Concept and Role of Human Resource management.

       Human Resource management.

According to Flippo, Human Resource Management is:

"The planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resources to the end that individual, organizational and societal objectives are accomplished"
concept of Human Resource management.

 HRM concept was made by the Machigan school (Fomborn et al., 1984). They
explained the human resources cycle that consists of four generic process of function.
There are:
1. Selection –Matching available human resources to jobs
2. Appraisal –Performance management
3. Rewards –It must reward short as well as long-term achievements.
4. Development –Developing high quality employees.
They suggest that the HR function should be linked to the line organization by
providing the business with good databases, by ensuring that senior manager give
HR issues as much importance as they give to other functions

Role of Human Resource management.

HRM department responsibilities, other than related legal and clerical duties, can be classified by individual, organizational, and career areas. Individual management entails helping employees identify their strengths and weaknesses, correct their shortcomings, and then make their best contribution to the enterprise. These duties are carried out through a variety of activities such as performance reviews, training, and testing. 

Organizational development focuses on fostering a successful system that maximizes human, and other, resources. This important duty also includes the creation and maintenance of a change program, which allows the organization to respond to evolving outside and internal influences. The third responsibility, career development, involves matching individuals with the most suitable jobs and career paths. 

The positioning of HRM departments is ideally near the theoretic organizational center, with maximum access to all divisions and management levels. In larger organizations the HRM function might be headed by a vice president, while smaller entities will have a middle-level manager as head of HRM. In any case, because the HRM department is charged with managing the productivity and development of workers at all levels, the top HRM manager ideally has access to, and the support of, key decision makers. In addition, the HRM department should be situated in such a way that it has horizontal access, or is able to communicate effectively with all divisions within the company. Horizontal access allows HRM to integrate, educate, and train the workforce, and to facilitate changes that affect one division and indirectly influence other segments of the company or institution.

The structure of HRM departments differs according to the type and size of the organization that they serve. But many large organizations (including governments, institutions, manufacturing companies, and service firms) organize HRM employee development functions around various clusters of workers—they conduct recruiting, administrative, and other duties in a central location. Different employee development groups for each department are necessary to train and develop employees in specialized areas, such as sales, engineering, marketing, or executive education. In contrast, some HRM departments are completely independent and are organized purely by function. The same training department, for example, serves all divisions of the organization.