Principles of Human Resource Management

Management consultants note that modern personnel management is based on several overarching principles. The overriding principle is perhaps a simple realization that human resources are the most important asset of an organization.

A business cannot succeed without effective management of this resource.

Another important principle that Michael Armstrong formulates in his book A Handbook of Human Resource Management is that business success can be best achieved if the company’s human resources policy and procedures are closely linked and make a significant contribution to the achievements of corporate objectives and strategic plans. Other Human Resource Management Factors That Shape Corporate Culture – Whether it’s Fostering Integration and Collaboration across the Company, Introducing Quantitative Performance Measures or other measures – are often cited as key to the success of the business.

Human Resource Management sums up as “Human Resource Management is a strategic approach to acquiring, motivating, developing and managing the organization’s human resources”.

Also Read: Top 50 HR Interview Questions Ans Answers.

Structure of Human Resource Management

The responsibilities of the HR department can be divided into three areas:

1. Individual,
2. Organizational and
3. Professional.

• Individual Management means helping employees identify their strengths and weaknesses, correct their shortcomings; and make their best contribution to the business. These tasks are carried out through a variety of activities such as performance appraisals, training, and testing.
• Organizational Development focuses on promoting an effective system that maximizes human (and other) resources as part of broader business strategies. This important task also includes the creation and maintenance of a change program with which the organization can react to changes in external and internal influences.
  • After all, it is the responsibility to control professional development. This includes assigning people to the most appropriate jobs and career paths within the company.
  • The personnel management functions are ideally positioned near the theoretical center of the organization and offer access to all areas of activity.
• Since the HR department or manager is responsible for managing productivity and worker development at all levels, staff must have access to and support key decision-makers.
• In addition, the HR department must be set up in order to be able to communicate effectively with all sectors of the company.
• Human Resource Management structures are very different from one company to another and depend on the type, size, and management philosophy of the organization they serve.
• But most organizations organize Human Resource Management functions around groups of people to help – they do recruit, administration, and other tasks in one place.

• Different employee development groups are required for each department in order to train and develop employees in specific areas such as sales, engineering, marketing or continuing education for managers.
• On the other hand, certain departments of Human Resource Management are completely independent and organized only according to functions. For example, the same training department serves all departments of the organization.
• In recent years, however, observers have led a decisive trend towards a fundamental reassessment of staff structures and positions. Companies are now trying to decentralize and integrate their processes and develop cross-functional teams.
• Today, the management staff is expected to be above their traditional, split “Bunker” approach to a more integrated and decentralized support function.
• Given this change in expectations, -an increasingly common trend within the HR department is to decentralize the HR function and make it accountable to a specific department. This increases the likelihood that human resources are taken into account and integrated as part of the operational process, but the human resources department will maintain a centralized functional relationship in areas where truly specialized expertise is required.