Human Resources Management Process

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maintain the human resources of the organisation during the throughput phase of employee functioning.
Development: This human resources management throughput process is aimed at preparing employees for further career development and progress.
Career development: Career development as a human resources management process has a significant effect on an employee 's duration of service with an organisation. It is also closely related to the process of comparison.
Extrinsic motivation: Extrinsic motivation refers to motivational factors affecting the employee from the work environment outside the job content environment. This includes factors such as working conditions, leadership and compensation.
Leadership: Although it is impossible to say which
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The importance of this human resources management throughput process is illustrated by the fact that organisations are forced by legislation to pay attention to health and safety.
An aspect that is as important as the management of an employee’s input and throughput processes within the job content environment is the positive influence of human resources management throughput processes on functioning within the job context environment. Every single human resources management process makes a positive contribution towards employee functioning, if it is effectively implemented.
The quality of people in all sub-systems depends largely upon the policies, programmes and practices of the HRM sub-system. HRM has become very significant in the modern era of automation and computerisation, because machine is useless without competent people who can run
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The HR manager today has to adapt to suit the changed environment. Some of the important HR practices are explained below:
Flatter Organisations: The pyramidal organization structure is getting converted into flat organisation. The reducing levels of hierarchy mean that more people report to one manager. So, the concept of centralization is more or less getting replaced to decentralization and delegation has become an important function of a manager. Therefore, employees will have to work on their own will with less interference from the manager

Globalization: Gone are the days when companies created products at home and shipped them abroad “as it is”. With the rapid expansion of global markets, managers are struggling to balance the paradoxical demand to think globally and act locally. The imperative requires them to move people, ideas, products and information around the world to meet local needs. They must be more literate in the ways of international customers, commerce, and competition than ever before. In short, globalization requires that organizations increase their ability to learn and collaborate and to manage diversity, complexity and
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