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User Review - Flag as inappropriate very nice book He has presented a number of papers and also Chaired sessions both in National and International Conferences. Professor Pattanayak has conducted a continuing workshop in 62nd Annual Convention of International Council of Psychologists, 3rd - 6th August, at Jinan, China on Team building and Leadership, based on Oscar nominated movie 'Lagaan" on invitation from International Council of Psychologist, USA, which has been attended by delegates representing 64 countries and has excellent rating by American Psychological Association.
He has also chaired scientific session on Group and Organisational Psychology in the same Convention. He has conducted a large number of Management Development Programs and consultancy assignments for reputed Public, Private and Multinational Companies, including the World Bank.
He was recently honoured with citation by noted award winning writers Mr. Amitav Ghosh and Mrs. He assesses the HRD practices and programmesand their impact and to communicate results so that the organizationand its people accelerate their change and development. Strategic PartnerRole-turning strategyinto results bybuilding organizationsthat create value; 2. ChangeAgent Role- making change happen, and in particular, help it happen fast 3.
Employees Champion Role—managing the talent or the intellectualcapitalwithina firm 4. Administrative Role—trying to get things to happen better, faster and cheaper. The role HRinorganizations has undergone anextensive change and manyorganizations have gradually orientedthemselvesfromthetraditionalpersonnelmanagement toahumanresourcesmanagement approach.
The basic approach of HRM is to perceive the organization as a whole. Its emphasis is not only on productionandproductivitybut also onthe qualityoflife.
It seeks to achievethe paramount development ofhumanresources and the utmost possible socio-economic development. L Mathis and J. Jackson severalrolescan be fulfilled byHR management. The nature and extent ofthese roles depend on both what upper management wants HR management to do and what competencies the HR staffhave demonstrated. Three roles are typicallyidentified forHR. The focus ofeach ofthem, as shown in Figure 1. Administrative Role of HR Theadministrative roleofHR management hasbeenheavilyoriented to administrationand recordkeeping including essential legalpaperwork and policy implementation.
Major changes have happened in the administrative role ofHR during the recent years. Two major shifts driving the transformation of the administrative roleare: Greater use oftechnologyand Outsourcing.
Technologyhas beenwidelyused to improvethe administrative efficiencyofHR and the responsiveness ofHR to employees and managers, more HR functions arebecoming available electronicallyorare being done onthe Internet usingWeb-based technology. Technologyis being used in most HR activities, from employment applications andemployee benefitsenrollmentsto e-learningusing Internet-based resources.
Fig 1. Thisoutsourcing ofHR administrative activities has grown dramaticallyinHR areas such as employee assistance counseling , retirement planning, benefits administration, payrollservices, andoutplacement services. Employee advocacy helps to ensure fair and equitable treatment for employees regardless ofpersonalbackground or circumstances. However, without the HR advocaterole, employers could face evenmore lawsuits andregulatorycomplaints than theydo now.
The operationalrole requires HR professionals to cooperate with various departmentaland operating managers and supervisors in order to identify and implement needed programs and policies in the organization. Operationalactivities are tacticalinnature.
Compliance withequalemployment opportunity and other laws is ensured, employment applications are processed, current openings are filled through interviews, supervisors are trained, safety problems are resolved, and wage and benefit questions are answered.
Forcarrying out these activities HR manager matches HR activities with the strategies ofthe organization. However, as Figure1. Differences betweenthe operationaland strategic roles exist in a number ofHR areas.
The strategicHR role means that HR professionals are proactive in addressing business realities and focusing on future businessneeds, suchasstrategic planning, compensationstrategies, theperformanceofHR, and measuring its results.
However, insome organizations, HRoftendoes not playa keyrole informulating the strategies for the organizationas a whole;insteadit merelycarries themout throughHR activities. HR should be responsible for knowing what the true cost ofhumancapitalis for an employer.
Turnover canbe controlled though HRactivities, andifit issuccessfulinsavingthecompanymoneywithgoodretentionandtalent management strategies, those maybe important contributions to thebottomline oforganizationalperformance. That means HR is involvedin devising strategy in addition to implementing strategy. Therefore, a significant concernfor chieffinancialofficers CFOs is whetherHRexecutives areequipped to help themto planand meet financialrequirements.
The role ofHR shifted fromafacilitator to a functionalpeerwith competencies in other functions,and is acknowledged asanequalpartnerbyothers. TheHRismotivatedto contributetoorganizationalobjectives ofprofitabilityand customer satisfaction, and is seen as a vehicle for realization ofqualitydevelopment.
The department has a responsibilityfor monitoring employee satisfaction, sinceit is seenassubstitute to customer satisfaction. The competitive forces that we face today willcontinue to face in the future demanding organizationalexcellence. Thesefactorsare drivenbythewayorganizations implement thingsandhow employeesare treated. HR Can Help in Dispensing Organizational Excellence: To achieve this paradigm shift in the organizationexcellencethereis a need fororganizations to reformthe wayinwhichwork iscarriedout by the HumanResource department.
Thiscan be carried out byhelping line managersand senior mangers inmoving planning from the conference roomto the market place and bybecoming an expert in the way work is organized and executed. HR shouldbe a representative ofthe employeesand shouldhelp the organizationinimproving its capacity HR will help the organizations in facing the competitive challenges such as globalization, profitabilitythroughgrowth, technology, intellectualcapital, and other competitive challenges that the companies are facingwhile adjusting to uncontrollablychallenging changes inbusinessenvironment.
The novelrole ofHR is to rapidlyturnstrategyinto action;to manage processes intelligentlyand efficiently;to maximizeemployeecontributionandcommitmentandto construct favorableconditionsforflawlesschange. Human Resource Should be a Strategy Partner: HR should also become a partner in strategy executions bypropelling and directing serious discussions ofhow the companyshould be organized to carryout its strategy.
Creating the conditions for this discussioninvolves four steps. Second, HR must be held responsible for conducting an organizational audit. Third, HR as a strategic partner needs to identifymethods for restoring the partsofthe organizationalarchitecturethat needit.
Fourthand finally, HR must take stock of its ownwork and set clearpriorities. Intheir newrole as administrative expertstheywillneed toshed their traditionalimage and stillmake sure allroutine work for the companyis done well. HR Accountability Should be Fixed to Ensure Employee Commitment: HR must be held accountableforensuringthat employeesfeelcommittedto the organizationandcontributefully.
Theymust take responsibility for orienting and training line management about the importance ofhigh employee morale and howto achieve it. Thenew HR should be the voice ofemployeesinmanagement discussions. The new role for HR might also involve suggesting that more teams be used on some projects or that employees be givenmore controlover their own work schedules. Even though theyare not primarilyresponsibleforexecutingchangeitisthedutyoftheHRmanagerto makesurethattheorganization carries out thechanges framed for implementation.
Improving the Quality of HR: The most important thing that managers can do to drive the new mandate for HR is to improve the qualityof the HR staffitself. Change in Employment Practices: The balance sheet ofan organization shows human resource as an expense and not as aCapital.
Inthe informationage, it is perceived that the machines cando the work more efficientlythan most people however;technologyto work is dependent onpeople. The challengesforEmployment Practice inthe New Millenniumwillrequire that there shouldbe strategic involvement ofthepeopleandlabour-managementpartnershipsastheybothhaveto takeorganization ahead.
Benchmarking Tool Must be Mastered by HR Professionals: HR professionals must master benchmarking, whichis a toolfor continuousimprovement- directing the humansideassociated withthe strategicpathadoptedbythe organization.
Throughthis, HRdepartment willstart appreciatingthechanges happening withinand outside the environment while expanding the knowledgeabout how to addvalue to decisionmakingat the highest levelofthe organization.
Empowering theworkforceisanessentialtoolforaligninghumanresourceswiththeachievement ofcorporateobjectives. It isthedutyofHRmanagertohiretalentedhumanresourceandtoprovidethemwithapositiveenvironment where they willbe able to utilize their skills and potentials and to create an environment in whichthese individuals arecomfortable taking risks.
New blood and fresh ideas often come from newcomers to theorganization. To avoidstagnationofthefirm, new ideas and approachesare critical. Yet to improve employee morale, promoting individuals from within the organization is essential. This communicates that the organizationvalues theiremployees and invests intheir humanresources. Review the Recruitment and Selection Process: Akey element of human resource planning is ensuring that thesupplyofappropriate employees withthe right skillmix is onboardwhenneeded.
This requires aproactiveapproachwherebythe organizationanticipatesitsneedswellinadvance. Itisimportant to identifythe competencies being sought. That is, the criteria upon which selection decisions areto be made should be decided in advance. Afirm must identify those skill sets required by employees to be successful. That is, thefitoftheindividualwiththevaluesoftheorganizationandthecultureofthefirm should also beconsidered whenselecting employees.
This hasbeenreferred to asthe person-organization- fit. This canbe achievedinpart by clearlycommunicating the mission and vision statementsofthe firm.
The old adage is certainlytrue. Ifa person does not know where he or she is going, anyroad willget himor her there. Themissioncommunicates theidentityandpurpose oftheorganization. It providesa statementofwho the firmis andwhat their business is. Onlythose employees whounderstand thispurposecancontributeto the fullest extent possible. The visionstatement provides a picture ofthe futurestate ofthe firm. Itshould be a stretchto attain. It is mucheasierto alignhumanresourceswithcorporate objectives whenthese employeesare familiar withthe missionand visionofthe firm.
Asthemissionandvisionstatementsarearticulated, organizationalmembersbegintomorecloselyembrace their verymeaning on anindividuallevel. These statements providea road map leadingemployees down the roadtoachieveorganizationalobjectives. Employeesthenidentifyhow theycancontribute theirunique talents toward theattainment ofthese goals. In other words, the whole is greater than the sumofthe parts. So much more can be achieved as people work together. Throughthe effective use ofteams, organizations can often achievesynergy.
Aligning teamobjectiveswithoverall corporate objectives ensuresthat people are working toward the same goal A failure to do so results inwasted time, energy, and resources. Organizationsare more likelyto achieve this alignment withtheircorporate objectives when theyreview their recruitment and selection processesfor fit, communicate themission and vision statements, use joint goalsetting, designan appropriate reward system, empower the workforce, promote and develop fromwithin, and use teams to achieve synergy.
HumanResource Management isthemanagement functionthat helpsthe managers toplan, recruit, select, train, develop, remunerateandmaintainmembersforanorganization. HRM hasfourobjectivesofsocietal, organizational, functionaland personal development. An organization must have set policies; definite procedures and welldefinedprinciples relating to its personnelandthese contribute to theeffectiveness, continuityand stabilityoftheorganization.
Define HRM? What are its functions and objectives? Elaborate about the nature ofHRM and its relevance inpresent scenario. Byers and Leslie W. At present HR strategies are designed in tune withthe overall businessstrategyoftheorganization. Allother HR activities like employee hiring, training and development, remuneration, appraisaland labour relationsare derivedfrom HRP.
HRplanningisimportant inawidevarietyofindustriesandfirms. HRplanningaffectswhat employers do whenrecruiting,selecting, andretaining people,andofcourse these actionsaffect organizationalresults and success.
Staffing an organization is an HR activity that is both strategic and operational in nature. HR planningaffects what employers do when recruiting, selecting, and retaining people, and, ofcourse these actions affect organizational results and success.
Human Resources planning mean different means to different organizations. Tosome companies, humanresourcesplanningmeanmanagement development. It involve helping executives to make better decisions, communicate more effectively, and know more about the firm.
The purpose ofHRP is to makethe manager a better equipped for facing the present and future. The basic goalofhumanresourceplanning is to predict the future and based onthese predictions, implement programmesto avoidanticipatedproblems. In other words HRPis the process ofdetermining manpower needs and formulating plans to meet these needs. The long run view means that gains may be sacrificed in the short run for the future grounds. The planning process enables the organizationtoidentifywhatitsmanpowerneedsisandwhatpotentialmanpowerproblemsrequired current action.
Thisleads to more effectiveand efficient performance. Thefocus ofHR planning is to ensure that the organizationhas theright number ofhumanresources, withthe right capabilities, at the right times, and in the right places. InHR planning, anorganizationmust considerthe availabilityand allocationofpeople to jobs over long periods oftime, not just for the next month or the next year1. HRPisa subsysteminthe totalorganizationalplanning. Actions mayinclude shiftingemployees toother jobsintheorganization, layingoffemployeesorotherwisecuttingbackthenumberofemployees,developing To do this, HR planning requires efforts by HR professionals working withexecutives and managers.
To ensureoptimumutilizationofhumanresources currentlyavailable inthe organization. To assess orforecast the future skillrequirement ofthe organization. To providecontrolmeasuresto ensure thatnecessaryresourcesare availableasand whenrequired.
A series of specified reasons are there that attaches importance to manpower planning and forecasting exercises. HRP exists as a part of planning process of business.
This is the activity that aims to coordinate the requirementsforthe availabilityofthedifferent typesofemployers. The majoractivities aretheforecasting, future requirements , inventorying present strength , anticipating comparison ofpresent and future requirements and planning necessaryprogramto meet the requirements.
TheHRforecastsareresponsibleforestimatingthenumberofpeopleandthejobsneededbyanorganization to achieve its objectives and realize its plans in the most efficient and effective manner.
HR needsare computed bysubtracting HR supplies or numberofthe employees available fromexpected HR demands or number ofpeople required to produce a desired levelofoutcome.
The objective ofHR is to provideright personnelfor the right workand optimumutilizationoftheexisting humanresources. Inthe absence ofthis plan it is verydifficult to provide theright kindof people at the right time. The objective ofHRP is to maintainandimprove the organizationalcapacitytoreachits goals bydeveloping appropriatestrategies that willresult inthe maximumcontributionofHR.
Thisemphasizes onthe need for more effective recruitment and employee retention. Their effect has beenprofoundonthe job contents andjobcontexts. Thesechangeshavecaused problemsrelatingto redundancies, retention andredeployment. Allthesesuggest theneedto planmanpowerneedsintensivelyandsystematically.
Organizations generallybecome more complex and requirea wide range ofspecialist skills that are rare and scare. Aproblem arises in an organization when employees with such specialized skills leave. The new edition has been thoroughly revised and updated keeping in view the advancements made in the field of Human Resource Management. These include:. The book comprehensively deals with all the facets of HR with the help of adequate Indian models, cases and examples based on the theoretical framework of the west, thereby, bringing east and the west on the same platform.
This book is recommended in Gauhati University, Assam for B. Human Resource Planning 4. Human Resource—Information System 5. Socializing, Orienting and Developing Employees 7.
Concept of Human Resource Development 8. Performance Appraisal System 9. Developing Careers
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