HR in New Perspective
Industrialization is the general process by which economies and societies, in which agriculture and production of handicrafts predominates, become transformed into economies and societies where manufacturing and extractive industries are central.
This process occurred first in the UK during the Industrial Revolution and was soon repeated in other West European societies. Profound changes in the social organization of production and distribution are incurred, especially a rapid increase in the division of labor both between individuals and occupational groups, and also between industrialized and non-industrialized nations. This led to a transformation of the techniques and the social organization of agriculture as well as of extractive and manufacturing industries.
This change has also brought in a new concept of Industrial Relations, which studies the relationship between employees and employers. IR basically refers to the shop floor (between management and manual workers). However, over time, IR shifted its focus to a new concept of employer relations, which defines the relationship between white-collar workers and management. This shift was a result of changes in economic activities, economic organization, and the manufacturing process as a whole. Thus, the concept has broadened itself.
Human resource management over the years has emerged as a new dimension in the practice of personnel management in the corporate world. The wealth and prosperity of a nation depend upon the development and effective utilization of human resources.
A country that is unable to develop the skills and knowledge of its people and employ them effectively will be unable to develop. Human resource management finds its earlier expression in the form of personnel management. It encompasses the planning, organizing, and controlling of the procurement, development, compensation, integration, maintenance, and separation of human resources to ensure that individual, organizational, and social objectives are accomplished.
In practice, it has been seen as a somewhat loose conglomeration of discrete activities such as recruitment, training, labor welfare, labor laws, and industrial relations; all working towards individuals. However, the outcome of research on need hierarchy, human relations, and participative management, etc., by management theoreticians and practitioners has aimed at recognizing human resources as at least as important as financial or material resources and advocates for careful and expert attention.
Here, a new technology called Human Resource Management replaced the earlier terminology, Personnel Management.
From the above discussion, it becomes clear that HRM particularly has two functions:
1) Utilization function (encompassing all functions of personnel management).
2) Development function (considering individuals as the most valuable asset, similar to other physical assets).
HRM and its development in the Indian contrast have their roots in the development of management functions in the West as well as in indigenous traditions, personalities, and practices. The Western impact was felt in this country at two levels: political and managerial.
The reality of HRD in India is very complex, with contributions from the world of academics and thinkers. This has systemized local traditions into modern management concepts like the model of lurturant? Task leadership developed by J.V.P. Sinha, the affection integration model as an effective management style in Indian conditions developed by Professor N.K. Singh and the team at the Foundation for Organizational Research (FORE).
The traditional HRD approaches in India are older than in Japan. They are nearly a century old in giant companies like Tata Iron and Steel Ltd., the largest private sector company in India, or in much smaller organizations like Malayala Manorama, India's largest circulating newspaper, and in a number of other companies, particularly in the South.
HRD values help impart dynamism and vitality to organizations, tapping into the initiative and creativity of the workforce through clarity of goals, result-oriented approaches, and team spirit.
T.V. Rao, a management academician and practitioner, clearly defined HRD in the organizational context as a process by which employees of an organization are helped in a continuous, planned way to:
a) Acquire and sharpen capabilities.
b) Meet the needs to perform various functions associated with their present and expected future roles.
Develop these general capabilities as individuals, discover and exploit their inner potential for their own organizational purposes.
Develop an organizational culture in which supervisor-subordinate relationships, teamwork, and collaboration among everybody in the organization contribute to the professional well-being, motivation, and pride of the employees.
HRD systems include performance appraisal, feedback, creativity, career planning, training, organizational development, rewards, employee welfare, and quality of life. The elements of a whole HRD system comprise various organizational-based factors as well as employee-centered activities like corporate planning, manpower planning, recruitment, training, performance appraisal, job rotation, job redesign, talent spotting, career development, and succession planning.
Cheers
Archna
From India, Delhi
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115Industrialization is the general process by which economies and societies, in which agriculture and production of handicrafts predominates, become transformed into economies and societies where manufacturing and extractive industries are central.
This process occurred first in the UK during the Industrial Revolution and was soon repeated in other West European societies. Profound changes in the social organization of production and distribution are incurred, especially a rapid increase in the division of labor both between individuals and occupational groups, and also between industrialized and non-industrialized nations. This led to a transformation of the techniques and the social organization of agriculture as well as of extractive and manufacturing industries.
This change has also brought in a new concept of Industrial Relations, which studies the relationship between employees and employers. IR basically refers to the shop floor (between management and manual workers). However, over time, IR shifted its focus to a new concept of employer relations, which defines the relationship between white-collar workers and management. This shift was a result of changes in economic activities, economic organization, and the manufacturing process as a whole. Thus, the concept has broadened itself.
Human resource management over the years has emerged as a new dimension in the practice of personnel management in the corporate world. The wealth and prosperity of a nation depend upon the development and effective utilization of human resources.
A country that is unable to develop the skills and knowledge of its people and employ them effectively will be unable to develop. Human resource management finds its earlier expression in the form of personnel management. It encompasses the planning, organizing, and controlling of the procurement, development, compensation, integration, maintenance, and separation of human resources to ensure that individual, organizational, and social objectives are accomplished.
In practice, it has been seen as a somewhat loose conglomeration of discrete activities such as recruitment, training, labor welfare, labor laws, and industrial relations; all working towards individuals. However, the outcome of research on need hierarchy, human relations, and participative management, etc., by management theoreticians and practitioners has aimed at recognizing human resources as at least as important as financial or material resources and advocates for careful and expert attention.
Here, a new technology called Human Resource Management replaced the earlier terminology, Personnel Management.
From the above discussion, it becomes clear that HRM particularly has two functions:
1) Utilization function (encompassing all functions of personnel management).
2) Development function (considering individuals as the most valuable asset, similar to other physical assets).
HRM and its development in the Indian contrast have their roots in the development of management functions in the West as well as in indigenous traditions, personalities, and practices. The Western impact was felt in this country at two levels: political and managerial.
The reality of HRD in India is very complex, with contributions from the world of academics and thinkers. This has systemized local traditions into modern management concepts like the model of lurturant? Task leadership developed by J.V.P. Sinha, the affection integration model as an effective management style in Indian conditions developed by Professor N.K. Singh and the team at the Foundation for Organizational Research (FORE).
The traditional HRD approaches in India are older than in Japan. They are nearly a century old in giant companies like Tata Iron and Steel Ltd., the largest private sector company in India, or in much smaller organizations like Malayala Manorama, India's largest circulating newspaper, and in a number of other companies, particularly in the South.
HRD values help impart dynamism and vitality to organizations, tapping into the initiative and creativity of the workforce through clarity of goals, result-oriented approaches, and team spirit.
T.V. Rao, a management academician and practitioner, clearly defined HRD in the organizational context as a process by which employees of an organization are helped in a continuous, planned way to:
a) Acquire and sharpen capabilities.
b) Meet the needs to perform various functions associated with their present and expected future roles.
Develop these general capabilities as individuals, discover and exploit their inner potential for their own organizational purposes.
Develop an organizational culture in which supervisor-subordinate relationships, teamwork, and collaboration among everybody in the organization contribute to the professional well-being, motivation, and pride of the employees.
HRD systems include performance appraisal, feedback, creativity, career planning, training, organizational development, rewards, employee welfare, and quality of life. The elements of a whole HRD system comprise various organizational-based factors as well as employee-centered activities like corporate planning, manpower planning, recruitment, training, performance appraisal, job rotation, job redesign, talent spotting, career development, and succession planning.
Cheers
Archna
From India, Delhi
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Hi Archna,
Thank you for your post on a new perspective. It gave me a better sense of the HR function from the Indian perspective. My question... Is this the general perspective of all or based on your research?
For me, there was one perspective missing, and I would offer this for your consideration. Historically, HR practitioners have lamented about not being taken seriously, not being seen as contributing to the organizational financial results, or being considered as a cost of doing business functionality. As a result, the trend today, at least in Canada, is to see HR strategies being developed which position the HR department as a business partner in meeting the needs of the business.
HR fills a critical role of providing HR/training/processes that address the individual business units' requirements to meet their needs. This has made a difference in the way in which HR services, competencies, and expertise are being utilized by organizations today.
Thanks & Cheers,
JEV
From Canada, Ottawa
Acknowledge(0)Amend(0)
Thank you for your post on a new perspective. It gave me a better sense of the HR function from the Indian perspective. My question... Is this the general perspective of all or based on your research?
For me, there was one perspective missing, and I would offer this for your consideration. Historically, HR practitioners have lamented about not being taken seriously, not being seen as contributing to the organizational financial results, or being considered as a cost of doing business functionality. As a result, the trend today, at least in Canada, is to see HR strategies being developed which position the HR department as a business partner in meeting the needs of the business.
HR fills a critical role of providing HR/training/processes that address the individual business units' requirements to meet their needs. This has made a difference in the way in which HR services, competencies, and expertise are being utilized by organizations today.
Thanks & Cheers,
JEV
From Canada, Ottawa
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Hi Archna,
Thank you for your message. This excerpt is from a larger article and is not based on research, but rather on my personal reading and experiences. I appreciate you taking the time to read it thoroughly and for your additional insights. There are still a few things I plan to add from a new perspective. I'm grateful to be part of this forum and to have met many wonderful people like you.
I will be glad if you could also read my recent article on Spiritual Quotient, which I posted yesterday, on November 16. I look forward to hearing from you soon.
Thank you,
Archna
From India, Delhi
Acknowledge(0)Amend(0)
Thank you for your message. This excerpt is from a larger article and is not based on research, but rather on my personal reading and experiences. I appreciate you taking the time to read it thoroughly and for your additional insights. There are still a few things I plan to add from a new perspective. I'm grateful to be part of this forum and to have met many wonderful people like you.
I will be glad if you could also read my recent article on Spiritual Quotient, which I posted yesterday, on November 16. I look forward to hearing from you soon.
Thank you,
Archna
From India, Delhi
Acknowledge(0)Amend(0)
Hi Archana,
Thank you for providing insight into the changing face of the HR function.
I recently read an interesting article that discusses the future of HR and its investment in human capital. This is especially crucial for knowledge-based organizations where physical assets are limited to tables, chairs, and workstations.
Investing in human capital is the key focus now. Are we prepared for this transformation?
Another crucial point to consider is the shift in attitudes that HR professionals need to adopt in response to industry changes. How we engage with our employees is vital. Have we shifted from a traditional, union-focused approach to a more service-oriented one?
The success of the HR function hinges on treating employees as customers. It is concerning to witness outdated recruitment practices, such as excessive wait times for interviews, which can severely impact the organization's brand. Calculating the opportunity cost of such incidents is imperative. Recruitment drives are prime opportunities to enhance the company's brand image, and missing out on these chances can hinder talent acquisition efforts. There are several other aspects that need to be addressed, with a focus on aligning attitudes with modern-day requirements.
I hope you share the same perspective. I am eager to hear the opinions of other members.
Regards,
Srikanth Ch
From India, Hyderabad
Acknowledge(0)Amend(0)
Thank you for providing insight into the changing face of the HR function.
I recently read an interesting article that discusses the future of HR and its investment in human capital. This is especially crucial for knowledge-based organizations where physical assets are limited to tables, chairs, and workstations.
Investing in human capital is the key focus now. Are we prepared for this transformation?
Another crucial point to consider is the shift in attitudes that HR professionals need to adopt in response to industry changes. How we engage with our employees is vital. Have we shifted from a traditional, union-focused approach to a more service-oriented one?
The success of the HR function hinges on treating employees as customers. It is concerning to witness outdated recruitment practices, such as excessive wait times for interviews, which can severely impact the organization's brand. Calculating the opportunity cost of such incidents is imperative. Recruitment drives are prime opportunities to enhance the company's brand image, and missing out on these chances can hinder talent acquisition efforts. There are several other aspects that need to be addressed, with a focus on aligning attitudes with modern-day requirements.
I hope you share the same perspective. I am eager to hear the opinions of other members.
Regards,
Srikanth Ch
From India, Hyderabad
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