HRM activities and programs
Some experts assert that there is no difference between human resources and personnel management. They state that the two terms can be used interchangeably, with no difference in meaning. In fact, the terms are often used interchangeably in help-wanted ads and job descriptions. For those who recognize a difference between personnel management and human resources, the difference can be described as philosophical. Personnel management is more administrative in nature, dealing with payroll, complying with employment law, and handling related tasks.
Human resources, on the other hand, is responsible for managing a workforce as one of the primary resources that contributes to the success of an organization. When a difference between personnel management and human resources is recognized, human resources is described as much broader in scope than personnel management. Human resources is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization. A primary goal of human resources is to enable employees to work to a maximum level of efficiency.
Personnel management can include administrative tasks that are both traditional and routine. By contrast, human resources involves ongoing strategies to manage and develop an organization’s workforce. It is proactive, as it involves the continuous development of functions and policies for the purposes of improving a company’s workforce. 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 organization’s personnel department. With human resources, all of an organization’s 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. * Evaluate the development of Vietnamese companies Vietnam, after joining WTO, has faced both opportunities and challenges. We have to put more attention in developing economy.
As we all know, “people” is always a key factor in any enterprises. Without talented staffs, a company can’t compete with others in an interesting business environment like Vietnam. Therefore, HRM (Human Resource Management) has developed very fast in our country. In addition, when all the world are facing a economic crisis, the attaining and retaining talented people in your company is much more important. Thus, I can say that HRM is the key developing factor in Vietnam. In next few years, this area will be paid the most important attention. 2.
Why is the HR department playing a more significant role in organizational strategic planning processes today than it did 20 years ago? HRM has not been paid enough attention in the past because at that time, enterprises want to focus more on production than human relations. However, today, the world is changing so fast, which leads to the relative change in managers’ view. Working conditions, social patterns, and the division of labor are significantly altered. A new kind of employee – a boss, who wasn’t necessarily the owner, as had usually been the case in the past – become a power broker in the new factory system.
With these changes also came a widening gap between workers and owners. It means if you don’t pay attention to this relation, we have to face many problems in productivity, which can be the cause of bad performance. So what can we do to solve this problem? HR department is needed as the best alternative. Moreover, the drastic changes in technology, the growth of organizations, the rise of unions, and government concern and intervention concerning working people resulted in the development of human resource management.
HR department is needed to bridge the gap between management and worker; in other words, they were to speak to workers in their own language and then recommend to management what had to be done to get the best results from employees. The HR managers are expected to be key contributors to their areas by becoming knowledgeable about the business issues faced by their business functional units. Today, HR managers participate in developing business strategies and ensure that human resource dimensions are considered.
For instance, the HR manager for manufacturing has HR responsibilities for 600 employees. In that role she contributes to workflow, production, scheduling, and other manufacturing decisions. It also means that she is more accessible to and has more credibility with manufacturing workers, most of whom are hourly workers. It is very important that human relations and workflow in a company need to be smooth, therefore, the role of human resource department is increasingly important. Workers can be happier, more satisfied and willing to work for this company.
The crisis of the worldwide economy is also resulted in the importance of human resource department. 3. Why is it correct to conclude that all managers are involved in the human resource management function and implementing HRM activities and programs? Managers and supervisors throughout organizations are responsible for the effective use of all the resources available to them. Therefore, effective management of the human resources is integral to any manager’s job, whether as a hospital head nurse, assistant manager in a retail store, director of engineering, or president of a nonprofit agency.
Moreover, cooperation among people who specialize in HR and other managers is critical to organizational success, especially when global operations are involved. This cooperation requires contact, or interface, between the HR unit and managers within the organization. These points of contact represent the “boundaries” that determine who does what in the various HR activities. In organizations, decisions must be made to manage “people-related” activities; they cannot be left to chance.
These are not attempts to indicate “the one way” all organizations should perform HR activities but are simply illustrations of how these activities can be divided. For example, in one medium-sized bank, all new non-management employees are hired by the HR department. In another equally successful company, applicants are screened by the HR department, but the new employees actually are selected by the supervisors for whom they will work. In smaller organizations without separate HR departments, cooperation among managers at different levels and in different departments also is essential if HR activities are to be performed well.
For instance, in a small distribution firm hiring a new sales representative, the sales manager coordinates with the office supervisor, who may place a recruiting ad in a local newspaper, respond to telephone inquiries about the job from interested applicants, and conduct a telephone screening interview. Therefore, it is correct to conclude that all managers are involved in the human resource management function and implementing HRM activities and programs.