ACTIVITIES OF HRM

PLANNING: Those who don’t plan are sure to fail. Those who don’t plan are leaving
things to chances. Operating on chances is dangerous which an organization cannot
afford. Planning is the primary task of management. It precedes all other managerial
functions viz, organizing, leading, and controlling.

RECRUITMENT: Recruitment is the process of identifying and attracting a group

of potential candidates from within and outside the organization to evaluate for
employment.

SELECTION: Once the candidates are identified the process of selecting

appropriate employees for employment can begin. This means collecting, measuring
and evaluating information about candidates qualifications for specified positions.
Organizations use these practices to increase the likehood of hiring individuals who
have the right skills and abilities to be successful in the target job.

ORIENTATION: Orientation is a period of introduction. Many organizations

provide an official and formal session, interviews, and speeches. Group conferences,
lectures, and movies are also used. In orientation following subjects are covered.
1: Company history and its major operations.

2: Company policies, rules,and regulations.

3: Relations with immediate boss and subordinates.

4: Rules and regulations about:

a: Wages and method of payment.
b: Working hours and overtime.
c: Safety, health, accidents.
d: Holidays, leaves, and vacations.

e: Reports about absenteeism and tardiness.

f: Discipline and grievance.
g: Uniforms.
h: Parking facility.

5: Economic and recreational services:

a: Insurance plans.
b: Pension plans.
c: Games and social programs.

6: Opportunities:
a: Promotion, transfer
 b: Job security
c: Suggestion system
d: Rights and powers
TRAINING: Training refers to the program devised by top management to facilitate
learning progress. It includes formal schooling or on the job training. It may be given to
individuals or groups within or outside the company.

DEVELOPMENT: It is the progress a manager makes in learning how to

manage. It is the result of time and experience of the manager. A trained manager may
not have experience but a developed manager is the experienced person. A trained
manager has been taught but may not have learned. A developed manager is the
learned person.

APPRAISAL: It refers to measuring the performance of managers. Managerial

appraisal is required for the following reasons:

a: To allocate resouces
b: To reward emplyees
c: To provide feedback for emplyees
d: To create cooperative atmosphere
e: To facilitate communication

Modern philosophy of appraisal has three viewpoints:

1: Performance orientation: T o make workers realize their faults.

2: Goal orientation: To make workers keep on the way to objectives.

3: MBO or mutual goal setting: To commit the worker to the goals and make
them feel personally responsible.

COMPENSATION: Compensation is the reward for the services one has

performed. People should be paid according to thier performance. Wages are most
important motivating factor. . Compensation includes wages, salaries, bonuses,
overtime payments, allowances, increments, and other fringe benefits and perks.
Different methods may be used in making compensation, such as: straight salary, shift
premium, piece-rate payment, time wages, bonus payment, commission payment.
Wages include all payments made to workers for the service they render for others.
Wages are the reward paid to workers for their productive work.

EQUAL EMPLOYMENT OPPORTUNITY: All individuals, including those

that fall under the protected classes, have an equal opportunity for employment and
advancement within an organization.
HEALTH AND SAFETY: Organized efforts and procedures for identifying
workplace hazards and reducing accidents and exposure to harmful situations and
substances. It also includes training of personnel in accident prevention, accident
response, emergency preparedness, and use of protective clothing and equipment.

Your Rights
Your rights as an employee to work in a safe and healthy environment are given to you
by law, and generally can't be changed or removed by your employer. The most
important rights are:
• as far as possible, to have any risks to your health and safety properly
controlled
• to be provided, free of charge, with any personal protective and safety
equipment
• if you have reasonable concerns about your safety, to stop work and leave your
work area, without being disciplined
• to tell your employer about any health and safety concerns you have
• to get in touch with the Health and Safety Executive (HSE) or your local
authority if your employer won't listen to your concerns, without being
disciplined
• to have rest breaks during the working day, to have time off from work during
the working week, and to have annual paid holiday

Your Responsibilities
Your most important responsibilities as an employee are:
• to take reasonable care of your own health and safety
• if possible avoid wearing jewellery or loose clothing if operating machinery
• if you have long hair or wear a headscarf, make sure it's tucked out of the way
(it could get caught in machinery)
• to take reasonable care not to put other people - fellow employees and
members of the public - at risk by what you do or don't do in the course of your
work
• to co-operate with your employer, making sure you get proper training and you
understand and follow the company's health and safety policies
• not to interfere with or misuse anything that's been provided for your health,
safety or welfare
• to report any injuries, strains or illnesses you suffer as a result of doing your job
(your employer may need to change the way you work)
• To tell your employer if something happens that might affect your ability to work
(suffering an injury). Because your employer has a legal responsibility for your
health and safety, they may need to suspend you while they find a solution to
the problem, but you will normally be paid if this happens
• if you drive or operate machinery, to tell your employer if you take medication
that makes you drowsy - they should temporarily move you to another job if
they have one for you to do
FAIRNESS CONCERN: The procedure incorporated in performance
management should be operated fairly to limit the adverse affect on individuals.