Introduction
All organizations have
people -- they have human resources. Regardless of the size of an organization
or the extent of its resources, the organization survives -- and thrives --
because of the capabilities and performance of its people. The activities to
maximize those capabilities and that performance are necessary regardless of
whether the organization refers to them as Human Resource Management, Human
Resource Development or Human Resources -- or has no formal name for those
activities at all.
Those activities are
the responsibility of all people in the organization. Thus, members of
organizations, regardless of size or resources, will benefit from using the
resources referenced from this topic.
The vast majority of
resources in this topic apply to nonprofits as well as for-profits. There's a
misconception that there is a big difference in managing human resources in
for-profit versus nonprofit organizations. Actually, they should managed
similarly. Nonprofits often have unpaid human resources (volunteers), but we're
learning that volunteers should be managed much like employees -- it's just
that they're not compensated with money; they're compensated in other ways.
Managing volunteers is very similar to paid staff -- their roles should be
carefully specified, they should be recruited carefully, they should be oriented
and trained, they should be organized into appropriate teams or with suitable
supervisors, they should be delegated to, their performance should be
monitored, performance issues should be addressed, and they should be rewarded
for their performance. Also, organizations should consider the risks and
liabilities that can occur with volunteers, much like with employees. So
nonprofit organizations should consider the resources in this topic as well.
The Human Resource Management (HRM)
function includes
a variety of activities, and key among them is responsibility forhuman
resources --
for deciding what staffing needs you have and whether to use independent
contractors or hire employees to fill these needs, recruiting and training the
best employees, ensuring they are high performers, dealing with performance
issues, and ensuring your personnel and management practices conform to various
regulations. Activities also include managing your approach to employee
benefits and compensation, employee records and personnel policies. Usually
small businesses (for-profit or nonprofit) have to carry out these activities
themselves because they can't yet afford part- or full-time help. However, they
should always ensure that employees have -- and are aware of -- personnel
policies which conform to current regulations. These policies are often in the
form of employee manuals, which all employees have.
Some people
distinguish a difference between HRM and Human Resource Development (HRD),
a profession. Those people might
include HRM in HRD, explaining that HRD includes the broader range of
activities to develop personnel inside of organizations, e.g., career
development, training, organization development, etc.
The HRM function and
HRD profession have undergone tremendous change over the past 20-30 years. Many
years ago, large organizations looked to the "Personnel Department,"
mostly to manage the paperwork around hiring and paying people. More recently,
organizations consider the "HR Department" as playing a major role in
staffing, training and helping to manage people so that people and the
organization are performing at maximum capability in a highly fulfilling
manner. There is a long-standing argument about where HR-related functions
should be organized into large organizations, eg, "should HR be in the
Organization Development department or the other way around?"
Recently, the phrase
"talent management" is being used to refer the activities to
attract, develop and retain employees. Some people and organizations use the
phrase to refer especially to talented and/or high-potential employees. The
phrase often is used interchangeably with HR -- although as the field of talent
management matures, it's very likely there will be an increasing number of
people who will strongly disagree about the interchange of these fields.
Many people use the
phrase "Human Resource Management," "Human Resource
Development" and "Human Resources" interchangeably, and
abbreviate Human Resources as HR --
HR has become a conventional term to refer to all of these phrases.
Thus, this Library
uses the phrase "Human Resources" and the term "HR," not
just for simplicity, but to help the reader to see the important, broader
perspective on human resources in organizations -- what's required to maximize
the capabilities and performance of people in organizations, regardless of the
correct phrase or term to be applied when doing that.
HUMAN RESOURCE
DEVELOPMENT
Human Resource Development (HRD) is the
framework for helping employees develop their personal and organizational
skills, knowledge, and abilities. Human Resource Development includes such
opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development.
The focus of all aspects of Human Resource
Development is on developing the most superior workforce so that the organization and individual employees
can accomplish their work goals in service to customers.
Organizations have many opportunities for human resources or employee
development, both
within and outside of the workplace.
Human
Resource Development can be formal such as in classroom training, a college
course, or an organizational planned change effort. Or, Human Resource
Development. can be informal as in employee coaching by a manager. Healthy
organizations believe in Human Resource Development and cover all of these
bases.
HUMAN RESOURCE
MANAGEMENT
Human Resource Management
(HRM) is the function within an organization that focuses on recruitment of,
management of, and providing direction for the people who work in the
organization. HRM can also be performed by line managers.
HRM is the organizational
function that deals with issues related to people such as compensation, hiring,
performance management, organization development, safety, wellness, benefits,
employee motivation, communication, administration, and training.
HRM is also a strategic and comprehensive approach to managing
people and the workplace culture and environment.
Effective HRM enables employees to contribute effectively and productively to
the overall company direction and the accomplishment of the organization's
goals and objectives.
HRM is moving away from traditional personnel, administration,
and transactional roles, which are increasingly outsourced. HRM is now expected
to add value to the strategic
utilization of employees and that employee programs impact the business in measurable
ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value.
SOURCE : http://humanresources.about.com/
CONCLUSION :
Human Resource Development in Management is the integrated use
of training, organization, and career development efforts to improve
individual, group and organizational effectiveness. HRD develops the key
competencies that enable individuals in organizations to perform current and
future jobs through planned learning activities. Groups within organizations
use HRD to initiate and manage change. Also, HRD ensures a match between
individual and organizational needs.
Tidak ada komentar:
Posting Komentar