Definitions

HRM - a strategic and a coherent approach to the management

of an organization’s most valued assets i.e. the people
working in the organization, who individually and collectively
contribute to the achievement of its objectives (Armstrong,
2006).

E. Flippo – It refers to planning, organizing, directing and

controlling of the procurement, development, compensation,
interpretation, maintenance and separation of human
resources to the end where individuals, organsational and
societal objectives are accomplished.
FUNCTIONS OF HRM

(i) Managerial Functions

 Planning, specifying the goals to be achieved and deciding in advance

the appropriate actions
taken to achieve those goals.

 Organising:-assembling and coordinating the human, financial, physical,

informational, and other resources needed to achieve goals. Activities
include attracting people to the organization, specifying job
responsibilities, grouping jobs into work units, marshalling and
allocating resources, and creating conditions so that people and things
work together to achieve maximum success.
 Controlling-monitoring of progress and implementation of necessary
changes. This function makes sure that goals are met effectively and
efficiently.

 Directing/leading, -involves stimulating people to be high performers. It

is directing, motivating, and communicating with employees,
individually and in groups.
(ii) Operational Functions.
1. Organization planning and development – this is concerned with
the division of tasks to be performed into manageable and divisional
units, by providing for their integration. It entails designing
organizational structure through fixing of responsibilities and
authority to employees. It involves the development of inter
personal relationships through the integration of tasks.
2. Staffing and employment – this entails the flow of events which
results into continuous monitoring of organization positions at all
levels. The function includes HR planning, recruitment and
selection, placement, orientation, induction/transfers and
promotions.
3. Training and development –this is concerned with increasing
capacity of individuals and groups so that they can contribute
effectively to the attainment of organizational goals. It may
include the determination of training needs and self-initiated
activities to acquire skills and competence required.
4. Compensation and reward system –it entails the remuneration
of employees for services rendered and for motivational
purposes.
5. Employees’ services and benefits –this entails policies
formulating, procurements and strategies to guard the safety and
health of employees at work place. Other function in the same
line includes employees counseling or organizational or individual
problems, and providing medical services and fringe benefits
where possible.
6. Employees records – This becomes necessary particularly in
times of transfers, promotions, merit pay, punishment etc

7. Labour relations – this entails maintenance of peaceful labour

management (Industrial peace). It involves employee
grievances handling, policies and procedures of how to
address industrial disputes as well as how to observe the
labour laws.

8. Personnel research and audit – this involves conducting

attitude surveys which is a systematic enquiry to any aspect of
the staff in order to make them more effective in their
organization.
AIMS OF HRM
 General Aim ensure that the organization is able to achieve
success through people.
specific aims.
Enable the organization to obtain skilled, committed and
well motivated workforce that it needs.
Enhance and develop the inherent capacity of people i.e.
improve their potential and employability by providing the
learning and continuous development opportunities.
Develop high commitment management practices that
recognize employees as valued stakeholders in the
organization and develop the climate of development and
mutual trust.
Create a climate in which productive and harmonious
relationship can be maintained through a partnership between
management and employees
Help the organization to balance and adapt to the needs of its
stakeholders such as customers, government agencies,
trustees, management, employees and public at large.
Manage the diverse workforce by taking into account individual
and group differences in the employment needs, work style and
aspirations.
Ensure equal opportunities are available to all
Maintain and improve the mental and physical well-being of
the employees
PRINCIPLES OF HUMAN RESOURCE MANAGEMENT

 People should be dealt with as equals.

 People should be made to feel worthwhile

 Fairness and justice
 Rewards should be earned but not given
 Employees should get proper information
 Equal pay for equal work
 Put the right person in the right place
 Offer training to all employees
 Plan ahead
Nature of HRM

• It is pervasive in nature as it is present in all enterprises.

• Has a focus is on results rather than on rules.
• It tries to help employees develop/realise their potential fully.
• It encourages employees to give their best to the organization.
• It is all about people at work, both as individuals and groups.
• It tries to put people on assigned jobs in order to produce good results.
• It helps an organization meet its goals in the future by providing for competent
and well-motivated employees.
• It tries to build and maintain cordial relations between people working at various
levels in the organization.
• It is a multidisciplinary activity, utilizing knowledge and inputs drawn from
psychology,
economics, etc.