Features/Characteristics of Human Resource Management
To understand the fundamental concept of HRM, a few basic facts and characteristics/features are given below:
1. Managing people at work:
it covers all levels of staff, including blue-collared employees (viz., craftsmen, foreman, operatives, and laborers), and white collared employee (viz., professional and technical workers, managers, officials and proprietors, clerical workers and sales workers). It is concerned with employees both as individuals as well as group . the aim is to get better results with their collaboration and active involvement in the organization’s activities.
2. Concerned with developing the employees:
Its other features are to develop their potentialities and capacities to the maximum possible extent, so that they may derive greater satisfaction from their job.
3. Essential in all organizations:
Since recruitment, selection development, and utilization of people are an integral part of any organized effort, so HRM is inherent in all organizations. It is not confined to industry alone.; it is equally useful and effective in government departments, military organizations, and non-profit institutions.
4. Continuous in nature:
It cannot be practiced only one hour each day or one day a week. HRM requires constant alertness and awareness and awareness of human relations and their importance in everyday operations.
5. Tool for human benefit:
HRM attempts at getting the willing co-operation of the people for the attainment of the desired goals. It is the double-edged weapon – it offers benefits to both organization and staff.
6. Strategy focused:
HRM is considered a strategic partner for organizational change and development. HRM helps to mobilize human resources in the organization in order to achieve the stated objectives/goals strategically. HRM helps to arrange all the activities of an organization in such a way that they are interconnected with the efficient and effective utilization of human resources.
7. Social and dynamic process:
HRM is an organization that consists of people who are managed by HR managers. They interact with each other when they work together. This interaction among HR of an organization leads to the development of social relations and dynamism in the workplaces. The smooth functioning of an organization depends much on HRM i.e., mutual understanding, cooperation, and support of the members to one another. The principles and practices of HRM should not be static. Rather they should be dynamic.
8. Involvement of line managers:
HRM is not only the responsibility of the HR staff. Line managers also lay an important role in formulating HRM policies and practices. Such policies and practices of HRM are executed with the active help of line managers. Hence, management of HR is not only the responsibility of HR staff but it is also the responsibility of line managers working in that particular organization.
9. An important component of management:
Like other components of management (i.e. financial, marketing, information and communication, production, and operations) HRM is also an important component (sub-system) of management. But, it is the most important aspect as compared to other components because it is the only living resource in the organization. The productivity of all other components of management depends upon productivity of HRM.
10. System based/ focused:
Since an organization is an organic open system so, HRM also can be viewed from a systems perspective. All the activities of HRM (acquisition, development, motivation, and maintenance) are done in line with organizational goals/objectives, policies, and procedures). HRM system has its own inputs, processes, and outputs.
Conclusion: taking the above characteristics into consideration, it may be observed that HRM is an approach, a point of view; a new technique of thinking, and a philosophy of management. It is concerned not only with managing people but also with solving the human problems of an organization intelligently and equitably. It tries to ensure that employees’ potential is properly developed, that maximum satisfaction is derived from them from their work, that the objectives of the organization are achieved and that good human relations are maintained within the organization.
HRM can be of full value to an organization only when it is consistently applied at all levels and to all management functions; in corporate policies, in the systems, procedures, and in employment practices, etc.
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