Started with one basic idea to build an organization which was deeply committed to values, in the firm belief that success in business would be its inevitable, eventual outcome. Unflinching commitment to values continues to remain To Make the Leaders as Managers.
HUMAN RESOURCES
Modern analysis emphasizes that human beings are not commodities or resources, but are creative and social beings that make class contributions beyond 'labour' to a society and to civilization. The broad term "firm-specific human capital" has come to represent a meaning of the term "human resources".
Advocating the central role of human resources or human capital in enterprises and societies has been a traditional role of human resource socialist parties, who claim that value is primarily created by their activity, and accordingly justify a larger claim of profits or relief from these enterprises or societies. Critics say this is just a bargaining tactic which grew out of various practices of medieval European guilds into the modern trade union and collective bargaining unit.
A contrary view, common to capitalist parties, is that it is the infrastructural capital and (what they call) intellectual capital owned and fused by "management" that provides most value in financial capital terms. This likewise justifies a bargaining position and a general view that "human resources" are interchangeable.
Human resource is a term with which many organizations describe the combinations of traditionally administrative personnel functions with performance management, Employee Relations and resource planning. The field draws upon concepts developed in Industrial/organizational psychology. Human resources has at least two related interpretations depending on context. The original usage derives from political economy and economics, where it was traditionally called labor, one of four factors of production. The more common usage within corporations and business refers to the individuals within the firm, and to the portion of the firms organization that deals with hiring, firing, training and other personnel issues. This article addresses both definitions.
The objective of Human resource is to maximize the return on investment from the organizations human capital and minimize financial risk. It is the responsibility of human resource managers to conduct these activities in an efficient, legal, fair and consistent manner.
HUMAN RESOURCE MANAGEMENT SERVES THESE KEY FUNCTIONS
Modern analysis emphasizes that human beings are not "commodities" or "resources", but are creative and social beings that make class contributions beyond 'labor' to a society and to civilization. The broad term human capital has evolved to contain some of this complexity, and in micro-economics the term "firm-specific human capital" has come to represent a meaning of the term "human resources".
In terms of recruitment and selection it is important to consider carrying out a thorough job analysis to determine the level of skills/technical abilities, competencies, flexibility of the employee required etc. At this point it is important to consider both the internal and external factors that can have an effect on the recruitment of employees. The external factors are those out-with the powers of the organization and include issues such as current and future trends of the labor market e.g. skills , education level, government investments into industries etc. on the other hand internal influences are easier to control, predict and monitor, for example management styles or even the organizational culture.
MODERN CONCEPT OF HUMAN RESOURCES
Though human resources have been part of business and organizations since the first days of agriculture, the modern concept of human resources began in reaction to the efficiency focus of Taylorism in the early 1900s. By 1920, psychologists and employment experts in the United States the human relations movement, which viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts. This movement grew throughout the middle of the 20th century, placing emphasis on how leadership, cohesion, and loyalty played important roles in organizational success.
ORGANIZATIONAL VIEW POINT
One of the most important reasons for having a system of performance appraisal is to establish and uphold the principal of accountability.
One of the chief causes of organizational failure is "non-alignment of responsibility and duties ,but are not held accountable for the way in which those responsibilities and duties are performed. What typically happens is that several individuals or work units appear to have overlapping roles.
The overlap allows â€" indeed actively encourages- each individual or business unit to 'pass the buck" to the others. Ultimately, in the severely non- alignment system, no one is accountable for anything. In this event, the principal of accountable for anything. In this event, the principal of accountability breaks down completely. Organizational failure is the only possible outcome.
In cases where the non-alignment is not so severe, the organization may continue to function, albeit inefficiency. Like a poorly made or badly tuned engine, the non-alignment organization may run, but it will be sluggish, costly and unreliable. One of the principal aim's of responsibility and accountability at every organizational level.
