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HR management (hrm or simply hr) is a function in organizations designed to maximize employee performance of an employer's strategic objectives. HR is primarily concerned with the management of people within organizations, focusing on policies and systems. HR departments and units in organizations typically undertake a number of activities, including employee recruitment, training and development, performance appraisal, and rewarding (e.g., managing pay and benefit systems). HR is also concerned with industrial relations, that is, the balancing of organizational practices with requirements arising from collective bargaining and from governmental laws. HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work, such as payroll and benefits administration, but due to globalization, company consolidation, technological advances, and further research, hr focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion. In startup companies, hr duties may be performed by trained professionals. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various hr tasks and functional leadership engaging in strategic decision-making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function.
Let’s further list the functions of hr as: aligning hr and business strategy, re-engineering organization processes, listening and responding to employees, and managing transformation and change. At the macro-level, hr is in charge of overseeing organizational leadership and culture. HR also ensures compliance with employment and labor laws, which differ by geography, and often oversees health, safety, and security. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, hr will typically also serve as the company's primary liaison with the employee's representatives (usually a labor union). Consequently, hr, usually through representatives, engages in lobbying efforts with governmental agencies to further its priorities. To look at hrm more specifically, it has four basic functions: staffing, training and development, motivation and maintenance. Staffing is the recruitment and selection of potential employees, done through interviewing, applications, networking, etc. Training and development is the next step in a continuous process of training and developing competent and adapted employees. Motivation is key to keeping employees highly productive. This function can include employee benefits, performance appraisals and rewards. The last function of maintenance involves keeping the employees' commitment and loyalty to the organization. The discipline may also engage in mobility management, especially pertaining to expatriates; and it is frequently involved in the merger and acquisition process.
HR is generally viewed as a support function to the business, helping to minimize costs and reduce risk. Academic and practitioner organizations likewise seek to engage and further the field of hr, as evidenced by several field-specific publications. HR is also a field of research study that is popular within the fields of management and industrial/organizational psychology, with research articles appearing in a number of academic journals. In the current global work environment, most companies focus on lowering employee turnover and on retaining the talent and knowledge held by their workforce. New hiring not only entails a high cost but also increases the risk of a newcomer not being able to replace the person who was working in that position before. HR departments also strive to offer benefits that will appeal to workers, thus reducing the risk of losing corporate knowledge. Research is used to evaluate hr practices and performance. Research is a systematic and scientific process of collecting information, analyzing the information and drawing conclusions for decision-making. At times the research may be advanced, relying on sophisticated designs and statistics. But whether information is rigorous or not, research seeks to improve the performance. There are two kinds of research -- academic and applied. Academic research seeks answers to contribute to the existing body of knowledge. Application -- oriented research efforts are called applied research. For evaluating the hr performance applied research is conducted. There are following five kinds of applied research. a) Comparative Approach: The research team compares its organization (or division) with another organization (or division) to uncover areas of poor performance. This approach commonly is used to compare the results of specific activities or programs. It helps detect areas of needed improvement. b) Outside Authority Approach: The research team relies on the expertise of a consultant or published research findings as a standard against which activities or programs are evaluated. The consultant or research findings may help diagnose the causes of problems. c) Statistical Approach: From existing records, the research team generates statistical standards against which activities and programs are evaluated. With these mathematical standards, the team may uncover errors while they are still minor. d) Compliance Approach: By sampling elements of the hr information system, the research team looks for deviations from laws and company policies or procedures. Through its fact -- finding efforts, the team can determine whether there is compliance with company policies and legal regulations. e) MbO Approach: When an MbO approach is applied to the hr area, the research team can compare actual results with stated objectives. Areas of poor performance can be detected and reported.
A number of research methods are available that can be chosen to suit the research objectives. However, most research is conducted by using one or more of the following methods. a) Interviews: Interview though time consuming provide very valuable information. It refers to a face-to-face discussion with managers and other employees to get information on a particular issue. Interview has several advantages. It provides an opportunity to verify information; Information relating to motivation and commitment can best be sought by interview; It provides an opportunity to explain; It is a two-way interaction and hence provides one opportunity to get in-depth information. Interviews of employees and managers offer research teams a powerful tool for collecting information about hr activities and identifying areas that need improvement. Criticisms and comments from interviews can help pinpoint perceptions and causes that can form the basis for departmental action. Likewise, suggestions by managers may reveal ways to provide them with better service. When the criticisms are valid, changes should be made. But when the hr department is correct, it may have to educate others in the organization by explaining the procedures that are being researched. One useful variation of interview is Exit Interview. Such interviews are conducted when the employees has decided to leave the organizations. At this time the employees can very openly discuss problems issues and concerns because now he /she is not afraid of reprimanded by the authorities. Some extremely useful information can be gathered through exit interviews, which can be very handy in reviewing hr policies, identifying training needs and examine behavioral problems that are not easily identifiable. b) Questionnaires: Since interviews are time -- consuming and costly and often are limited to only a few people, many hr departments use questionnaires to broaden the scope of their research. Also, questionnaires may lead to more candid answers than do face-to-face interviews. Besides being less costly questionnaires provide an opportunity to collect large amount of date in short period of time as they could be administered to a group. Questionnaires generally consist of a list of statement / items to which respondent responds by either saying yes or no or showing varying degrees of agreement/disagreement. However one major disadvantage of questionnaire is that it assumes that respondents can read and write in language used in the questionnaire. Hence they can be given to only literate people. c) Secondary Source of Data: Both interviews and questionnaires require human beings to provide information. If the focus of research is to collect historical data perhaps the best source could be what is called as secondary source. Where data is available in published documents, government reports, journals and magazines, house magazines, minutes of the meetings and achieves etc. Such data can be extremely useful to examine trends in terms of growth or otherwise. Needless to say secondary source of data can be very handy method to collect specific information.
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