Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.[1] The terms human resource management and human resources (HR) have largely replaced the term personnel management as a description of the processes involved in managing people in organizations.[1] Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.
Features
Its features include:
Personnel administration
Personnel management
Manpower management
Industrial management[2][3]
But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even industrial relations and employee relations are confusingly listed as synonyms,[4] although these normally refer to the relationship between management and workers and the behavior of workers in companies.
The theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process.
HRM is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organisations.[5]
Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being:
“a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled (p. 49).
While Miller (1987) suggests that HRM relates to:
.......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage (p. 352).
Academic theory
The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is fit, i.e. a HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company (Miller, 1989).
The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, industrial engineering, industrial and organizational psychology, industrial relations, sociology, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources Management.
One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function:[6]
Strategic business partn er
Change agent
Employee champion
Administration
However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather as reactive than strategically proactive partners for the top management. In addition, HR organizations also have the difficulty in proving how their activities and processes add value to the company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.[7]
Critical Academic Theory
Postmodernism plays an important part in Academic Theory and particularly in Critical Theory. Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities' possess the debate of whether HRM is a modernist project or a postmodern discourse (Legge 2004). In many ways, critically or not, many writers contend that HRM itself is an attempt to move away from the modernist traditions of personnel (man as machine) towards a postmodernist view of HRM (man as individuals). Critiques include the notion that because 'Human' is the subject we should recognize that people are complex and that it is only through various discourses that we understand the world. Man is not Machine, no matter what attempts are made to change it i.e. Fordism / Taylorism, McDonaldisation (Modernism).
Critical Theory also questions whether HRM is the pursuit of attitudinal shaping (Wilkinson 1998), particularly when considering empowerment, or perhaps more precisely pseudo-empowerment - as the critical perspective notes. Many critics note the move away from Man as Machine is often in many ways, more a Linguistic (discursive) move away than a real attempt to recognise the Human in Human Resource Management.
Critical Theory, in particular postmodernism (poststructualism), recognises that because the subject is people in the workplace, the subject is a complex one, and therefore simplistic notions of 'the best way' or a unitary perspectives on the subject are too simplistic. It also considers the complex subject of power, power games, and office politics. Power in the workplace is a vast and complex subject that cannot be easily defined. This leaves many critics to suggest that Management 'Gurus', consultants, 'best practice' and HR models are often overly simplistic, but in order to sell an idea, they are simplified, and often lead Management as a whole to fall into the trap of oversimplifying the relationship.
Business practice
Human resources management comprises several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments.
Workforce planning
Recruitment (sometimes separated into attraction and selection)
Induction and Orientation
Skills management
Training and development
Personnel administration
Compensation in wage or salary
Time management
Travel management (sometimes assigned to accounting rather than HRM)
Payroll (sometimes assigned to accounting rather than HRM)
Employee benefits administration
Personnel cost planning
Performance appraisal
Careers
The sort of careers available in HRM are varied. There are generalist HRM jobs such as human resource assistant. There are careers involved with employment, recruitment and placement and these are usually conducted by interviewers, EOE (Equal Opportunity Employment) specialists or college recruiters. Training and development specialism is often conducted by trainers and orientation specialists. Compensation and benefits tasks are handled by compensation analysts, salary administrators, and benefits administrators.
Professional organizations
Professional organizations in HRM include the Society for Human Resource Management, the Chartered Institute of Personnel and Development (CIPD), the International Public Management Association for HR (IPMA-HR) and the International Personnel Management Association of Canada (I PMA-Canada).Management Association of Nepal [MAN]
人力資源管理，是指為了完成管理工作中涉及人或人事方面的任務(wù)所進行的管理工作。
人力資源管理工作包括：工作分析；制定人力需求計劃以及人員招募；培訓(xùn)及開發(fā)；薪酬及福利管理、績效評估；勞動關(guān)系管理等。
人力資源管理愈來愈被重視。在經(jīng)濟發(fā)展成熟的體系下，人力資源管理必須配合以爭取最佳的資源效益，若將不適當?shù)娜肆ε鋵Σ贿m當?shù)穆毼唬Y源效益不但全無，或可能有損耗。現(xiàn)代經(jīng)濟講求平衡及配合，提升管理效能和質(zhì)素，就要人力資源配合以作平衡，個中的內(nèi)容是設(shè)立人力資源架構(gòu)框架，用最適合的人做最適合的工作。建立人力資源平臺，作為溝通及搜集資訊渠道，將各方意見綜合，舍短取長，以處理薪酬、福利等事宜。人力資源最重要是培訓(xùn)及發(fā)展，人力資源發(fā)展必須投資在培訓(xùn)方面，以發(fā)揮各階層的人力資源潛能。
發(fā)展簡史
在現(xiàn)實世界不同的國家人力資源的發(fā)展情況以及歷史都不同。一般說來，人力資源的學術(shù)界發(fā)展經(jīng)歷了：人事管理（Personnel Management），人力資源管理（Human Resource Management）到現(xiàn)在新近興起的人力資本管理（Human Capital Management）。其只要不同即在于公司和企業(yè)對待職員的理念的變化和發(fā)展。
在人事管理階段，人事經(jīng)理們的工作是管理職工福利，以及和工會的法律程序方面。公司的上層管理部門將人事部門的各種活動以及公司職員皆看作公司的大筆純支出，而盡可能的削減這部分的開支。公司對人事部的活動持不積極的支持態(tài)度。
在人力資源管理階段，企業(yè)員工被看成企業(yè)的可以增值的資產(chǎn)而被發(fā)展以期充分利用潛能。人力資源部門充分利用職位分析，工作分析，職位概述，人員選擇和招聘，員工培訓(xùn)等等活動來提高企業(yè)員工的效率，從而增加企業(yè)的管理和運營更加有效。當一個公司實行人力資源管理戰(zhàn)略的時候，人力資源部門將被納入公司戰(zhàn)略計劃的一個重要組成部分。公司的未來發(fā)展，市場拓展，新產(chǎn)品研發(fā)等等都要牽扯到人力資源部門的支持，協(xié)調(diào)與合作。人力資源被作為提高公司競爭力的戰(zhàn)略手段而被重視。除此之外，人力資源管理就是協(xié)助公司去激勵員工，透過一些物質(zhì)上的滿足和一些財務(wù)獎勵，從而增加員工的對公司歸屬感、增加員工士氣和減低對工作的不滿等¨。有高昂的士氣會使工作更加有效率和使工作更加順利，最終公司和員工也各有得益。
在人力資本管理階段，人力部門的基本職責仍與人力資源管理時期相似，但是企業(yè)員工不再被看作有發(fā)展?jié)摿Φ馁Y產(chǎn)，而是公司可以利用的資本。人力資源部門的各項活動被量化與公司的利潤率掛鉤，并且這也是衡量職工和各部門是否有效工作的主要手段。
主要職能
人力資源管理的主要職能包括：人員招募；培訓(xùn)及開發(fā)；薪酬及福利管理。
人員招募：
人員招募又稱為人員招聘。主要是基于組織（公司，政府，非盈利組織等）的近期及遠期的業(yè)務(wù)需要，來制定人員需求的計劃，并通過各種招聘手段來完成組織的人員需求。
人員招募主要涉及人員規(guī)劃，簡歷收集，選聘，錄用及員工入職培訓(xùn)。
培訓(xùn)及開發(fā)：
培訓(xùn)及開發(fā)主要是通過一些培訓(xùn)及開發(fā)的技術(shù)及手段，提高員工的技能，以適應(yīng)公司所處經(jīng)營環(huán)境中的技術(shù)及知識的變化。
主要的技術(shù)及手段有：
培訓(xùn) 在崗培訓(xùn) 輪崗 員工繼續(xù)教育計劃 輔導(dǎo)，訓(xùn)導(dǎo)
薪酬；福利管理：
人力資源管理的內(nèi)外部條件
人力資源管理的外部條件
勞動法規(guī)
勞動力市場
當?shù)匚幕?
人力資源管理的內(nèi)部條件
企業(yè)經(jīng)營戰(zhàn)? ?
國際化程度
人力資源部的組織設(shè)置
有以下三種方式：
職能型組織設(shè)置
人力規(guī)劃
人力購得
培訓(xùn)與進修
工資和薪水
社會事業(yè)
對象型組織設(shè)置
技術(shù)類員工
管理類員工
領(lǐng)導(dǎo)層
受培訓(xùn)者
混合模式

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