis, planning, effectiveness, matrices, and technology are some activities.

  Compliance 

Doing what the federal, state, and municipal governments ask or require. Equal Employment Opportunity, Federal Regulation, State Regulation, and Local Regulation are some of the activities.

  Management of Talent

Processes that are integrated to recruit, motivate, and retain productive, engaged people. Recruitment, interviewing, selection, and hiring are all activities.

  Continuing Education and Training

 People and performance will improve as a result of the knowledge they will use. Training, development, and career planning are all activities.

 Management of Performance

 Processes to guarantee that the organization's mission is aligned with its workers' work. Appraisal, Improvement, and Intervention are examples of activities.

 Total Benefits

 Employees are attracted, motivated, and retained through a variety of financial and non-financial strategies. Compensation, benefits, recognition, and work-life are some of the activities.

 Occupational Safety and Health

 Ensure the safety, health, and well-being of employees. Employee safety, security, and work compare among the activities

Employee Relations and Labor Relations

 Employees' interactions with the organization and with one another. Policy, investigations, labor relations, and employee rights are some of the activities.

 These duties consist of a variety of specialist human resource management tasks. Human Resource Professionals are in charge of key activities in each functional area.

This human resource model should help comprehend and apply the critical function of human resource management in today's businesses (Gregg, 2018).

References

GreggU, 2018. GreggU. [Online] Available at: https://www.youtube.com/watch?v=A2HFusWQIeE&list=LL&index=3 [Accessed 17 March 2022].