The paper 'The Concept of Human Resource Management" is a good example of human resources coursework. Development is the acquisition of capabilities— capabilities that are needed to do the present job or the future expected job well. Development of human resources is essential for any organisation that would like to be dynamic and growth-oriented. Unlike other resources, human resources have rather unlimited potential capabilities. The potential can be used only by creating a climate that can continuously identify, bring to the surface, nurture and use the capabilities of people. Human Resources Development Systems aim at creating such a climate.
For convenience management scientists have categorised the competency requirements in organisational life into four categories— Technical Management Human and Conceptual. Educational psychologists further differentiate knowledge attitudes and skill components in each of these categories. Of these, knowledge components are developed with relative ease in classroom settings and with good reading habits. Attitudes and skills can be developed and strengthened mostly on the job. Mechanisms like performance appraisal, interpersonal feedback, counselling, potential development, career planning and development, organisational development, autonomous workgroups, job-enrichment and training aim at developing such competencies in the employees.
(AAKER DA. 2001. Developing business strategies. 6th edition. New York: Wiley. ) QN. 1 Demonstrate your understanding of ‘ what is HRM? ’ In the past, organisations were content with 'training" as a mechanism for developing competencies. As organisations started realising the limitations of training in developing skill-based competencies, and the need for creating a "development climate" that can develop and harness the human resources, they began exploring other mechanisms. In fact, it is this need for paying attention to other mechanisms of development that led many organisations to set up new departments of Human Resource Management. Human Resource Management (HRM) has gained increasing attention in the last decade from human resource specialists, training and development professionals, chief executives and line managers: Many dimensions of HRM have been integrated into research, training, and organisational design and change.
Others are still being explored. In the next decade, there is likely to be a knowledge explosion in HRM. If trainers, researchers, and consultants are to utilise this knowledge effectively, they must understand the concepts behind HRM and how HRM systems work in and contribute to organisations.
They must also understand the different mechanisms for Planning Personnel Functiondeveloping human resources and the links between them. This paper is an attempt to provide such understanding and also to present some considerations for designing HRM systems for organisations.
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