Human_Resource_Management.doc

Define human resource management Refers to the practices and policies you need to carry out the personnel aspect of your management job, specially, acquiring, training. Appraising, rewarding and providing a safe ethical and fair environment for your company employees. Describe how human resource management differs from personnel management.For personnel management: Time: this is a short term management, Planning: the employees only reactive accept companys order, employees are the same, give they low trust, dont have creative suggestion ,locate at companys marginal, isnt companys core. Structure: adapt mechanistic structure, the power is centralized. Specialized: each department have little teamwork. For HRM: Time: this is a long term management Planning: employees can proactive take some creative suggestions, and employees are a part of company they are individual, and have different Characteristics, through different wages distinguish they. And give them high trust. Adapt organic structure, the power is scattered. Line management: think teamwork between different departments work as supplementary role. Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function. Personnel management is typically the sole responsibility of an organizations personnel department. With human resources, all of an organizations managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel related tasks. As far as motivators are concerned, personnel management typically seeks to motivate employees with such things as compensation, bonuses, rewards, and the simplification of work responsibilities. From the personnel management point of view, employee satisfaction provides the motivation necessary to improve job performance. The opposite is true of human resources. Human resource management holds that improved performance leads to employee satisfaction. With human resources, work groups, effective strategies for meeting challenges, and job creativity are seen as the primary motivators.In the evolution of personnel and human resource management, four major stages can be discerned:() social justice() human bureaucracy() consent by negotiation() organisation and integrationSocial justiceSocial justice (the budding stage of human resource management), generally refers to the idea of creating an egalitarian society or institution that is based on the principles of equality and solidarity, that understands and values human rights, and that recognizes the dignity of every human being. It is the early stage of which is in the 19th century, that is, the time of the first Industrial Revolution. In this period, the Factory System emerged, and the fair treatment and a fair share of interest will give individuals and social groups developed gradually. The later stage of Social Justice is in the late 19th century an early 20th century, that is, the time of the second Industrial Revolution. In this stage, the most development is new initiatives, such as unemployment benefit, sick pay and subsidized housing.This stage reformer: Robert OwenRobert Owen (14 May 1771 17 November 1858), who was born in Newtown, Wales, was a social reformer and one of the founders of socialism and the cooperative movement. He was a social pioneer in personnel management as well.Owens philosophy is: Good people engaged in management will give employers benefits. It was based on three intellectual pillars: First, no one was responsible for his will and his own actions because his whole character is formed independently of himself; people are products of their environment, hence his support for education and labour reform, rendering him a pioneer in human capital investment. Second, all religions are based on the same ridiculous imagination, that make man a weak, imbecile animal; a furious bigot and fanatic; or a miserable hypocrite; Third, support for the putting-out system instead of the factory system. He also strives to rise the minimum age for child labor and reduce the working hours.Human bureaucracyHuman Bureaucracy is in the early 20th century, which was the period of the First World War. It combined organizational structure, procedures, protocols, and set of regulations in place to manage activity, usually in large organizations. A bureaucracy is directly responsible to the leadership that creates it, such as a government executive or board of directors, As a matter of practicality, the bureaucracy is where the individual will interface with an organization such as a government etc., Large-scale industrial organizations.One of Social scientists in this stage is Frederick Taylor (1856-1915), the father of scientific management. He emphasis that managers must co-operate with workers to ensure the job is done in a scientific way and put forward the separation of management and labor. He develops his ideas on scientific management. Taylor advocates scientific selection of workers based on qualifications and also argues for incentive-based compensation systems to motivate employees.Consent by negotiationConsent by negotiation is the stage of development which is in the period From 1950s to 1960s. In this phase, it has Full employment and labors become scare resource. The most important achievements are: Collective bargaining role, Growth in trade-union, University course and Advisory service. In the U.S., a tremendous surge in union membership between 1935 and 1950 leads to a greater emphasis on collective bargaining and labor relations within personnel management. Compensation and benefits administration also increase in importance as unions negotiate paid vacations, paid holidays, and insurance coverage.Organization and integrationOrganization and integration, the integrated phase of human resource management, is from the early 1970s to 1980s. In this period, it was focus on changing environment. Such as individual experts in organization, Specific areas: recruitment and training, Growth in specialist techniques and Personal growth.Strategic managementStrategic management as a discipline originated in the 1950s and 1960s. it is a field that deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of rms in their external environments. It is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies.One influential pioneer is Alfred Chandler. He recognized the importance of coordinating the various aspects of management under one all-encompassing strategy. Prior to this time the various functions of management were separate with little overall coordination or strategy. Interactions between functions or between departments were typically handled by a boundary position, that is, there were one or two managers that relayed information back and forth between two departments. Chandler also stressed the importance of taking a long term perspective when looking to the future.What are the key functions of human resource management?The human resource management key functions as follows.Human resource planning: The enterprise will arrange the appropriate person to the suitable operating post on; lets the staff displays own ability fully.Recruitment and selection of employees: At this began, an analysis of the job to be done written into a job description so that the selectors know what physical and mental characteristics applicants must possess, what qualities and attitudes are desirable and what characteristics are a decided disadvantage. According to operating post which needs to supplement, determined that needs the staff condition, then through the plan, the employment advertise, test, evaluation, selects, gain enterprise to need the personnel.Employee relations: provides good environment for the staff, increases between them the exchange and the cooperation, strives for to realize between the staff the creative cooperation, establishes the harmonious functional relationship.Pay and reward: To retain good staff and to encourage them to give of their best while at work requires attention to the financial and psychological and even physiological rewards offered by the organization as a continuous exercise. The enterprise needs to construct the comprehensive salary system (Post appraisal and salary rank, salary investigation, salary plan, salary structure, salary systems formulation, salary systems adjustment, labor cost calculation). According to achievements appraisal and feedback to implement reward.Job design and evaluation: According to the enterprise future development to design and pr