Characteristics of HRM
The subject HRM is unique in nature. To some extent, we already have discussed it in the above paragraph. In this section, we are going to discuss the basic or unique characteristics in a more comprehensive way. To understand the fundamental concept of HRM, a few basic facts and characteristics are given below:
1. Managing people at work:
HR is concerned with managing people at work. It covers all levels of staff, including blue-collared employees (viz., craftsmen, foreman, operatives, and laborers), and white-collared employees (viz., professional and technical workers, managers, officials and proprietors, clerical workers, and sales workers). It is concerned with employees both as individuals as well as a group. The aim is to get better results with their collaboration and active involvement in the organization’s activities.
2. Concerned with developing the employees:
Its other feature is to develop their potentialities and capacities to the maximum possible extent. By the way of development, they may derive greater satisfaction from their job. In other words, the objective of HRM is not only to use them rather it also aims to develop them. Through this activity, both parties will be in a win-win situation.
3. Essential in all organizations:
Since recruitment, selection development, and utilization Of people are an integral part of any organized effort, HRM is inherent in all organizations. It is not confined to industry alone; it is equally useful and effective in government; departments, military organizations, and non-profit institutions.
4. Continuous in nature:
HRM cannot be practiced for only one hour each day or one day a week. HRM requires constant alertness and awareness of human relations and their importance in everyday operations. HRM functions remain active till the organization is in existence.
5. Tool for human benefit:
HRM attempts at getting the willing cooperation of the people for the attainment of the desired goals. It is a double-edged weapon – it offers benefits to both organization and its staff. People are not only resources. They are both ends and means of development.
6. Strategy focused:
HRM is considered a strategic partner for organizational change and development. HRM helps to mobilize human resources in the organization in order to achieve the stated objectives/goals strategically. HRM helps to arrange all the activities of an organization in such a way that they are interconnected with efficient and effective utilization of human resources.
7. Social and dynamic process:
Organizations are social systems. HRM in an organization consists of people who are managed by HR managers. They interact with each other when they work together. This interaction among HR of an organization leads to the development of social relations and dynamism in the workplace. The smooth functioning of an organization depends much on HRM i.e., mutual understanding cooperation, and support of the members to one another. The principles and practices of HRM should not be static. Rather they should be dynamic.
8. Involvement of line managers:
In recent years, HRM is not only the responsibility of HR staff alone. Line managers also play an important role in formulating HRM policies and practices. such policies and practices of HRM are executed with the active help of line managers. Hence, the management of HR is not only the responsibility of HR staff but it is also the responsibility of line managers working in that particular organization. This is a new development in HRM practice.
9. An important component of management:
Like other components of management financial, marketing, information and communication, production, and operations) HRM is also an important component of management. But, it is the most important aspect compared to other components. It is true because it is the only living resource in an organization. The productivity of all other components of management depends upon the productivity of HRM.
10. system based/ focused:
Since an organization is an organic open system. HRM also can be viewed from a systems perspective. All the activities of HRM (acquisition, development, motivation, and maintenance) are done in line with organizational goals/objectives, policies, and procedures. HRM system has its own inputs, processes, and outputs. For further details see the HRM system/ systems approach to HRM being discussed in this book in the coming paragraphs.
conclusion:
Taking the above characteristics into consideration, it may be observed that HRM is an approach, a point of view. It is a new technique of thinking and a philosophy of management. It is concerned not only with managing people it is equally concerned with solving the human problems Of an organization intelligently and equitably. It tries to ensure that employees’ potential is properly developed. Maximum satisfaction is derived by them from their work. Hence, the objectives of the organization are achieved and good human relations are maintained within the organization.
HRM can be of full value to an organization Only when it is consistently applied at all levels and to all management functions. That is it must be practical in corporate policies, systems, procedures and in employment practices, etc.
