Human resources

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Human resources are the people who make up the workforce of an organization, business sector, or economy. "Human capital" is sometimes used synonymously with "human resources", although human capital usually refers to a narrower effect (ie, individual knowledge embodies and economic growth). Likewise, other terms that are sometimes used include "labor", "talent", "labor", "personnel", or just "people".

The human resource department (HR department) of an organization conducts human resource management, overseeing various aspects of employment, such as compliance with labor law and employment standards, employee benefit administration, and some aspects of hiring and firing.

Video Human resources

HR Responsibility

Human resource managers are responsible for many tasks related to their work. His job includes recruitment, posting job advertisements, arranging resumes and job applications, scheduling interviews and assisting in the process and ensuring background checks are conducted. Other work is payroll and administrative benefits related to ensuring vacation and sick time are recorded, payroll review, and participate in benefit duties, such as claim resolution, reconciliation of benefits statement, and approving invoices for payment. The last work is routine maintenance, this work ensures that the current HR and database files are up-to-date, retain employee benefits and employment status and reconcile payments/benefits. In May 2014, the US Department of Labor stated that human resources assistants generate about $ 38,040 per year and human resource managers earn about $ 104,440 per year.

Maps Human resources

Activity

A human resources manager has several functions within a company

• Determine staff needs.
• Decide to use temporary staff or hire employees to meet these needs.
• Recruit and train the best employees.
• Keep an eye on the work.
• Manage employee relations, unions, and collective bargaining.
• Setting up employee records and personal policies.
• Ensure high performance.
• Manage employee pay, benefits and compensation.
• Make sure the opportunities are the same.
• Handles discrimination.
• Handles performance issues.
• Ensure human resource practices are consistent with the various regulations.
• Encourage employee motivation.
• Mediate disputes internally

Managers need to develop their interpersonal skills to be effective. Organizational behavior focuses on how to improve the factors that make the organization more effective.

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History

Human resource management is usually referred to as "personnel administration." In the 1920s, personnel administration largely focused on aspects of employee recruitment, evaluation, training, and compensation.

According to HR magazine article, the first personnel management department began at National Cash Register Co. in 1900. The owner, John Henry Patterson, organized personnel departments to handle complaints, discharges and security, and training for supervisors on new laws and practices after several strikes and lockouts.

During the 1970s, companies experienced globalization, deregulation, and rapid technological change that caused large companies to improve their strategic planning and focus on ways to improve organizational effectiveness. This resulted in developing more jobs and opportunities for people to demonstrate their skills that are geared toward effectively employing employees towards the fulfillment of individual, group, and organizational goals. Years later major/minor human resource management was made at universities and colleges also known as business administration.

Now, human resources focus on the people management side. There are two concrete definitions of HRM (Human Resource Management), one of which is that the process of managing people in organizations is structured and comprehensive. This means that it includes recruitment, dismissal, payments, and benefits, and performance management. This first definition is a modern and more traditional version of what personnel managers would do in the 1920s. The second definition is that HRM encompasses organizational management ideas within organizations from the perspective of prosperous management such as customers and competitors in the marketplace. This involves focusing on creating a "working relationship" that meets both for management and employees.

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Origin of terminology

The pioneering economist John R. Commons used the term "human resources" in his 1893 Distribution of Wealth but did not develop it further. The term "human resources" was then used during the 1910s and 1930s to promote the idea that humans are a valuable object, which must be promoted to manifest human dignity, but this changed in the early 1950s as "human resource management" see people as a means to achieve goals for employers. Among scholars, the first use of "human resources" in its modern form is in a 1958 report by economist E. Wight Bakke. This term began to become more developed in the 19th century due to a misunderstanding between employers and employees.

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Term in practice

From company goals, employees are traditionally viewed as assets for the company, whose value is enhanced by further learning and development, called human resource development.

With respect to how individuals respond to changes in the labor market, the following must be understood:

• Skills and qualifications: as industry moves from manual to higher managerial profession, so does the need for highly skilled staff. If markets are "tight" (ie not enough staff for jobs), employers must compete for employees by offering financial rewards, community investments, etc.
• Geographical spread: how far is the work of the individual? The mileage to the workplace should be in accordance with the remuneration, and the transportation and infrastructure in the area also affect who is applying.
• Job structure: norms and values ​​of different careers within an organization. Mahoney 1989 developed 3 different types of job structures, namely, craft (loyalty to the profession), organizational career path (promotion through company) and unstructured (low/unskilled workers working when needed).
• The generation difference: different age categories of employees have certain characteristics, for example, their behavior and their expectations of the organization.

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Worries about terminology

One of the main concerns about considering people as assets or resources is that they will be commodified, objectified and abused. Some analyzes show that humans are not "commodities" or "resources", but are creative and social creatures in productive companies. Revision 2000 ISO 9001, in contrast, requires the identification of their processes, sequences and interactions, and to define and communicate responsibilities and authority. In general, very united states such as France and Germany have adopted and encouraged such an approach. Also, in 2001, the International Labor Organization decided to revise and revise Recommendation 150 of 1975 on Human Resource Development, which produced the principle of "Labor is not a commodity". One view of the Template: Who of this trend is that a strong social consensus on political economy and a good social welfare system facilitates labor mobility and tends to make the whole economy more productive, since the workforce can develop skills and experience in a variety of ways, and move from one company to another company with little controversy or difficulty in adapting.

Another important controversy concerns workers' mobility and broader philosophical issues with the use of the phrase "human resources". Developing country governments often regard developed countries as pushing immigration or "guest workers" as the right human capital that is more a part of developing countries and is required to advance its economic growth. Over time, the United Nations has come to better support the viewpoints of developing countries, and has called for significant "foreign assistance" contributions so that developing countries lose human capital not losing the capacity to continue to train new people in commerce, the profession , and art.

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Development

Human resources play an important part in developing and making the company or organization early or succeeding in the end, because of the manpower provided by the employees. Human resources are meant to show how to have a better working relationship in the world of work. Also, to bring up the best work ethic of the employees and therefore move to a better working environment.

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Planning

Administration and operations are used to be two areas of HR roles. The components of strategic planning play a role as a result of companies that recognize the need to consider HR needs in their goals and strategies. The HR director generally sits on the company executive team because of the HR planning function. The number and type of employees and the evolution of the compensation system is one element in the planning role. Various factors affecting Human Resource Planning Organizational Structure, Growth, Business Location, Demographic Change, Environmental Uncertainty, Expansion etc. In addition, this area covers the field of talent management.

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See also

• Activity-based work
• Chief human resources officer
• Offboarding employees
• Human resource accounting
• Human resources management
• Industrial and organizational psychology

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Note

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Note

• E McGaughey, Center for 'Man Non Resource' (2018) for Business Research, Cambridge University 497 Working Paper
• Kaufman, Bruce E. (2001). "Human resources and industrial relations: Similarities and differences" (PDF) .

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External links

• Library resources in your library and in other libraries on Human Resources

Source of the article : Wikipedia