Human Resource Management (HRM) is a strategic approach focused on the effective use of human capital to achieve organizational objectives, emphasizing employee training and development. It differs from traditional personnel management in its view of people as valuable resources and its proactive role in organizational change. HRM must comply with various legal frameworks to ensure fair practices and employee rights.

1. Human Resource Management

2. Introduction to Human Resource
Management
• A process that is an effective and efficient usage of human capital for
accomplishment of set objectives of the organization.
• Objective - To assure that there is timely availability of right men for
the right job so that the set targets are efficiently achieved.
• HRM scope is wide.
• Includes those activities that initiate from manpower planning and ends
when employees exit the organization.

3. Differences between Personnel management and Human
resource management
• Marriott International Inc. strives to provide its employees a good working
conditions. The HR practices of Marriott have provided a friendly environment to its
employees so that they can work happily within the organization.
• The personnel management is a traditional approach of managing employee's in the
organization while HRM is a modern method to strengthen the employee's
management in the organization.

4. Continued..
• The personnel management considers people as an input to fulfil the desired output
whereas HRM considers people as significant resource in development and
accomplishment of the desired output.
• The HRM emphasis more on training and development of employees as compared
to personnel management.
• The personnel management workings are more of routine nature while HRM is a
strategic function that deeply focuses on development, acquisition, motivation and
withholding of useful human capital in the organization.

5. Functions of HRM
• Significant role to bring in and direct individual and collective efforts of employees
towards the accomplishment of objective of the organization
• HRM balances between the organizational goals and employees aspiration from the
organization.
• Enhances employees productivity through training and development.

6. Continued..
• HR acts in to hire new people or train the existing ones to perform the particular role
needed to deal with such changes.
• HR managers here are required to possess the leadership traits in them to aware
employees about the incoming of changes and assist them adjusting to it.

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8. Continued..
• Recruit the correct amount of workforce
• Check whether the workforce calibre meets in the job requirements or not. undertakes
various steps to keep such workforce satisfied and motivate them to maximize their
performance.
• Shore up the performances of employees.

9. Continued..
• Has responsibility to facilitate smooth functioning of the organization by ensuring all
legal laws and regulations are duly complied.

10. Roles and Responsibilities of Line
Manager
Following are the roles and responsibilities of a line manager:
• Ensure employees continuous engagement towards the objective and
supervises its work.
• The performance appraisal which are structured by HR Professionals are
bought into implementation by line managers. As the rating and feedback
of employees is provided by the line managers to the HR professionals.
• The line managers also performs the work of managing operational costs
and measuring of operation performance in relation to employees.

11. Continued..
• The allocation of work and checking quality of work done by employee's is
undertaken by line managers.
• The discipline in the workplace is ensured by line managers in consistency with
the policies and procedures framed by the HR departments.

12. Impact of Legal Framework on HRM
Following are the legal framework which has to be followed by HRM:
• The Equality Act 2010 that prohibits discrimination in any manner and has included
in it supplementary acts like the Protection from Harassment Act 1997.

13. Continued..
• Disability discrimination Act 2005 (amended) that states it an unlawful practice to
carry out any sort discrimination on the basis of individual's disability.
• Employment Right Act 1996 to dismiss all such acts that are unfair and entitle an
employee to seek protection of its rights and claim under this act.
• Sex discrimination Act 1975 which outlaws all such practices that are carried out to
make discrimination based on gender.

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15. REFERENCES
• Bell, G., 2012. Playing the HR field: An interview with R. Wayne Pace, founding
president of the Academy of Human Resource Development, and author of Human
Resource Development: The Field. Human Resource Management International
Digest. 20(7). pp.39 – 41.
• Cunha, C. R. and et. al., 2003. Market Forces, Strategic Management, Human
Resource Management Practices and Organizational Performance: A Model Based
on a European Sample. Management Research: The Journal of the Iberoamerican
Academy of Management. 1(1). pp.79 – 91.

16. Continued..
• Ichniowsk, C. and Shaw, K., 2000. The Effects of Human Resource Management
Systems on Economic Performance: An Interanational Comparisons of U.S and
Japanese Plants. Management Science. 45(5). pp. 704 – 721.
• Inkson, K., 2008. Are humans resources?. Career Development International.
13(3). pp.270 – 279.
• Jain, P., 2005. Strategic human resource development in public libraries in
Botswana. Library Management. 26(6/7). pp.336 – 350.Ellinger, E. A. and
Ellinger, D. A., 2014. Leveraging human resource development expertise to
improve supply chain managers' skills and competencies. European Journal of
Training and Development. 38(1/2). pp.118 – 13