2.  Human Resource Management is the process of acquiring,training,appraising,and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.

3.  Following are the concepts and techniques which are required to perform the “people” or personnel aspects of your management job.  These include:  Conducting job analyses(determining the nature of each employee’s job)  Planning labor needs and recruiting job candidates  Selecting job candidates  Orienting and training new employees

4.  Managing wages and salaries(Compensating employees)  Proving incentives and benefits  Appraising Performance  Communicating(interviewing,counselli ng,discipling)  Training and developing managers  Building employee commitment

5.  Line Aspects and Staff Aspects of Human Resource Management  All managers are, in a sense,human resource managers,because they all get involved in activities like recruiting,interviewing,selecting and training.Yet most firms also have human resource departments with their own top managers.How do the duties of this human resource manager and his or her staff relate to “line” managers’human resource duties?

6.  Authority is the right to make decisions,to direct the work of others,and to give orders.In management,we usually distinguish between line authority and staff authority.  Line authority gives managers the right(or authority)to advise other managersor employees.It creates an advisory relationship.

7.  Line managers have line authority.Staff managers are staff authority.The latter cannot issue orders down the chain of command(except in their own departments).  In popular usage,managers associate line managers with managing functions(like sales or production)that are crucial for the company’s survival.Staff mangers generally run departments that are advisory or supportive like purchasing,human resource management,and quality control.This distinction makes sense as long as the satf department is,infact,purely advisory.

8.  However,it’s really not the type of department the person is in charge of or its name that determines whether the manager is in line or staff.It is the the nature of relationship.The line managers can issue orders.The staff mangers can advise.  Human resource managers are usually staff managers.They assist and advise line managers in areas like recruiting,hiring and compensation.However,line managers have still human resource duties.

9.  The contributions HRM makes to organizational effectiveness include the following:-  Helping the organization reach its goals.  Employing the skills and abilities of the workforce efficiently.Providing the organization with well trained and well- motivated employees.

10.  Increasing to the fullest the employes’s job satisfaction and self actualization.Developing and maintaining a quality of work life that makes employment in the organization desirable.  Communicating HRM policies to all employees.  Helping to maintain ethical policies and socially responsible behavior.  Managing change to the mutual advantage of individuals,groups,the enterprise,and the public.

11.  Why is Human Resource management important to all the managers?  Human resource management concepts and techniques are important to all the management so that they do not conduct personnel mistakes while managing.  For example,  Hire the wrong person for the job  Expierience high turnover  Have your people not doing their best  Waste time with useless interviews

12.  Have your company taken to court because of your discriminatory actions  Have your company cited under occupational safety laws for unsafe practices and accidents  Have some employees think their salaries are unfair relative to others in the organization  Allow a lack of training to undermine your department’s effectiveness  Commit any unfair labor practices

13.  Carefully implementing human resource management which helps to avoid mistakes like these.And more important,it can help you to ensure that you get results-through people.A manager can lay brilliant plans,draw clear organization charts,set up world- class assembly lines,and use sophisticated accounting controls-but fail hiring the wrong people or by not motivating sub-ordinates.

14.  On the other hand,many managers- presidents,generals,governers,supervis ors-have been successful with inadequate plans,organizations or controls.They were successful because they had the knack of hiring the right people for the right jobs and motivating,appraising and developing them.

15.  The strategic human resource management means formulating and executing human resource policies and practices that produce the employee competencies and behaviours the company needs to achieve its strategic aims.Signicast’s new strategy required employees with knowledge,skills and motivation to run the new automated plant.

16.  Signicast’s strategic human resource plan therefore included detailed guidelines regarding what skills and knowledge,training,and skills-“human capital”-in place,the new plant could not function.

17.  Its strategic human resource plans enabled the company to hire the employees who could exhibit the behaviours the company needed to accomplish its goals.(in this case,make the the new plant succeed).