7/27/2019 Staffing is One of the Managerial Functions
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Development Development here refers to both employees training
and management development.
HR managers are responsible for conducting and supervising
training and development programmes for
employees. The purpose of a training and development programme
is to increase the employees
competencies in their job by improving their knowledge, skills
and abilities. Training and development is
widely accepted as a method for enhancing the employee skills,
increasing the individual and
organizational performance, improving the employee morale, and
achieving the business growth and
success.
Compensation Compensation refers to the determination of the pay
scale and other benefits for the
employees. Establishing and maintaining the pay system of an
organization is one of the principal jobs of
the HR managers. They must devise ways to ensure fair and
equitable pay rates. In addition, HR
managers should regularly manage the performance evaluation
system of the organization, and
continuously design reward systems such as performance-linked
incentive plans and bonus and flexible
work schedules. Box 1.4 outlines the flexible schedules offered
by companies like IBM.
Maintenance The maintenance function aims at retaining efficient
and experienced employees in the
organization. This calls for creative HR practices. In this
regard, HR managers are responsible for offering
a wide range of HR programmes covering occupational safety,
health promotion and physical fitness,
canteen facilities, recreation activities, transportation
programmes, employee suggestion schemes,
career counselling and growth for creating a positive work
environment. Box 1.5 highlights one of the
HR policies of Infosys.
Integration It consists mainly of industrial relations and aims
at ensuring good relations between the
management and the employees. HR managers have to implement
industrial relations programmes that
would ensure ethical and fair treatment in disciplinary action,
grievance redressal, and career
management processes. They should also counsel the employees and
the management to prevent and,
when necessary, resolve disputes over labour agreements or other
labour relation issues.
It is to be understood here that the functions of HRM can vary
widely from one organization to another,
depending upon its nature, size, and objectives. For instance, a
smaller organization may follow ashorter HRM process with a greater
emphasis on functions like procurement and compensation and
little or no priority for activities like training and
development and industrial relations maintenance. On
the contrary, large organizations may pursue a longer and more
comprehensive HRM process to meet
the requirements of both the management and the workforce. Box
1.6 shows the HR statements of
select companies.
