Study of Human Resource and Personnel management Essay Example

deals with individuals who may have different psychological and mental characteristics. Personnel management focuses on efficiently managing a company's employees.

The main activities of personnel management include the following:

Strategy and organization: This includes providing guidance on organizational strategy, structure, and action plans, which can influence the company's culture and beliefs, consequently shaping workforce strategies and policies.
Employee reasoning: This involves human resource planning, recruitment and selection, as well as terminating employees.
Employee development: This relates to training and development initiatives, enhancing management skills, fostering career growth, and improving performance levels.

• Reward direction:
• Employee choice:
• Employee and forces disposal:
• Human Resource Management trades with the undermentioned points:

Within any organization, HRM deals with the determination, planning, factors, basics, working, functions, actions of employee management. It deals with all aspects of employee relationship and all the forces that emerge from it. It helps to maintain and enhance organizational success in changing environments, by increasing the value of work life for the workforce and adding significance to the delivery of goods and services. To be a support system is one of the first common functions played by both human resource management and force management.

The organization benefits from aid and disposal to effectively manage people. Human resourcing, as the second task, includes employee training, development, recruitment, and planning – all of which are crucial for the organization. Strategic management is another vital function in corporate strategy. It is important to note that HRM (Human Resource Management) and PM (Project Management) are distinct despite common assumptions. There

are clear and simple differences between HRM and PM that can cause confusion.

In contrast to HR, PR is a reactive approach that addresses problems as they arise, while HR is proactive in preventing problems before they occur. The roles of HR and PR also vary significantly. HR is primarily focused on training and developing employees, while PR serves as a support system. There are also several differences between HR and traditional PM.

The main distinction between PM and HRM lies in their approach to decision-making within the HRM field. Traditional PM focuses on specific issues and lacks clear declaration, while HRM is proactive, long-lasting, and takes a broader perspective. From a psychological standpoint, HRM emphasizes worker commitment, while PM primarily manages workers. Additionally, HRM promotes a unitary relationship between employees and workers without any conflicts.

While PM is responsible for overseeing the employer-employee relationship, HRM operates within a more flexible administrative structure. Comparing HRM and PM reveals that HRM aims to balance employee management with the organization's essential driving force. It focuses on human resource factors at higher levels of corporate action and takes a long-term perspective. In contrast, PM is viewed as a short-term solution to the problem.

The Power of Work Group Direction in HRM

Work groups have the ability to quickly respond and create action plans for any issues. This is proven to be more effective than building an artificial team, conducting outdoor excursions, or discussing group dynamics on a theoretical level. When a team is united with a common goal, they take powerful actions to ensure its success and stay motivated.

Business Ethics in HRM

HR specialists

bear full responsibility for developing HRM practices that enhance a company's competitive advantage.

HRM is responsible for ensuring equal treatment of all employees, as well as making decisions with ethical consequences. Despite protective laws, staff members often receive poor treatment in the workplace. Even when employers comply with the law, both management and other employees never mistreat the staff. An ethical concern arises from managers' decisions on employment, compensation, promotions, and authority that may result from favoritism.

HR professionals have three main roles in the workplace. One of their key responsibilities is to monitor employees' conduct, ensuring that they are treated fairly and complying with legal obligations. Another important aspect is addressing ethical issues such as sexual harassment and breaches of privacy within the staff. Lastly, HR professionals offer assistance to the company when dealing with regulatory agencies or facing challenges from the media. Upholding high ethical standards is also essential for these professionals.

HR professionals prioritize their profession even in ethical dilemmas, risking their job. They follow the guidance of the Society for Human Resource Management Code of Ethics, which requires them to:

• Maintain a high standard of professional and individual behavior.
• Prioritize equal treatment of all employees.
• Show loyalty to employers and work towards the company's public interests.
• Comply with all relevant regulations and laws related to employer activities.
• Keep sensitive information confidential.

Religious and Cultural Values in HRM

Industrial organizations highly value the productivity and quality of their staff. The religious values of employees are considered essential for the organization's well-being and are taken into account informally. This recognition has led organizations to view employees' religious values as an important asset rather

than something insignificant.

The quality of merchandise and services is crucial for the organization's value and a positive working environment. To achieve this, all members need to possess and be trained in religious values. In both domestic and international work environments, people come from diverse cultural backgrounds, reflecting their unique cultures within organizations. HRM must carefully adapt to support the organization's goals by bringing together this diverse population.

Differences in Human Resource Management Practices between Western and Non-Western Work Environments

The application of human resource management practices varies between western and non-western work environments. In western work environments, individuals are viewed as objects and interchangeable components within an organization. On the other hand, non-western work environments place emphasis on the holistic nature of individuals and their relationships with others.

Western Approach

The management of organizations in western societies involves treating individuals as replaceable parts of a mechanistic system. This approach only utilizes a small portion of an individual's characteristics and neglects their positive human qualities.

The work is viewed as a distinct part of an individual's life. It only utilizes a small portion of the employee's intellectual and physical capabilities at the organization. The aspects that are disregarded include innovation, emotions, and spirituality. Jobs that arise outside of the organization do not affect individuals in their workplace. Personal events that are unpleasant and distressing are separated from their professional life. The advancement of individuals' position within the organization using their inherited and learned skills will proceed at a slower pace.

The characteristics of humans, their interrelatedness, emotions, religiousness, and specific talents do not have any impact on the creation of an organization.

These qualities are sometimes not even considered during the recruitment process. Business-oriented organizations prioritize the successful completion of tasks and the resulting outcomes. The interaction among people in such organizations typically occurs in a hierarchical manner. The leaders in these organizations place more importance on overall human activities rather than just individual humans. Mechanical organizations do not fully utilize the diverse skills and abilities of each person, and they also do not focus on the achievements gained through multiple relationships.

Due to the declining state of the manufacturing and cognitive industries in certain Western countries, there is a decrease in the usage of mechanized labor. However, despite this, the rest of the world has accepted and adopted this trend, as the issues arising from the West are universal and compelling. The division and specialization of occupations are given high importance both in the Western and non-Western world. Bureaucracy does not encourage interpersonal relationships among colleagues. The rigid regulations and specific circumstances place individuals in similar situations, forcing them to make similar decisions.

According to Bennis (1965), bureaucratism is composed of three elements:

First, bureaucratism does not focus on personal growth or the development of individuals. Second, it disregards the full potential of individuals due to a lack of trust and fear of punishment. Third, bureaucratism emphasizes the personal interests of individuals, adding a dullness to the organization.
Mitroff (2003) discovered that individuals frequently feel tired and dissatisfied, leaving a part of themselves at home and coming to work with half-hearted determination for success in their job. They only bring their limited learning ability. As a result, the full potential and individual

growth of employees are not utilized in the organization.

Mitroff also stated that organizations with a mechanical nature pose a risk to mental well-being, especially in the Western world. Pransky added that a stressed mind arises when work tasks are limited in scope or become so intense that there is no opportunity to improve relationships. Consequently, this mechanistic approach to organizing results in higher levels of stress, mental health problems, hostility, and dissatisfaction with work for individuals and society as a whole. Furthermore, the entry of people into the workforce may be restricted due to these unfavorable working conditions.

Hence, the Western approach must be either redesigned to continue with the mechanical theoretical model or adopt a new one and change the way of operating.

Non-Western Perspective

Most non-western ideologies prioritize the relationships between individuals in the workplace. In non-western management, individuals are the primary focus of an organization. The primary focus of an organization can be described as the relationship between a complete individual and other complete individuals, as demonstrated in examples from New Zealand Maori, African, and Indian cultures.

A Maori Perspective:

The Maori perspective emphasizes collective well-being instead of individualism.

Maori is acknowledged and depicted positively by society, and it is seen as a form of connection. The concept of personal identity is understood as something that involves the collective. Mana, which refers to status, is not achieved independently but rather given by others.

The Maori believe that age and household background play a role in determining one's status and responsibilities within the community. It is not an individualistic society, but one that values group cohesion. The Maori view isolated individuals as illogical because they do not align with the

communal nature of their culture. The concept of a self-made individual is perplexing in Maori society, as it goes against the importance of relationships with others. Leadership is highly regarded in Maori society and is assigned to individuals based on their involvement in tasks, skills, or circumstances. As circumstances change, so do the responsibilities of the leaders.

It can be challenging to explain the organizational chart when senior leaders hold lower positions within the organization. This change in leadership represents an organic attack. Some leaders are given leadership roles that do not change, and older individuals fall into this category. Those who become leaders in one situation may become followers in other areas of expertise.

But all of these aspects have equal significance as they are all interconnected. Throughout the ages, the history of individuals and the history of the group hold importance in everyday life. The Maori people also find it difficult to embrace the Western concept of dividing oneself into distinct parts. Additionally, the Maori emphasize interpersonal relationships and the significance of history in daily life.

An African perspective:

Boon (1996) proposes that an individual achieves full humanity through their interactions with others, which is a well-known belief in African culture.

This demonstrates that understanding the complete individuals and their associations within an organization is an essential tool. Ubuntu is a concept widely embraced in African society. Boon describes Ubuntu as unity, compassion, thoughtfulness, concern, and comprehension, resulting in positive connections. These connections are formed through acts of kindness that one person unknowingly does for another. Both individuals and groups are valued equally, with all opportunities to promote this unity being respected and encouraged. This contributes to dignified,

respectful, and harmonious relationships among humans. However, when interactions become limited, the significance of humanity diminishes.

Peoples are differentiated based on their function rather than their worth.

An Indian perspective:

According to Dana (2000), India is a diverse country with numerous traditions, various religions, and a vast population spread across a large territory. The prevalent Indian values include proximity to family, humility, tolerance, harmony, cooperation, and kindness. These values are interconnected with individuals and their relationships. In Indian scriptures, work is regarded as a sacred duty for every individual.

Therefore, the pursuit of religious growth must be approached with heightened dedication, resulting in a holistic life. In India, Dana (2000) discovered numerous advocates for holistic management who advocate for the integration of mental, physical, and spiritual aspects.

Indian individuals exhibit psychological and ethical traits that are fully utilized. They view work as a necessary obligation to satisfy the employer, prioritizing emotional sensitivity over productivity in the workplace, contrary to Western models. The significance of organizations is elevated due to societal needs and individual respect. India, in its contemporary era, aims for heightened industrialization following Western paradigms.

However, despite the cultural influences, there are differences between the direction patterns that occur and actually take place. India experienced invasions by foreign rulers, which had an impact on its culture and customs. As a result, numerous manufacturing units were established and professional managers were introduced. Later on, Indian industrialists took over these units. When the British arrived, improvements were made and Western systems were adopted.

Both individuals from the British system and those who did not developed a misconception between each other, but a important characteristic of the Indian disposal was the position of the

Head, to whom the employees or other individuals in distress were approached. After achieving independency in 1947, India was in a complete confusion of how to incorporate modern patterns into a traditional civilization. With the fusion of multiple cultures, Indian organizations implement, industries and redevelop management practices with Western ideas but within the framework of Indian culture. In successful organizations, Paternalism has become the philosophy in workplaces which elicits positive responses from employees, as it forms the foundation of Indian culture. Paternalism also guides, motivates and provides security, and conversely it enforces rules and regulations on individuals.

It is surrounded by the older people and encompasses formal and informal duties in the administration.

Recommendations

In non-Western states, Western civilization is insufficient. The West must rectify this and prioritize people as the central focus of the organization. In a non-Western world, individuals are interconnected through hierarchies and communication in team work and a larger family unit. In non-Western work situations, individuals are the heart of the organizational life. However, in Western work situations, individuals are seen as replaceable components of an organizational life, utilizing only a small fraction of their qualities and characteristics. Improving Western management can be achieved by combining non-Western management methods.

This will enhance the efficiency of the workers, inspire them, and ultimately lead to increased efficiency in achieving organizational goals. The incorporation of non-western thoughts from New Zealand Mauri, Africa, and India can also be improved by implementing western ideas. This includes not only prioritizing the relationship between individuals, but also the organizational goal.

Decision

HRM is a critical and important factor for organizational success. Performance is measured to determine whether managers are implementing the necessary strategic HR

procedures in their group. If this is done consistently, the entire structure will remain in place and the organization's strategy will be achieved.

The Western model of thinking is gaining popularity worldwide. In this model, individuals are seen as objects that are alike, changeable, and easily replaceable. This form of mistreatment is less tolerated in Western societies, whereas it is unacceptable in non-Western societies, where people are viewed as the primary focus of organizations.

Some Western states have attempted to adopt a model that prioritizes the well-being of individuals, but this has not been a significant reevaluation. Consequently, the West is now aiming to adopt a non-Western model that emphasizes heightened awareness, reduced managerial control, and enhanced happiness levels amongst the population.