Human Resource Management: Theories, Definitions and Cases
(A Modular Approach)
Module 2. Human Resource Management Definition, Scopes and
Functions, HR Manager and their roles
In this module the student should be able to:
1. Define the meaning of Human Resource Management.
2. Differentiate Human Resource Management Functions.
3. Identify and appreciate the roles of HR Manager.
4. Realize the importance of Human Resource Management in the
success of any organization.
Pretest: Let’s see what you already know:
1. Define in your word what Human Resource
management is.
2. Cite and explain at least one human resource
management function.
3. Do you believe that an HR Manager has an important
role in the success of an organization? If yes, explain
your answer.
4. Cite at least one role of an HR Manager.
Introduction: Various resources have been published emphasizing the definition
of Human Resource Management. Most of the ideas are centered on the process
of how people will be acquired, maintain, develop and to be a part of an
organization as a valuable asset. It is very important that these concepts be
studied to let the students understand how it has to be implemented.
Furthermore, there are so many popular definitions given by prominent authors
which really create an image of implementing such in the organization in a way
that workers and organizations will benefit in the end. On the other hand, human
resource management functions will be discussed in diminutive details to
familiarize them to a wider understanding later on the succeeding chapters.
Finally, the role of HR manager will be tackled to help appreciate the position
where they stand in the organization.
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Human Resource Management: Theories, Definitions and Cases
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A. Human Resource Management: Definition
Storey (1995) defines human resource management as:
…HRM is a distinctive approach to employment management which seeks
to achieve competitive advantage through the strategic deployment of a highly
committed and capable workforce, using an array of cultural, structural and
personnel techniques.
Based on the definition, he likes to emphasize that HRM is clearly engaged
on how to acquire people who will become an asset of the organization on
attaining its objectives. This can be done by applying applicable techniques in
choosing the most qualified people available who will be able to perform their
jobs well.
On the other hand, Buchanan and Huczynski (2004) believe that HRM is
a managerial perspective which argues the need to establish an integrated series
of personnel policies to support organizational strategy. However, for Graham
(1978) the purpose of HRM is to ensure that the employees of an organization
are used in such a way that the employer obtains the greatest possible benefit
from their abilities and the employees obtain both material and psychological
rewards from their work. Furthermore, HRM is a strategic approach to managing
employment relations which emphasizes that leveraging people’s capabilities is
critical to achieving competitive advantage, this being achieved through a
distinctive set of integrated employment policies, programmes and practices
(Bratton and Gold,2007).
It is believed that Human Resource Management contains arrays of
purposes and roles that enable the organization to deal with its workers. It does
not center only on what the people can do for the organization but also what the
organization can do for its people. Modern day concepts of HRM clearly
inculcate the importance of people in any organization may it be public or
private. The numerous definitions have created two different schools of thought:
soft and hard variants of HRM (Storey, 1992). Soft HRM focuses on employee
training, development, commitment and participation. It is used to define HR
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Human Resource Management: Theories, Definitions and Cases
(A Modular Approach)
functions aimed to develop motivation, quality and commitment of employees;
hard HRM, on the other hand, concentrates mostly on strategy where human
resources are used to achieve organizational goals. It is also associated with cost
control and head count strategies, especially in business processes like
downsizing, lowering the wages, shortening comfort breaks, etc. (Beardwell and
Claydon, 2007). In the local context, definition of HRM may have been based on
various aspects particularly on the analytical framework for HRM in the
Philippines which include economic/political, cultural and global aspects; how
organizations manage this resource depends on theirs. Conversely, its definition
can be furthered by citing its philosophies and practices, such as:
First is ownership. Human
resource management is and has to
be owned and driven by the top
management in the interests of the
key stakeholders. The stakeholders
include shareholders, the managing
board, the workers, clients and
customers. This is unlike the old
tradition
in
which
personnel
management functions were mostly
vested on designated officers under
a personnel department. Under
human resource management, the
philosophy
is
that
the
top
management owns and drives the
agenda
for
effective
people
management in an organization.
Second,
business
or
organizational strategies form the
basis
for
human
resource
strategies, and there should be a
strategic fit. This opposes putting
emphasis on routine activities,
reactive decision making and limited
vision which seemed to characterize
traditional personnel management.
The
implication
is
that
an
organization cannot have a strategic
approach to managing the workforce
without organizational and business
strategy. Here, an aspect of flexible
human resource planning comes in,
and the ability to use the best
forecasting
techniques
is
a
precondition for human resource
acquisition, utilization, development
and retention.
Third
is
considering
employees as assets rather than
liabilities.
Under
traditional
personnel management philosophy,
training
and
development
of
employees was quite often seen as a
cost that should be avoided
whenever possible. Now this doctrine
has been turned on its head.
Investment in people, like any other
capital investment, is necessary for
better returns in the future.
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Human Resource Management: Theories, Definitions and Cases
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Fourth is getting additional
value from employees. Employees
are capable of producing added
value. It is the role of the
management to obtain such added
value through human resource
development
and
performance
management systems. The concept
of added value is borrowed from
production economics. It stipulates
that an employee can be utilized to
produce marginal output if properly
trained, do the right job and get a
reward
accordingly.
Work
measurement and matching jobs
with the right people as well as
measuring performance against the
set targets and standards stand out
clearer under human resource
management school of thought.
Fifth
is
employee
commitment.
Organizational
success comes from the employees’
total
commitment
to
the
organizational
mission,
goals,
objectives, and values. Employees’
understanding of the future of the
organization and their own future in
the
organization
triggers
commitment and hence sustained
productivity. It is the task of the
management
to
induce
and
encourage that commitment.
Sixth is also based on
employees’ commitment. Building
a strong organizational culture gives
managers
an
advantage
in
stimulating employees’ commitment.
Effective communication, training,
coaching,
mentoring
and
performance management processes
are effective tools for building a
strong corporate culture.
On the other hand, the
objectives of human resource
management are derived from the
particular philosophies:
First, the whole aim was on
trying to achieve an organizational
mission,
vision,
goals
and
objectives
using
people
as
valuable resources. Unlike with the
traditional personnel management
theory whereby employees were
instruments needed to accomplish
work in organizations, human
resource management managers
recognize and appreciate the need
for putting people at the top of the
agenda in achieving organizational
objectives. As the power of the
organization depends on the nature
of the workforce, putting employees
first
in
all
human
resource
management functions in the
organization and making them feel
that they are at the top is seen as a
step
further
in
putting
the
organization
first
among
competitors.
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Human Resource Management: Theories, Definitions and Cases
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The
second
objective
concerns the utilization of staff
capacity. Successful organizations
are those that can fully utilise the
potential of their employees. This
manifest
itself
in
different
approaches used in job design,
recruitment, and placement. This
includes redesigning jobs so that
related jobs can be done by one
person, such as recruitment of multiskilled employees, part time work
arrangements, sub-contracting etc.
The third objective involves
ensuring that employees are
committed to their jobs, teams,
departments and the entire
organization. Striving for total
employee commitment is intended
to minimize unnecessary conflicts
between the employees and the
management that could result in low
morale among the employees, high
employee turnover and ultimately
low productivity. Commitment is
fostered by using various strategies
including employees being nurtured
through coaching, mentoring and
the provision of lucrative reward.
The fourth objective is to
ensure
that
organizational
systems, processes and activities
are integrated and synergized
through a strong organizational
culture. Organizational culture is
made up of values, attitudes, norms,
myths and practices that are ‘how
things are done around’. Different
categories of jobs, professions and
departments are seen as a ‘whole’
rather than disjointed. Organizational
symbols, songs, artefacts etc. are
used to foster a culture of
uniqueness, which makes employees
feel proud of their jobs and the
organization.
The
fifth
is
optimal
utilization of available resources.
In the language of economics,
resources
are
always
scarce.
Organizations cannot succeed if
resources
(employees,
finance,
machinery and equipment, energy)
are over utilized, underutilized or are
utilized at the wrong time or in the
wrong place. Each of these scenarios
would suggest that there is a waste
of resources because some will be
easily depleted, unnecessarily leaving
them idle or are being used unwisely.
In this case, matching resources with
performance is a mechanism for
monitoring organizational efficiency.
Quite often time/activity/outcome
and budget schedules are used to
match resources with performance.
Any observed underutilization or
over utilization of resources has
implications in terms of how the
human resources were used and
measures are taken accordingly.
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Human Resource Management: Theories, Definitions and Cases
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The sixth reason for embracing human resource
management
practices
is
derived
from organizational cybernetics and systems
theory whereby, the underlying principle is that
‘the
sum
is
less
than
the
whole’.
Study.com
From a human resource management perspective,
each job, organizational unit, section, department and all categories of staff are
seen in their totality. Working together instead of as an individual is a method for
improving synergy at all levels. Departmental outdoor training programs are
some of the initiatives used to improve synergy at functional level.
B. Human Resource Management vs. Human
Resource Development
HRM and HRD are two different terms that are always mistakenly used
interchangeably. The table given below will give a better idea of its differences.
BASIS FOR
COMPARISON
HRM
HRD
Meaning
Human Resource Management
refers to the application of
principles of management to
manage the people working in
the organization.
Human Resource
Development means a
continuous development
function that intends to
improve the performance
of people working in the
organization.
What is it?
Management function.
Subset of Human
Resource Management.
Function
Reactive
Proactive
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Human Resource Management: Theories, Definitions and Cases
(A Modular Approach)
BASIS FOR
COMPARISON
HRM
HRD
Objective
To improve the performance of
the employees.
To develop the skills,
knowledge and
competency of
employees.
Process
Routine
Ongoing
Dependency
Independent
It is a subsystem.
Concerned with
People only
Development of the
entire organization.
Source: https://keydifferences.com/difference-between-hrm-and-hrd.html
HRM differs from HRD in a sense that HRM is associated with
management of human resources while HRD is related to the development of
employees. Human Resource Management is a bigger concept than Human
Resource Development. The former encompasses a range of organizational
activities like planning, staffing, developing, monitoring, maintaining, managing
relationship and evaluating whereas the latter covers in itself the development
part i.e. training, learning, career development, talent management, performance
appraisal, employee engagement and empowerment.
C. HR Managers and their roles
Human Resource Managers have been an important factor in an
organization.
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Human Resource Management: Theories, Definitions and Cases
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They usually steer the day to day operation of managing the very
significant asset of the business; the people. This is the reason that the two
terminologies be defined very well to avoid perplexities. Aside from heading the
functions, scopes and practices of human resource management, they are also
tasked to maintain orderliness and discipline of personnel.
Roles & Responsibilities of HR Managers in Growing Organizations
The roles of HR Managers in today’s globally competitive world have been
changing and become more complicated. They have to be engaged in various
activities and trial and error of doing the same should be discouraged for the
most important resources will be affected. People in the organization tend to
perform at its best when they are taken care of. In this regard, the people who
will lead the HR Department should be knowledgeable on the performance of
their job.
function
comprises
2
main
Recruitment
objectives:
This is the one function which
is
hand
in
glove
with
HR. Recruitment has been one of the
major responsibilities of the HR
team. It is the job of HR personnel to
plan and devise strategic campaigns
and guidelines for recruiting suitable
candidates
for
a
required job
description. They also have to serve
as a mediator between the employer
and the candidate and communicate
company policies and terms of the
contract to the candidate before he
is hired. This is the first pillar of HR
management that every HR manager
starts with. It is probably one of the
most important aspects of any HR
professional’s career. The recruitment
1) Attract Talent. Attracting
talent starts with first planning the
requirement of manpower in the
organization, the gauging the needs
of the organization’s human resource
requirements,
and
accordingly
putting a plan of action to fulfill
those needs with placement of
“talented professionals”. This is
followed by creating an “employer
brand” which will be representative
of
the
organization’s
good
image and portray an attractive
impression in the minds of potential
candidates.
The
employer
branding
aspects have become very important
owing to the new-age media and
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Human Resource Management: Theories, Definitions and Cases
(A Modular Approach)
awareness of employee rights.
Putting one’s best foot forward is no
longer enough, it needs to be
followed through with honest actions
in favor of the employees. And
finally, the HR manager needs to
create detailed recruitment strategies
carry out the hiring process.
2) Hire Resources. This is
where the recruitment strategies are
put in action. In the current age,
there are lots of competitions vying
for the attention of the best talent in
the market. The HR manager needs
to run all possible engines to go out
there in the market and find that one
suitable gem. This part of the role
includes things like finding relevant
locations to look in, reach out to
maximum potential candidates using
mass
communication
mediums,
aggregate all responses, filter out
irrelevant applications, judge suitable
incumbents and coordinate internally
to get them interviewed. Once the
finalists are decided, the HR manager
turns into a ‘negotiator’ of sorts,
working as a mediator between the
company and the candidate to find
that win-win ground.
Training
Not all is done once you’ve
recruited a suitable candidate for the
job. Many organizations perform
tasks
differently.
Training
an
employee is important to help the
new hires get acquainted with the
organization’s work pattern. It is
imperative for the HR department to
incorporate a training program for
every new employee based on the
skill set required for their job. It will
also further contribute towards
employee motivation and retention.
For the training to be
effective, every new employee can be
subjected to an on-the-job training
for the initial days to get him in sync
with the work guidelines of the
organization. This training will not
only be of assistance to the
employee but also give the HR team
an insight into the employee’s
workmanship. On completion of the
training, HR plays a significant role in
assessing the results of the training
program and grading employees on
the same.
Professional Development
Closely related to training,
developing employees professionally
is an added bonus for the employee
as well as the organization. Enrolling
the employee to attend conferences,
trade shows, seminars etc. that may
be in his personal interest will make
the employee feel cared-for and a
vital part of the organization, thus
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Human Resource Management: Theories, Definitions and Cases
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increasing employee engagement. It
will be beneficial to the organization
by way of the employee’s added skill
set. In short, it is a win-win. It is the
HR head’s job to get to know the
employee’s hobbies and areas of
interest
and
look
out
for
opportunities that will help them
build onto those hobbies.
Appraisals
Since HRM is a body meant
for the employees, carrying out
timely performance appraisals is a
given. Performance appraisals help in
employee
motivation
by
encouraging them to work to their
fullest potential. It also enables to
give them feedback on their work
and suggest necessary measures for
the same. This helps employees to
have a clear view of what is expected
of them and what they are delivering.
They can thus work better towards
improving their performance and
achieving targets.
The role of HR (especially the
HR manager) in this would be to
have a policy of generating timely
appraisal reports and a review of the
same by the authorities. The HR
team
should
communicate
individually with employees and give
a clear feedback or suggestion on
their performance. A system to
reward employees excelling at their
work would help in employee
motivation and thus garner a higher
degree of productivity and employee
engagement.
Maintaining Work Culture
It is the duty of the HR to
maintain a healthy, safe, and fun
work environment to ensure a level
of comfort amongst the employees
and eliminate any stressful or
awkward atmosphere that may
hinder the performance of the staff.
It is vital to have an efficient work
atmosphere, because an individual’s
performance in largely dependent on
the surrounding he’s working in. It
would be great to have an opendoor policy up to some extent
wherein employees
can
freely
communicate and
voice
their
opinions to be given consideration.
The HR department’s role is to be a
friendly body with an open attitude.
By communicating and treating every
employee as equal, the HR can build
rapport with the employees. This
goes a long way in increasing
employee engagement and gives a
higher job satisfaction.
Resolving Conflicts
Where different people have
different views, conflicts are almost
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Human Resource Management: Theories, Definitions and Cases
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inevitable. Whether the dispute is
between two or more employees or
between the employee and the
management, an HR manager has
the right to intervene and help map
out a solution.
The HR should be available at
the disposal of the conflicting parties
and hear out their issues without
being
judgmental.
Prior
investigations are a must before
passing any judgment. The HR head
is not expected to discriminate or
play favorites in this matter and
always deliver an unbiased and
practical decision. A reimbursement
in case of any loss caused and strict
actions against the defaulter should
be practiced for effective conflict
resolution by the HRM.
Employee Relations
The Human Resources is
called so because its major
responsibility is dealing with the
human part of the organization and
this
involves
having
great
interpersonal skills. An HR manager
who sits in the office all day will not
turn out to be good at building
connections with the employees and
thus fail to serve the purpose of
being an HR head. As an HR person,
employees should feel comfortable
coming up to you with their
problems and for that, it is important
that the HR team build a good public
image within the organization.
The HR team has to be
proactive and know their employees.
An HR personnel’s job is not a desk
job altogether. The HR head’s role is
to establish the trust and confidence
of the employees and not have a
“don’t mess with me” demeanor. He
should be looked upon as both an
HR expert and an employee
advocate.
Rewards and Incentives
Rewarding the employees for
a work well done imparts motivation
and at the same time induces a
desire to excel at tasks in hope of
obtaining rewards. It serves as bait
for inculcating a healthy competitive
environment amongst employees to
achieve targets and meet deadlines.
A reward need not be materialistic
always. It could just be a word of
appreciation in front of all coworkers
for a menial task done with complete
honesty.
However, with globalization
and evolving trends, compensations
like holiday packages, pay incentive,
bonuses, and promotion are taking a
backseat. If as an HR manager you
are wanting to reward your
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Human Resource Management: Theories, Definitions and Cases
(A Modular Approach)
employees efficiently, it is time you
adapted new ways of awarding
benefits such as flexible work times,
paternity leave, extended holidays,
telecommuting etc. These nontraditional rewards will prove fruitful
not only in engaging existing
workforce but also as an added
benefit to attract new talent to your
organization.
Legal Knowledge
This may seem the least
glamorous of all but is an important
aspect of the HRM. An HR manager
should always be in compliance with
the law. Whether it is drafting new
policies or writing terms of a
contract, it is the HR department’s
job to build guidelines keeping the
laws in mind. This ensures an
organization’s continued growth and
existence. While drafting policies, the
HR should always ensure to be at an
upper hand legally and keep the
organization’s practices in tune with
the labor laws, tax laws, permissible
working hours, minimum wages, and
a no-discrimination policy.
Organization
An HR head is responsible for
organizing all functions of the
organization. To start with, it includes
employee
on-boarding,
i.e.
welcoming new employees. It is a
must for every HR head to carry out
an induction for every new hire and
give them an orientation regarding
the company policies and rules.
The HR personnel should also
introduce the new employees to
their colleagues and assign them a
mentor. It also involves listing out
job expectations and defining roles
and responsibilities, thus getting the
new employees in tune with the
working of the organization. The HR
personnel are also responsible for
organizing and storing all employee
data efficiently and keeping it secure.
Management
Management is the most
important job of an HR manager. It is
what defines a good HR manager.
Management extends right from
managing employees to managing
the employers and the whole HR
department as well.
The role of an HR manager is
to manage, create, implement and
supervise policies/regulations, which
are mandatory for every employee
and also have knowledge of its
appropriate functioning. Monitoring
attendance and tracking leave forms
a major chunk of the HR
management function. There should
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Human Resource Management: Theories, Definitions and Cases
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be proper management of the clockin/out time to avoid late arrivals and
track overtimes and half-days. As
mentioned before, the HR as a
department should also be well
managed by the HR head. If the HR
department itself is in a state of
chaos, it cannot serve as a
peacemaker
for
the
other
departments.
Payroll Management
Once all the attendance
monitoring, leave tracking, clock
in/outs are tracked and monitored, it
is time for the most important
aspect–calculating
the
payroll.
Efficient calculation of salaries, wagecuts,
reimbursements,
and
generation of pay slips amounts to
the role of HR managers in payroll
management.
The HR manager should
maintain transparency and provide
the employees with information as
and when asked. The HR should
ensure not only accurate calculations
of salaries but also timely transfer of
the same. They also have an
obligation
towards
exiting
employees in settlement of dues and
compensations.
The roles of HR managers are
so complex which requires the most
fitted person who will be positioned
in many aspects of the job.
Qualifications of HR managers must
be bold and identified in order to
avoid problems in doing their
professions.
Human Resources Officer/Manager
Requirements and Qualifications
1. Organized and efficient in daily tasks
2. Excellent verbal and written communication
skills
3. Able to multitask, prioritize, and manage time
efficiently
4. Goal-oriented, organized team player
5. Creative problem solver who thrives when
presented with a challenge
6. Encouraging to team and staff; able to mentor
and lead
7. Able to present company mission and history
clearly and confidently
8. Great “people-person” skills and professional
attitude
9. Bachelor’s degree in human resources, business,
or a related field
10. Three to five years of experience in a human
resources position or related position
11. Excellent computer skills, knowledge of
Human Resources Information Systems (HRIS),
Microsoft Office Suite, especially Excel, and
demonstrate skills in database management and
record keeping
12. Specialized training in employment law,
compensation,
organizational
planning,
organization development, employee relations,
safety, training, and preventive labor relations,
preferred.
13. General knowledge of employment laws and
best practices
14. Possesses superb spoken communication skills
15. Excellent interpersonal relationship building
and employee coaching skills.
Source:
https://www.ziprecruiter.com/blog/human-resourcesofficer-job-description-sample-template/
brightbrains.wordpress.com
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Human Resource Management: Theories, Definitions and Cases
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Personnel Management and Human Resource Management Differentiated
Key Differences Between Personnel Management and Human Resource Management
The following are the major differences between Personnel Management and Human Resource Management:
1. The part of management that deals with the workforce within the enterprise is known as Personnel Management.
2. The branch of management, which focuses on the best possible use of the enterprise’s manpower is known as Human Resource
Management.
3. Personnel Management treats workers as tools or machines whereas Human Resource Management treats it as an important asset
of the organization.
4. Human Resource Management is the advanced version of Personnel Management. Decision Making is slow in Personnel
Management, but the same is comparatively fast in Human Resource Management.
5. In Personnel Management there is a piecemeal distribution of initiatives. However, integrated distribution of initiatives is there in
Human Resource Management.
6. In Personnel Management, the basis of job design is the division of work while, in the case of Human Resource Management,
employees are divided into groups or teams for performing any task.
7. In PM, the negotiations are based on collective bargaining with the union leader.
8. Conversely, in HRM, there is no need for collective bargaining as individual contracts exist with each employee.
In PM, the pay is based on job evaluation. Unlike HRM, where the basis of pay is performance evaluation.
9.
Personnel management primarily focuses on ordinary activities, such as employee hiring, remunerating, training, and harmony.
On the contrary, human resource management focuses on treating employees as valued assets, which are to be valued, used and
preserved.(Sourrce:https://keydifferences.com/difference-between-personnel-management-and-human-resource
management.html#KeyDifferences)
In other words, personnel management is focus on managing the
workforce and establish in beholding what the people can do for the productivity
of the organization while human resource management is concerned in utilizing
the full potentiality of employees to contribute in organizational goals. The
former treats the employees as a tool or machines while the latter looks at
employees as an asset. Currently, utilizing human resource management
individual’s role is not confide on routine functions rather on strategic actions.
Summary
This section enlightens the readers of what is human resource
management by citing definitions of specific authorities in the field. Likewise, it
further gives concepts of HRM by including its practices, philosophies and
objectives. The role of HR manager in the organization has also been conversed
on its particulars. In details, they are Recruitment, Training, Professional
Development, Appraisals, Maintaining Work Culture, Resolving Conflicts,
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Human Resource Management: Theories, Definitions and Cases
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Employee Relations, Rewards and Incentives, Legal Knowledge, Organization,
Management and Payroll Management. These roles are equally important
because it will help the people in the organization to function well on their full
potentials. However, HR managers may not fulfil their functions well if they are
not fitted for the position, so their qualifications and requirements are also
important.
References
Andrews, Sudhir (2010). Human
Resource Management, McGraw-Hill
International Edition.
Beardwell, J. and Claydon, T.
(2007). Human
resource
Management:
A
Contemporary
th
Approach. 5 ed. Harlow: Prentice
Hall.
Itika, Josephat Stephen. (2011).
Fundamentals of human resource
management (Emerging experiences
from Africa) , African Studies Centre,
retrieved on June 10, 2019 from
file:///e:/human%20resource%20man
agement%20in%20africa.pdf.
Bratton, J. and Gold, J. (2007). Human
Resource Management: Theory and
Practice, 4th ed. Basingstoke: Palgrave
McMillan.
Selmer, Jan & de Leon,
(2001). Pinoy-style HRM:
Resource Management
Philippines. Asia Pacific
Review.
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10.1080/713999124.
Corinna.
Human
in the
Business
127-144.
Ghodke, Namrata , Roles &
Responsibilities of HR Managers in
Growing Organizations, Retrieved on
June
10,
2019
from
https://www.sumhr.com/hrmanager-role/.
Storey, J. (1995). Human Resource
Management: A Critical Text. London:
Routlegde Wernerfelt, B. (1984) A
resource-based
view
of
the
firm. Strategic Management Journal, 5
pp.171-80.
Graham,
H.T.
(1978).
Human
nd
Resource Management, 2
ed.
Plymouth: MacDonald & Evans.
Storey, J. (1989). From Personnel
Management to Human Resources
Management. In: J. Storey, ed., New
50
Human Resource Management: Theories, Definitions and Cases
(A Modular Approach)
Perspectives in Human Resources
Management. London: Routledge.
Surbhi S. Difference Between HRM
and HRD, Key Differences, Published
July 8, 2017, retrieved on June 10,
2019
from
https://keydifferences.com/difference
-between-hrm-and-hrd.html
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Human Resource Management: Theories, Definitions and Cases
(A Modular Approach)
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Let’s see what you have learned.
Direction: Read each activity then follow the
instruction to accomplish it. Questions given on
the assessment are all discussed on the preceding
pages
Test I. Matching Type. Answer the test below by matching column A with
column B. Write the letter of your answer on the space provided.
Column A
Column B
C - Human Resource Managament
___________________1. It refers to the
application
of
principles
of
management to manage the people
working in the organization.
D - J. Storey
___________________2.
HRM is a
distinctive approach to employment
management which seeks to achieve
competitive advantage through the
strategic deployment of a highly
committed and capable workforce,
using an array of cultural, structural
and personnel techniques.
E - Graham
___________________3.
The purpose of
HRM is to ensure that the employees
of an organization are used in such a
way that the employer obtains the
greatest possible benefit from their
abilities and the employees obtain
both material and psychological
rewards from their work.
a. Human Resource Development
b. Recruitment
c. Human Resource Management
d. J. Storey
e. Graham
f. Selection
The Right Side of Normal
52
Human Resource Management: Theories, Definitions and Cases
(A Modular Approach)
A - Human resource
Development
___________________4.
It means a
continuous development function
that intends to improve the
performance of people working in
the organization.
B - Recruitment
___________________5.
This has been
one of the major responsibilities of
the HR team.
12.
Test II. Enumeration: Enumerate
the answers to the questions given
below.
1-12 Roles & Responsibilities of
HR
Managers
in
Growing
Organizations
1.
2.
3.
4.
5.
cape.westernu.edu
13-15 Give the first three (3)
philosophies and practices of
Human Resource Management.
13.
14.
15.
6.
7.
8.
9.
10.
11.
AndyBargh.com
53
Human Resource Management: Theories, Definitions and Cases
(A Modular Approach)
----------------------------------------------------------------------------------------------------------
Direction: In answering the case, please be guided by the Case Study Sheet
given below.
Harsha and Franklin
Harsha and Franklin are postgraduates in management under different
streams from same B-school. Both of them are close to each other from the
college days itself and the same friendship is continuing in the organization too
as they are placed in the same company, Hy-tech technology solutions. Harsha
placed in HR department as employee counsellor and Franklin in finance
department as key finance executive. As per the grade is concerned both are at
same level but when responsibility is concerned Franklin is holding more
responsibility being in the core finance.
By nature, Harsha is friendly in nature and ready to help the needy.
Franklin is silent in nature ready to help if approached personally and always a bit
egoistic in nature. They have successfully completed 4 years in the organization.
And management is very satisfied with both of them as they are equally talented
and constant performers.
Harsha felt that nowadays Franklin is not like as he used to be in past.
She noticed some behavioral changes with him. During general conversations
she feels that Franklin is taunting her that she is famous among the employees in
the organization on the other hand he is not even recognized by fellow
employees.
One morning, Mr Mehta, General Manager, Hy-tech technology solutions
shocked while go through the mail received from Franklin about his resignation.
Mr. Mehta called Harsha immediately and discussed about the same as she is
close to Franklin. By hearing the news, Harsha got stunned and said that she do
not know this before she also revealed her current experience with him. Mr
Mehta who does not want to lose both of them promised her that he will handle
this and he won’t allow Franklin to resign. In the afternoon, Mr Mehta took
Franklin to canteen to make him comfortable after some general discussions he
54
Human Resource Management: Theories, Definitions and Cases
(A Modular Approach)
starts on the issue. Franklin, after some hesitations opened his thinking in front
of Mr Mehta. The problem of Franklin is 1) when he comes alone to canteen the
people don’t even recognize him but if he is accompanied by Harsha he get well
treated by others. 2) one day both of them entered the company together the
security in the gate wished them but the next day when came alone the same
security did not do so. 3) Even in meetings held in the office the points raised by
Harsha will get more value so many a times he keeps silent in the meeting.
It happens to Franklin that he has to face such degradation in each day of
work which totally disturbs him. Franklin also questioned that “Harsha and
myself have same qualification, from same institute, passed out in the same year
both with first class. We have same number of experiences in this organization.
Moreover, the responsibilities with me are more valuable than that of Harsha.
After all these things, if I am been ignored or unrecognized by the fellow
employees my ego does not allow me to continue here”. By listening to his
statement, Mr Mehta felt that it is not going to be very difficult to stop his
resignation. Source: http://www.indiaclass.com/human-resource-management-case-studies/
CASE SHEET
1. What are the key issue/issues of the case?
2. Identify the problems or issues in the order of priority.
55
Human Resource Management: Theories, Definitions and Cases
(A Modular Approach)
3. What do you think is the cause of the problem/s?
4. Explain the options you will give to solve the problem.
5. Evaluate the options as to its advantages and disadvantages.
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Human Resource Management: Theories, Definitions and Cases
(A Modular Approach)
6. Select the optimum solution and explain how it will be implemented.
The Role of HR Manager
Tiktok Manufacturing has been operating as producers of delicious canned
goods and leading distributor not only in the Philippines but in other countries as
well. They are well known for their exceptional performance, productivity and
professionalism. They do their business with integrity and extend their corporate
social responsibility. Their stakeholders have been very satisfied of what the
company is doing including their employees. The company has been operating
for 30 years and have not experienced employees’ strikes and major grievances.
Since it operated for so many years, some of its senior employees have filed for
retirement including its HR Manager. Tiktok is now face with a situation of hiring
or appointing new HR manager who will man the operations of the office which
has a vital role in the company’s action. Mrs. De Gracia was appointed by the
board to be the HR manager. She came from other industry handling the same
position. The board believes that she can perform her function and will able to
help in motivating the workers. On her first few days, she changed some of the
old practices of the company, leading to coarsely severe feedbacks from
employees. Personnel were transfer from one office to the other without proper
notice. Others have been assigned to position which they are not trained. The
supervision of employee’s attendance has been very lenient which led to
tardiness and absenteeism. Payroll management have been very problematic
because some are overpaid while others are underpaid. Furthermore, workers’
request on human resource matters have not been acted upon. Record of
accidents have increased due to lack of employees’ training and orientation. All
of these have been found as the causes of the company’s problem in production.
Given all these situations, Mrs. De Gracia denied that she had done wrong on her
management.
57
Human Resource Management: Theories, Definitions and Cases
(A Modular Approach)
CASE SHEET
1. What are the key issue/issues of the case?
2. Identify the problems or issues in the order of priority.
3. What do you think is the cause of the problem/s?
58
Human Resource Management: Theories, Definitions and Cases
(A Modular Approach)
4. Explain the options you will give to solve the problem.
5. Evaluate the options as to its advantages and disadvantages.
6. Select the optimum solution and explain how it will be implemented.
59
Human Resource Management: Theories, Definitions and Cases
(A Modular Approach)
The class will be grouped, and a task will be
given to interview a HR Manager.
During the
interview, the following questions have to be
considered: Nature of Business, Years of experience
as HR Manager, Roles and Functions as HR,
Problems encountered in the performance of their
job and how do they cope with it. Output will be
lay out in a PowerPoint presentation and will be
presented in the class. Each group will be given ten
minutes for the presentation. Rubrics will be used
to assess the performance.
The class will be divided into four groups.
Each group will take a stance on choosing what
they think are the first five important roles and
responsibilities of HR Managers as discussed on
this chapter.
On the presentation, the group leader will
have to explain their point of view of making such
choices. Each group will be given ten minutes for
the presentation. Rubrics will be used to assess the
performance.
60