n the course of managing people, all managers must be concerned to some degree with the following six activities: attraction, selection, retention, development, assessment, and adjustment.
* Attraction comprises the activities of identifying the job requirements within an organisation, determining the numbers of people and skills mix necessary to do these jobs, and providing equal opportunity for qualified candidates to apply for jobs.
* Selection is the process of choosing the people who are best qualified to perform the jobs.
* Retention comprises the activities of rewarding employees for performing their jobs effectively and maintaining a safe, healthy work environment.
* Development is a function whose activities are aimed at preserving and enhancing employee’s competence in their jobs through improving their knowledge, skills, abilities, and other characteristics; human resource specialists use the abbreviation KSAOs to refer to these items.
* Assessment involves the observation and evaluation of behaviors and attitudes relevant to jobs and to job performance.
* Adjustmentcomprises activities intended to maintain compliance with the organisations human resource policies.
Needless to say, these activities can be carried out at the individual, group, or larger organizational unit level. Sometimes they are initiated by the organization, and sometimes they are initiated by the individual or group. Whatever the case, the responsibilities for carrying out these activities are highly interrelated. Together they comprise the human resource management system.
As noted above, the activities of attraction, selection, retention, development, assessment, and adjustment are the special responsibilities of the human resource department. These responsibilities also lie within the core of every manager’s job throughout any organization-and because line manager have authority, they have considerable impact on the ways that workers are actually utilized.
The Role and Mission of the HR Department
There is a perception among some people that small department, with no revenue or profit and loss responsibility, somehow manages the human resources of the corporation. This is not true, for all managers, regardless of their functional specialty, are responsible not only for managing capital and equipment, but also for managing people. Another common perception is, in effect, that “Employees should be view as costs, not as assets.”
This is also not true, for as Bruce Ellig, Pfizer’s top HR executive, noted: “You cut costs; you develop assets. The renaming of the personnel function to Human Resources in most organisations is at least an outward indication of that” The HR department does not have the sole responsibility for managing people, and people are seen as assets, not just as costs.
CEOs see HRM as one of the most important corporate functions-one to which they look for help in forging a competitive edge for the business.
SOURCE:
http://human-resources-management.suite101.com/article.cfm/the-responsibilities-and-objectives-of-human-resource-management
* Attraction comprises the activities of identifying the job requirements within an organisation, determining the numbers of people and skills mix necessary to do these jobs, and providing equal opportunity for qualified candidates to apply for jobs.
* Selection is the process of choosing the people who are best qualified to perform the jobs.
* Retention comprises the activities of rewarding employees for performing their jobs effectively and maintaining a safe, healthy work environment.
* Development is a function whose activities are aimed at preserving and enhancing employee’s competence in their jobs through improving their knowledge, skills, abilities, and other characteristics; human resource specialists use the abbreviation KSAOs to refer to these items.
* Assessment involves the observation and evaluation of behaviors and attitudes relevant to jobs and to job performance.
* Adjustmentcomprises activities intended to maintain compliance with the organisations human resource policies.
Needless to say, these activities can be carried out at the individual, group, or larger organizational unit level. Sometimes they are initiated by the organization, and sometimes they are initiated by the individual or group. Whatever the case, the responsibilities for carrying out these activities are highly interrelated. Together they comprise the human resource management system.
As noted above, the activities of attraction, selection, retention, development, assessment, and adjustment are the special responsibilities of the human resource department. These responsibilities also lie within the core of every manager’s job throughout any organization-and because line manager have authority, they have considerable impact on the ways that workers are actually utilized.
The Role and Mission of the HR Department
There is a perception among some people that small department, with no revenue or profit and loss responsibility, somehow manages the human resources of the corporation. This is not true, for all managers, regardless of their functional specialty, are responsible not only for managing capital and equipment, but also for managing people. Another common perception is, in effect, that “Employees should be view as costs, not as assets.”
This is also not true, for as Bruce Ellig, Pfizer’s top HR executive, noted: “You cut costs; you develop assets. The renaming of the personnel function to Human Resources in most organisations is at least an outward indication of that” The HR department does not have the sole responsibility for managing people, and people are seen as assets, not just as costs.
CEOs see HRM as one of the most important corporate functions-one to which they look for help in forging a competitive edge for the business.
SOURCE:
http://human-resources-management.suite101.com/article.cfm/the-responsibilities-and-objectives-of-human-resource-management
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