MANAGEMENT AND HUMAN RESOURCE DEVELOPMENT
Human
Resources Applies to Any Size of Organization
All organizations have people -- they have human
resources. Regardless of the size of an organization or the extent of its
resources, the organization survives -- and thrives -- because of the capabilities
and performance of its people. The activities to maximize those capabilities
and that performance are necessary regardless of whether the organization
refers to them as Human Resource Management, Human Resource Development or
Human Resources -- or has no formal name for those activities at all.
Those activities are the responsibility of all people
in the organization. Thus, members of organizations, regardless of size or
resources, will benefit from using the resources referenced from this topic.
The vast majority of resources in this topic apply to
nonprofits as well as for-profits. There's a misconception that there is a big
difference in managing human resources in for-profit versus nonprofit organizations.
Actually, they should managed similarly. Nonprofits often have unpaid human
resources (volunteers), but we're learning that volunteers should be managed
much like employees -- it's just that they're not compensated with money;
they're compensated in other ways. Managing volunteers is very similar to paid
staff -- their roles should be carefully specified, they should be recruited
carefully, they should be oriented and trained, they should be organized into
appropriate teams or with suitable supervisors, they should be delegated to,
their performance should be monitored, performance issues should be addressed,
and they should be rewarded for their performance. Also, organizations should
consider the risks and liabilities that can occur with volunteers, much like
with employees. So nonprofit organizations should consider the resources in
this topic as well.
The Human Resource
Management (HRM) function includes a variety of activities, and key
among them is responsibility forhuman resources -- for deciding
what staffing needs you have and whether to use independent contractors or hire
employees to fill these needs, recruiting and training the best employees,
ensuring they are high performers, dealing with performance issues, and
ensuring your personnel and management practices conform to various
regulations. Activities also include managing your approach to employee
benefits and compensation, employee records and personnel policies. Usually
small businesses (for-profit or nonprofit) have to carry out these activities
themselves because they can't yet afford part- or full-time help. However, they
should always ensure that employees have -- and are aware of -- personnel
policies which conform to current regulations. These policies are often in the
form of employee manuals, which all employees have.
Some people distinguish a difference between HRM
and Human Resource Development (HRD), a profession. Those people
might include HRM in HRD, explaining that HRD includes the broader range of
activities to develop personnel inside of organizations, e.g., career
development, training, organization development, etc.
The HRM function and HRD profession have undergone
tremendous change over the past 20-30 years. Many years ago, large
organizations looked to the "Personnel Department," mostly to
manage the paperwork around hiring and paying people. More recently,
organizations consider the "HR Department" as playing a major role in
staffing, training and helping to manage people so that people and the
organization are performing at maximum capability in a highly fulfilling
manner. There is a long-standing argument about where HR-related functions
should be organized into large organizations, eg, "should HR be in the
Organization Development department or the other way around?"
Recently, the phrase "talent management"
is being used to refer the activities to attract, develop and retain employees.
Some people and organizations use the phrase to refer especially to talented
and/or high-potential employees. The phrase often is used interchangeably with
HR -- although as the field of talent management matures, it's very likely
there will be an increasing number of people who will strongly disagree about
the interchange of these fields.
Many people use the phrase "Human Resource
Management," "Human Resource Development" and "Human
Resources" interchangeably, and abbreviate Human Resources as HR --
HR has become a conventional term to refer to all of these phrases.
Thus, this Library uses the phrase "Human
Resources" and the term "HR," not just for simplicity, but to
help the reader to see the important, broader perspective on human resources in
organizations -- what's required to maximize the capabilities and performance
of people in organizations, regardless of the correct phrase or term to be
applied when doing that.
HUMAN RESOURCE DEVELOPMENT
Human Resource Development (HRD) is the framework for
helping employees develop their personal and organizational skills, knowledge,
and abilities. Human Resource Development includes such opportunities as
employee training, employee career development, performance
management and
development, coaching, mentoring, succession
planning, key employee identification, tuition assistance,
and organization development.
The
focus of all aspects of Human Resource Development is on developing the most superior
workforce so that the
organization and individual employees can accomplish their work goals in
service to customers.
Organizations
have many opportunities
for human resources or employee development, both within and outside
of the workplace.
Human
Resource Development can be formal such as in classroom training, a college
course, or an organizational planned change effort. Or, Human Resource
Development. can be informal as in employee coaching by a manager. Healthy organizations
believe in Human Resource Development and cover all of these bases.
HUMAN RESOURCE MANAGEMENT
Human Resource Management (HRM) is the function
within an organization that focuses on recruitment of, management of, and
providing direction for the people who work in the organization. HRM can also
be performed by line managers.
HRM
is the organizational function that deals with issues related to people such as
compensation, hiring, performance management, organization development, safety,
wellness, benefits, employee motivation, communication, administration, and
training.
HRM
is also a strategic and comprehensive approach to managing people and the
workplace culture and environment. Effective HRM enables
employees to contribute effectively and productively to the overall company
direction and the accomplishment of the organization's goals and objectives.
HRM
is moving away from traditional personnel, administration, and transactional
roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of
employees and that employee programs impact the business in measurable ways.
The new role of
HRM involves strategic
direction and HRM metrics
and measurements to
demonstrate value.
SOURCE : http://humanresources.about.com/
CONCLUSION :
The terms for human resource management and
development has indeed evolved through the centuries. The term ‘human resource
management” has evolved from personnel management in the early 1900s and
through to the current use of the term ‘human capital management’- popularly
used by many large firms. Human Resource Development in Management is the
integrated use of training, organization, and career development efforts to
improve individual, group and organizational effectiveness Similarly goes to the term ‘human resource
development’- most practitioners understood the term ‘training’ as similar to
HRD and the term ‘training’ is being popularly used to.
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