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Humanresourcemanagement
FromWikipedia,thefreeencyclopedia

Humanresourcemanagement(HRMorsimplyHR)isthemanagementofhumanresources.Itisafunctionin
organizationsdesignedtomaximizeemployeeperformanceinserviceofanemployer'sstrategicobjectives.[1]HR
isprimarilyconcernedwiththemanagementofpeoplewithinorganizations,focusingonpoliciesandon
systems.[2]HRdepartmentsandunitsinorganizationstypicallyundertakeanumberofactivities,including
employeebenefitsdesign,employeerecruitment,"traininganddevelopment",performanceappraisal,and
rewarding(e.g.,managingpayandbenefitsystems).[3]HRalsoconcernsitselfwithorganizationalchangeand
industrialrelations,thatis,thebalancingoforganizationalpracticeswithrequirementsarisingfromcollective
bargainingandfromgovernmentallaws.[4]AccordingtoR.Buettner,HRMcoversthefollowingcoreareas:[5]
jobdesignandanalysis,
workforceplanning,
recruitmentandselection,
traininganddevelopment,
performancemanagement,
compensation(remuneration),and
legalissues.
HRisaproductofthehumanrelationsmovementoftheearly20thcentury,whenresearchersbegandocumenting
waysofcreatingbusinessvaluethroughthestrategicmanagementoftheworkforce.Thefunctionwasinitially
dominatedbytransactionalwork,suchaspayrollandbenefitsadministration,butduetoglobalization,company
consolidation,technologicaladvances,andfurtherresearch,HRasof2015focusesonstrategicinitiativeslike
mergersandacquisitions,talentmanagement,successionplanning,industrialandlaborrelations,anddiversityand
inclusion.
HumanResourcesisabusinessfieldfocusedonmaximizingemployeeproductivity.HumanResources
professionalsmanagethehumancapitalofanorganizationandfocusonimplementingpoliciesandprocesses.
Theycanbespecialistsfocusinginonrecruiting,training,employeerelationsorbenefits.Recruitingspecialistsare
inchargeoffindingandhiringtoptalent.Traininganddevelopmentprofessionalsensurethatemployeesare
trainedandhavecontinuousdevelopment.Thisisdonethroughtrainingprograms,performanceevaluationsand
rewardprograms.Employeerelationsdealswithconcernsofemployeeswhenpoliciesarebroken,suchas
harassmentordiscrimination.Someoneinbenefitsdevelopscompensationstructures,familyleaveprograms,
discountsandotherbenefitsthatemployeescanget.OntheothersideofthefieldareHumanResources
GeneralistsorBusinessPartners.Thesehumanresourcesprofessionalscouldworkinallareasorbelaborrelations
representativesworkingwithunionizedemployees.
Instartupcompanies,trainedprofessionalsmayperformHRduties.Inlargercompanies,anentirefunctionalgroup
istypicallydedicatedtothediscipline,withstaffspecializinginvariousHRtasksandfunctionalleadership
engaginginstrategicdecisionmakingacrossthebusiness.Totrainpractitionersfortheprofession,institutionsof
highereducation,professionalassociations,andcompaniesthemselveshaveestablishedprogramsofstudy
dedicatedexplicitlytothedutiesofthefunction.Academicandpractitionerorganizationslikewiseseektoengage
andfurtherthefieldofHR,asevidencedbyseveralfieldspecificpublications.HRisalsoafieldofresearchstudy
thatispopularwithinthefieldsofmanagementandindustrial/organizationalpsychology,withresearcharticles
appearinginanumberofacademicjournals,includingthosementionedlaterinthisarticle.
Businessesaremovinggloballyandformingmorediverseteams.Itistheroleofhumanresourcestomakesure
thattheseteamscanfunctionandpeopleareabletocommunicatecrossculturallyandacrossborders.Dueto
changesinbusiness,currenttopicsinhumanresourcesarediversityandinclusionaswellasusingtechnologyto
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advanceemployeeengagement.Inthecurrentglobalworkenvironment,mostcompaniesfocusonlowering
employeeturnoverandonretainingthetalentandknowledgeheldbytheirworkforce.Newhiringnotonlyentails
ahighcostbutalsoincreasestheriskofanewcomernotbeingabletoreplacethepersonwhoworkedinaposition
before.HRdepartmentsstrivetoofferbenefitsthatwillappealtoworkers,thusreducingtheriskoflosing
corporateknowledge.

Contents
1 Humanresourcemanagementcorefunctions
2 Humanresourcesmanagementactivities
3 History
3.1 Antecedenttheoreticaldevelopments
3.2 Birthandevolutionofthediscipline
3.3 Inpopularmedia
4 Practice
4.1 Businessfunction
4.2 Careers
4.3 VirtualHumanResources
5 Education
6 Professionalassociations
7 Publications
8 Seealso
9 References
10 Externallinks

Humanresourcemanagementcorefunctions
AccordingtoMondyandMondy,humanresourcemanagementhasfivecorefunctionswhichare:[6]
Staffing
Humanresourcedevelopment
Compensationandbenefits
Safetyandhealth
Employeeandlaborrelations

Humanresourcesmanagementactivities
AHumanResourcesManagerhasseveralfunctionsinacompany:
Determineneedsofthestaff.
Determinetousetemporarystafforhireemployeestofilltheseneeds.
Recruitandtrainthebestemployees.
Supervisethework.
Harmoniesrelationshipbetweencompanyandworkers.
Manageemployeerelations,unionsandcollectivebargaining.
Prepareemployeerecordsandpersonalpolicies.
Ensurehighperformance.
Manageemployeepayroll,benefitsandcompensation.
Ensureequalopportunities.
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Dealwithdiscrimination.
Dealwithperformanceissues.
Ensurethathumanresourcespracticesconformtovariousregulations.
Pushtheemployee'smotivation.
Focusonindividualwhopossesenergyandcapabilitiestoensurethejobdonethroughpeopletoachieve
results.

*Managersneedtodeveloptheirinterpersonalskillstobeeffective.Organizationsbehaviorfocusesonhowtoimprovefactorsthatm

Focusonindividualwhopossesenergyandcapabilitiestoensurethejobdonethroughpeopletoacheive
results.

History
Antecedenttheoreticaldevelopments
TheHumanResourcesfieldevolvedfirstin18thcenturyEuropefromasimpleideabyRobertOwenandCharles
Babbageduringtheindustrialrevolution.Thesemenknewthatpeoplewerecrucialtothesuccessofan
organization.Theyexpressedthatthewellbeingofemployeesledtoperfectwork.Withouthealthyworkers,the
organizationwouldnotsurvive.[7]HRlateremergedasaspecificfieldintheearly20thcentury,influencedby
FrederickWinslowTaylor(18561915).Taylorexploredwhathetermed"scientificmanagement"otherslater
referredto"Taylorism",strivingtoimproveeconomicefficiencyinmanufacturingjobs.Heeventuallykeyedinon
oneoftheprincipalinputsintothemanufacturingprocesslaborsparkinginquiryintoworkforceproductivity.[8]
Meanwhile,inEnglandCSMyers,inspiredbyunexpectedproblemsamongsoldierswhichhadalarmedgenerals
andpoliticiansintheFirstWorldWar,setupaNationalInstituteofIndustrialPsychology,[9]settingseedsforthe
humanrelationsmovement,whichonbothsidesoftheAtlanticbuiltontheresearchofEltonMayoandothersto
documentthroughtheHawthornestudies(19241932)andothershowstimuli,unrelatedtofinancialcompensation
andworkingconditions,couldyieldmoreproductiveworkers.[10]WorkbyAbrahamMaslow(19081970),Kurt
Lewin(18901947),MaxWeber(18641920),FrederickHerzberg(19232000),andDavidMcClelland(1917
1998),formingthebasisforstudiesinindustrialandorganizationalpsychology,organizationalbehaviorand
organizationaltheory,wasinterpretedinsuchawayastofurtherclaimsoflegitimacyforanapplieddiscipline.

Birthandevolutionofthediscipline
Bythetimeenoughtheoreticalevidenceexistedtomakeabusinesscaseforstrategicworkforcemanagement,
changesinthebusinesslandscape(laAndrewCarnegie,JohnRockefeller)andinpublicpolicy(laSidneyand
BeatriceWebb,FranklinD.RooseveltandtheNewDeal)hadtransformedtheemployeremployeerelationship,
andthedisciplinewasformalizedas"industrialandlaborrelations".In1913,oneoftheoldestknownprofessional
HRassociationstheCharteredInstituteofPersonnelandDevelopmentwasfoundedinEnglandastheWelfare
Workers'Association,thenchangeditsnameadecadelatertotheInstituteofIndustrialWelfareWorkers,andagain
thenextdecadetoInstituteofLabourManagementbeforesettlinguponitscurrentname.[11]Likewiseinthe
UnitedStates,theworld'sfirstinstitutionofhighereducationdedicatedtoworkplacestudiestheSchoolof
IndustrialandLaborRelationswasformedatCornellUniversityin1945.[12]In1948,whatwouldlaterbecome
thelargestprofessionalHRassociationtheSocietyforHumanResourceManagement(SHRM)wasfoundedas
theAmericanSocietyforPersonnelAdministration(ASPA).[13]

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IntheSovietUnion,meanwhile,Stalin'suseofpatronageexercisedthroughthe"HRDepartment"equivalentin
theBolshevikParty,itsOrgburo,demonstratedtheeffectivenessandinfluenceofhumanresourcepoliciesand
practices,[14][15]andStalinhimselfacknowledgedtheimportanceofthehumanresource.[16]
Duringthelatterhalfofthe20thcentury,unionmembershipdeclinedsignificantly,whileworkforcemanagement
continuedtoexpanditsinfluencewithinorganizations.IntheUSA,thephrase"industrialandlaborrelations"
cameintousetoreferspecificallytoissuesconcerningcollectiverepresentation,andmanycompaniesbegan
referringtotheprotoHRprofessionas"personneladministration".ManycurrentHRpracticescanbetracedtothe
needsofcompaniesinthe1950stodevelopandretaintalent.[17]
Inthelate20thcentury,advancesintransportationandcommunicationsgreatlyfacilitatedworkforcemobilityand
collaboration.Corporationsbeganviewingemployeesasassetsratherthanascogsinamachine."Human
resourcesmanagement"consequently,becamethedominanttermforthefunctiontheASPAevenchangingits
nametotheSocietyforHumanResourceManagement(SHRM)in1998.[13]"Humancapitalmanagement"is
sometimesusedsynonymouslywithHR,althoughhumancapitaltypicallyreferstoamorenarrowviewofhuman
resourcesi.e.,theknowledgetheindividualsembodyandcancontributetoanorganization.Likewise,otherterms
sometimesusedtodescribethefieldinclude"organizationalmanagement","manpowermanagement","talent
management","personnelmanagement",andsimply"peoplemanagement".

Inpopularmedia
SeveralpopularmediaproductionshavedepictedHR.OntheU.S.televisionseriesofTheOffice,HR
representativeTobyFlendersonissometimesseenasanagbecauseheconstantlyremindscoworkersofcompany
policiesandgovernmentregulations.[18]LongrunningAmericancomicstripDilbertfrequentlyportrayssadistic
HRpoliciesthroughcharacterCatbert,the"evildirectorofhumanresources".[19]AnHRmanageristhetitle
characterinthe2010IsraelifilmTheHumanResourcesManager,whileanHRinternistheprotagonistin1999
FrenchfilmRessourceshumaines.Additionally,themaincharacterintheBBCsitcomdinnerladies,Philippa,isan
HRmanager.

Practice
Businessfunction
DaveUlrichliststhefunctionsofHRas:aligningHRandbusinessstrategy,reengineeringorganizationprocesses,
listeningandrespondingtoemployees,andmanagingtransformationandchange.[20]
Atthemacrolevel,HRisinchargeofoverseeingorganizationalleadershipandculture.HRalsoensures
compliancewithemploymentandlaborlaws,whichdifferbygeography,andoftenoverseeshealth,safety,and
security.Incircumstanceswhereemployeesdesireandarelegallyauthorizedtoholdacollectivebargaining
agreement,HRwilltypicallyalsoserveasthecompany'sprimaryliaisonwiththeemployee'srepresentatives
(usuallyalaborunion).Consequently,HR,usuallythroughrepresentatives,engagesinlobbyingeffortswith
governmentalagencies(e.g.,intheUnitedStates,theUnitedStatesDepartmentofLaborandtheNationalLabor
RelationsBoard)tofurtheritspriorities.
TolookatHumanResourceManagementmorespecifically,ithasfourbasicfunctions:staffing,trainingand
development,motivationandmaintenance.Staffingistherecruitmentandselectionofpotentialemployees,done
throughinterviewing,applications,networking,etc.Traininganddevelopmentisthenextstepinacontinuous
processoftraininganddevelopingcompetentandadaptedemployees.Motivationiskeytokeepingemployees
highlyproductive.Thisfunctioncanincludeemployeebenefits,performanceappraisalsandrewards.Thelast
functionofmaintenanceinvolveskeepingtheemployees'commitmentandloyaltytotheorganization.
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Thedisciplinemayalsoengageinmobilitymanagement,especiallypertainingtoexpatriatesanditisfrequently
involvedinthemergerandacquisitionprocess.HRisgenerallyviewedasasupportfunctiontothebusiness,
helpingtominimizecostsandreducerisk.[21]

Careers
TherearehalfamillionHRpractitionersintheUnitedStatesandmillionsmoreworldwide.[22]TheChiefHR
OfficerorHRDirectoristhehighestrankingHRexecutiveinmostcompaniesandtypicallyreportsdirectlytothe
ChiefExecutiveOfficerandworkswiththeBoardofDirectorsonCEOsuccession.[23][24]
Withincompanies,HRpositionsgenerallyfallintooneoftwocategories:generalistandspecialist.Generalists
supportemployeesdirectlywiththeirquestions,grievances,andworkonarangeofprojectswithinthe
organization.They"mayhandleallaspectsofhumanresourceswork,andthusrequireanextensiverangeof
knowledge.Theresponsibilitiesofhumanresourcesgeneralistscanvarywidely,dependingontheiremployer's
needs."[25]Specialists,conversely,workinaspecificHRfunction.Somepractitionerswillspendanentirecareer
aseitherageneralistoraspecialistwhileotherswillobtainexperiencesfromeachandchooseapathlater.Being
anHRmanagerconsistentlyranksasoneofthebestjobs,witha#4rankingbyCNNMoneyin2006anda#20
rankingbythesameorganizationin2009,duetoitspay,personalsatisfaction,jobsecurity,futuregrowth,and
benefittosociety.[26][27]
Humanresourceconsultingisarelatedcareerpathwhereindividualsmayworkasadviserstocompaniesand
completetasksoutsourcedfromcompanies.In2007,therewere950HRconsultanciesglobally,constitutinga
USD$18.4billionmarket.ThetopfiverevenuegeneratingfirmswereMercer,Ernst&Young,Deloitte,Watson
Wyatt(nowpartofTowersWatson),Aon(nowmergedwithHewitt),andPwCconsulting.[28]For2010,HR
consultingwasrankedthe#43bestjobinAmericabyCNNMoney.[29]
SomeindividualswithPhDsinHRandrelatedfields,suchasindustrialandorganizationalpsychologyand
management,areprofessorswhoteachHRprinciplesatcollegesanduniversities.Theyaremostoftenfoundin
CollegesofBusinessindepartmentsofHRorManagement.Manyprofessorsconductresearchontopicsthatfall
withintheHRdomain,suchasfinancialcompensation,recruitment,andtraining.

VirtualHumanResources
Technologyhashadasignificantimpactonhumanresourcespractices.HumanResourcesistransitioningtoa
moretechnologybasedprofessionbecauseutilizingtechnologymakesinformationmoreaccessibletothewhole
organization,eliminatestimedoingadministrativetasks,allowsbusinessestofunctiongloballyandcutscosts.[30]
InformationtechnologyhasimprovedHRpracticesinthefollowingareas:
ERecruiting
Recruitinghasbeenthemostinfluencedbyinformationtechnology.[31]Inthepast,recruitershadreliedonprinting
inpublicationsandwordofmouthtofillopenpositions.HRprofessionalswerenotabletopostajobinmorethan
onelocationanddidnothaveaccesstomillionsofpeople,causingtheleadtimeofnewhirestobedrawnoutand
tiresome.Withtheuseoferecruitingtools,HRprofessionalscanpostjobsandtrackapplicantsforthousandsof
jobsinvariouslocationsallinoneplace.Interviewfeedback,backgroundanddrugtests,andonboardingcanallbe
viewedonline.ThishelpstheHRprofessionalskeeptrackofalloftheiropenjobsandapplicantsinawaythatis
fasterandeasierthanbefore.Erecruitingalsohelpseliminatelimitationsofgeographiclocation.[31]Jobscanbe

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postedandseenbyanyonewithinternetaccess.Inadditiontorecruitingportals,HRprofessionalshaveasocial
mediapresencethatallowsthemtoattractemployeesthroughtheWorldWideWeb.Onsocialmediatheycan
buildthecompany'sbrandbypostingnewsaboutthecompanyandphotosoffuncompanyevents.
HumanResourcesInformationSystems(HRIS)
Humanresourcesprofessionalsgenerallyprocessaconsiderableamountofpaperworkonadailybasis.This
paperworkcouldbeanythingfromadepartmenttransferrequesttoanemployee'sconfidentialtaxform.In
additiontoprocessingthispaperwork,ithastobeonfileforaconsiderableperiodoftime.TheuseofHuman
ResourcesInformationSystems(HRIS)hasmadeitpossibleforcompaniestostoreandretrievefilesinan
electronicformatforpeoplewithintheorganizationtoaccesswhenneeded.Thiseliminatesthousandsoffilesand
freesupspacewithintheoffice.AnotherbenefitofHRISisthatitallowsforinformationtobeaccessedina
timeliermanner.InsteadofHRprofessionalshavingtodigthroughfilestogaininformation,itisaccessiblein
secondsviatheHRIS.[32]Havingalloftheinformationinoneplacealsoallowsforprofessionalstoanalyzedata
quickerandacrossmultiplelocationsbecausetheinformationisinacentralizedlocation.Examplesofsome
HumanResourcesInformationSystemsarePeopleSoft,MyTime,SAP,Timeco,andJobsNavigator.
Training
Technologymakesitpossibleforhumanresourcesprofessionalstotrainnewstaffmembersinamoreefficient
manner.Thisgivesemployeestheabilitytoaccessonboardingandtrainingprogramsfromanywhere.This
eliminatestheneedfortrainerstomeetwithnewhiresfacetofacewhencompletingnecessarypaperworktostart.
TraininginvirtualclassroomsmakesitpossiblefortheHRprofessionalstotrainalargenumberofemployees
quicklyandtoassesstheirprogressthroughcomputerizedtestingprograms.[30]Someemployersevenincorporate
aninstructorwithvirtualtrainingsothatnewhiresarereceivingthemostvitaltraining.Employeescantake
controloftheirownlearninganddevelopmentbyengagingintrainingatatimeandplaceoftheirchoosing,
helpingthemmanagetheirworklifebalance.Managersareabletotrackthetrainingthroughtheinternetaswell,
whichhelpstoreduceredundancyintrainingandtrainingcosts.Skype,virtualchatrooms,andinteractivetraining
sitesareallresourcesthatenableamoretechnologicalapproachtotrainingtoenhancetheexperienceforthenew
hire.

Education
SeveraluniversitiesofferprogramsofstudypertainingtoHRand
relatedfields.TheSchoolofIndustrialandLaborRelationsatCornell
Universitywastheworld'sfirstschoolforcollegelevelstudyin
HR.[33]Itcontinuestooffereducationattheundergraduate,graduate,
andprofessionallevelsanditoperatesajointdegreeprogramwiththe
SamuelCurtisJohnsonGraduateSchoolofManagement.Other
universitieswithentirecollegesdedicatedtothestudyofHRinclude
PennsylvaniaStateUniversity,Rutgers,TheStateUniversityofNew
JerseySchoolofManagementandLaborRelations,MichiganState
University,PurdueUniversity,UniversityofMinnesota,Xavier
TheSchoolofIndustrialandLabor
LabourRelationsInstituteatJamshedpurIndia,UniversityofIllinois
RelationsatCornellUniversitywasthe
atUrbanaChampaign,RenminUniversityofChinaandtheLondon
world'sfirstschoolforcollegelevelstudy
SchoolofEconomics.InCanada,theSchoolofHumanResources
inHR.
ManagementatYorkUniversityisleadingeducationandresearchin
theHRMfield.Manycollegesanduniversitieshousedepartmentsand
institutesrelatedtothefield,eitherwithinabusinessschoolorinanothercollege.Mostbusinessschoolsoffer
coursesinHR,oftenintheirdepartmentsofmanagement.
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Professionalassociations
Thereareanumberofprofessionalassociations,someofwhichoffertrainingandcertification.TheSocietyfor
HumanResourceManagement,whichisbasedintheUnitedStates,isthelargestprofessionalassociation
dedicatedtoHR,[22]withover250,000membersin140countries.[34]ItoffersasuiteofProfessionalinHuman
Resources(PHR)certificationsthroughitsHRCertificationInstitute.TheCharteredInstituteofPersonneland
Development,basedinEngland,istheoldestprofessionalHRassociation,withitspredecessorinstitutionbeing
foundedin1918.
SeveralassociationsalsoservenicheswithinHR.TheInstituteofRecruiters(IOR)isarecruitmentprofessional
association,offeringmemberseducation,supportandtraining.[35]WorldatWorkfocuseson"totalrewards"(i.e.,
compensation,benefits,worklife,performance,recognition,andcareerdevelopment),offeringseveral
certificationsandtrainingprogramsdealingwithremunerationandworklifebalance.Othernicheassociations
includetheAmericanSocietyforTraining&DevelopmentandRecognitionProfessionalsInternational.
AlargelyacademicorganizationthatisrelevanttoHRistheAcademyofManagementthathasanHRdivision.
ThisdivisionisconcernedwithfindingwaystoimprovetheeffectivenessofHR.[36]TheAcademypublishes
severaljournalsdevotedinparttoresearchonHR,includingAcademyofManagementJournal[37]andAcademy
ofManagementReview,[38]andithostsanannualmeeting.

Publications
AcademicandpractitionerpublicationsdealingexclusivelywithHR:
CornellHRReview[39]
HRMagazine(SHRM)[40]
HumanResourceManagement[41]
HumanResourceManagementReview[42]
InternationalJournalofHumanResourceManagement[43]
PerspectivesonWork(LERA)[44]
Relatedpublications:
AcademyofManagementJournal[37]
AcademyofManagementReview[38]
AdministrativeScienceQuarterly[45]
InternationalJournalofSelectionandAssessment[46]
JournalofAppliedPsychology[47]
JournalofManagement[48]
JournalofOccupationalandOrganizationalPsychology[49]
JournalofPersonnelPsychology[50]
OrganizationScience[51]
PersonnelPsychology[52]

Seealso
Humanresourcemanagementsystem
AspirationManagement
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Domesticinquiry
Organizationdevelopment
Organizationaltheory

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