Human Resource Management is the process of recruiting, selecting, inducting employees, providing orientation, imparting training and development, appraising the performance of employees, deciding compensation and providing benefits, motivating employees, maintaining proper relations with employees and their trade unions, ensuring employees safety, welfare and healthy measures in compliance with rules and regulations.

1. Human Resource
Management
Name
Institution

2. Introduction
• Human Resource Management is the process of recruiting, selecting,
inducting employees, providing orientation, imparting training and
development, appraising the performance of employees, deciding
compensation and providing benefits, motivating employees, maintaining
proper relations with employees and their trade unions, ensuring employees
safety, welfare and healthy measures in compliance with rules and
regulations.

3. Introduction
• Human resource is considered as the backbone of any organization.
• The concept of the Human resource management (HRM) had been debated
in the literature.
• Initially the concept of HRM developed from U.S.A in the 1960s.
• It plays vital role in creating organization.
• In the recent scenario human resources has added more values in
developing country.

4. Roles of HRM
• Organization
• The employment relationship
• Resourcing Utilization
• Management

5. Recruitment and Exit policies
• Human resource management is concerned with hiring, staffing, training,
promoting and firing of personnel.
• It creates a sense of order in the work place by identifying which area in
requires improvement, who should do it based on their qualifications? And
the skills that would be needed to achieve certain objectives.
• It therefore oversees that there is a continued state of equilibrium at the
work place.

6. Personal and Organization Learning
• As with staffing, HRM is concerned with ensuring that input is in line with
the output.
• It oversees the workers which means that it is concerned with mitigating
organization of training programs that will boost the organization’s
performance and survival in the market.
• Training programs are therefore provided for workers who are most
qualified or are being prepared to help the organization adopt new
techniques.

7. Organizational Culture
• HRM oversees the observation and adoption of the organization’s culture.
• It achieves this through the placement of these cultural aspects into the
training of newly hired employees.
• This maintains the originality of the organization and inspires the
employees to belong to the organization.

8. Performance Appraisal and Career
Development
• HRM is concerned with overseeing that employees perform accordingly at the
work place.
• This means they reward and punish employees based on their performance to
motivate them to provide better output.
• Training programs and seminars are also used to train the workers so as to open
more opportunities for them.
• Career development is also achieved through promotions and provision of
referees.

9. Occupational Health and Safety
• HRM is concerned with mitigating the provision of all the necessary work
tools and hazard prevention for the employees.
• It ensures there are work guidelines in the workplace and proper education
and training for machine operators to avoid injury.
• Upon injury it ensures that employees are attended to and catered for by
the company.

10. Remuneration and Payroll
• HRM is concerned with addressing all issues regarding financial
compensation of employees to the organization’s management.
• HRM ensures that all workers get their pay and without any prior agreed
deductions.
• It is also the role of HRM to ensure that employees do not get oppressed

11. Organizational Change
• Organizations are ever making changes and without a sense of order they
could end up losing focus of their destination.
• HRM therefore comes in to bring about order by ensuring employees help to
bring about a sooth transition.
• It trains them or provides them with guideline for the transition thereby
informing them of what is expected of them.

12. References
• Robbins, Bergman, Stagg and Coulter, Chapter 3,11,12 and 14.
• Bolman and Deal, Chapter 8 and 12.