HUMAN RESOURCE PHILOSOPHY

Human Resource Management is a procedure of bringing people and organisations collectively so that the goals of particular are met. It tries to safe the best from people by winning their wholehearted cooperation. In brief, it can be defined as the art of developing procuring and maintaining competent workforce to attain the goals of an organisation in an efficient and effective manner. It contains some features described below:

a)      Pervasive force: HRM is pervasive in nature. It is exist in all enterprises. It permeates all of the levels of management in an organisation.

b)      Action oriented: HRM focuses interest on action, instead of on record keeping, written process or rules. The problems of employees at work are overcome by rational policies.

c)      Individually oriented: It tries to help employees build up their potential fully. It encourages them to give their best to the organisation. It inspires employees by a systematic procedure of recruitment, training, selection and development coupled with fair wage policies.

d)      People oriented: HRM is totally about people at work, as individuals and groups both. It tries to put people on assigned jobs to generate good results. The resultant achievement is used to reward people and inspire them toward further improvements in productivity.

e)      Future-oriented: Effective HRM helps an organisation meet its aims in the future by giving for competent and well-inspired employees.

f)       Development oriented: HRM help to develop the complete potential of employees.

g)      The reward structure is tuned to the requirement of employees. Training is offered to sharpen and develop their skills. Employees are rotated on several jobs so that they achieve exposure and experience. Every effort is made to use their talents entirely in the service of organisational goals.

h)      Integrating mechanism: HRM tries to make and maintain cordial relations between people who working at several levels in the organisation. In brief, it attempt to integrate human assets in the greatest possible manner in the service of an organisation.

i)      Comprehensive function: HRM is, to a number of extents, concerned with any particular organisational decision which has an effect on the workforce potential or workforce. The term 'workforce' signifies people working at several levels, including, supervisors, workers, middle and top managers. It is concerned at work with managing people. It covers all kinds of personnel. Personnel work can take several shapes and forms at each level in the organisational hierarchy but the fundamental objective of obtaining organisational effectiveness via efficient and effective utilisation of human resources, remains the similar. "It is fundamentally a method of building potentialities of employees so that they obtain maximum satisfaction out of their work and provide their best to the organisation". (Myers and Pigors)

j)      Auxiliary service: HR departments present to assist and recommend the line or operating managers to do their personnel work more efficiently. HR manager is a specialist advisor. It is a kind of staff function.

k)      Inter-disciplinary function: HRM is a multi-disciplinary activity, using knowledge and inputs drawn from sociology, psychology, economics, anthropology etc. To unravel the secrecy surrounding the human brain, managers, have to understand and welcome the contributions of all such 'soft' disciplines.

l)        Continuous function: In According to Terry, HRM is not a one shot deal. It can't be practised just one hour in each day or one day a week. It needs a constant alertness and awareness of human relations and their significance in every day operations.