a) List and explain 5 possible problem that can be faced by a company without

proper Human Resouces Management

Human resources management is an important element of an organisation, although in
practice the two terms are frequently used interchangeably-emphasising the fact that the
people employed in the company are resources which are at least as important as
financial or material resources and must be given careful and expert attention.
Without a proper Human Resources Management practice in the company, there will be a
problem or issues such as:
I.

The company would hired the wrong person for the job and it will caused a lot of
problem such as wasting money and time for the company.
If the HR department not doing the planning on how much to spend on the training

II.

workforce there will be a waste on human capital and effected the company
III.

productivity.
There will be a miss managed in the company giving the strategic decisions on target

IV.

quality levels, product prices, volume of production and so on.

The company doesnt have a good relationship with trade unions from the view point

V.

of the effective management control of the organisation.

The company will facing a problem on designing the organisation structure to suit the
needs of employees, and there will experience high turnover.

When it comes to developing roles in your company, it is important to consider the

business implications of having no HR department. Most organizations have either a
single employee dedicated to HR or a small team that keeps the personal aspects of the
business moving smoothly. Others turn to an outsourced HR model and have a
knowledgeable professional who speaks to employees if questions arise. Businesses may
also designate an employee who handles HR responsibilities in addition to his or her
primary role.
From a business standpoint, having no form of HR puts companies at risk of violating a
number of employment laws. However, what about employees? How might they be
affected by having no HR professionals to turn to?

"In smaller organizations, the HR function or department ... may have interactions with
other staff that more often than not center around duties directly related to human capital
management, contributing to a feeling of having a primarily transactional role," it states.
In other words, the smaller the organization, the more likely HR is only associated with
transactional duties such as managing benefits and payroll. The bigger the organization,
the more HR engages in strategic decision-making and employee welfare.
What's at Stake for Employees
The potential implications of having no HR are related to the valuable activities HR
professionals perform. These issues could damage both the organization and the wellbeing and productivity of its employees. There are many scenarios in which HR can be
vital vital to a positive outcome.
Employees can reach out to HR with complaints about workplace harassment, bullying
and violence. HR staff can advise management on the best course of action and conduct
investigations. HR can also answer employee questions about benefits enrollment and
support, especially when it comes to benefits such as health insurance. For example, they
should know about updates to health care reform laws.
HR is also widely responsible for developing and promoting a company's culture and
keeping employees engaged with it. If they aren't around to drive employee engagement
efforts and recruit employees who fit the culture, who will? HR may also host company
events that improve employee engagement and satisfaction.
It's clear having no HR could leave employees feeling unsupported. According to a report
from the Human Resource Management Journal, there are a number of ways an
organization's HR practices can foster a collective level of commitment in its workforce.
These include candidate selection and hiring, training and development efforts,
performance management systems and open communication and participation.
Nowhere else can HR have a bigger impact on employee attitudes and performance than
as a crucial part of the executive team. Here, their knowledge and experience is valued by
all.

b) List and explain the 3 types of functions a typical Human Resources

Manager performs in a company
Similar to other department managers, a human resource manager has two basic
functions: overseeing department functions and managing employees. For this reason, a
human resources manager must be well-versed in each of the human resources disciplines
compensation and benefits, training and development, employee relations, and
recruitment and selection. Core competencies HR managers have are solid
communication skills and decision-making capabilities based on analytical skills and
critical thought processes.
Overall Responsibilities
Human resource managers have strategic and functional responsibilities for all of the HR
disciplines. A human resource manager has the expertise of an HR generalist combined
with general business and management skills. In large organizations, a human resource
manager reports to the human resource director or a C-level human resource executive. In
smaller companies, some HR managers perform all of the department's functions or work
with an HR assistant or generalist that handles administrative matters. Regardless of the
size of department or the company, a human resource manager should have the skills to
perform every HR function, if necessary.
Compensation and Benefits
Human resource managers provide guidance and direction to compensation and benefits
specialists. Within this discipline, human resources managers develop strategic
compensation plans, align performance management systems with compensation
structure and monitor negotiations for group health care benefits. Examples of human
resource manager responsibilities include monitoring Family and Medical Leave Act
compliance and adherence to confidentiality provisions for employee medical files.
Human resource managers for small companies might also conduct open enrollment for
employees' annual elections pertaining to health care coverage.
Training and Development
Employee training and development includes new hire orientation, leadership training
and professional development seminars and workshops. Human resource managers
oversee needs assessments to determine when training is necessary and the type of

training necessary to improve performance and productivity. Human resource managers

responsible for conducting needs assessment have a hands-on role in evaluating overall
employee performance to decide if the workforce would benefit from additional training
and orientation. They examine employee performance records to identify areas where
employees could improve through job skills training or employee development, such as
seminars or workshops on leadership techniques.They also play an integral role in
implementing employee development strategy and succession planning based on training
and professional development. Human resource managers responsible for succession
planning use their knowledge of employee development, training and future business
needs to devise career tracks for employees who demonstrate the aptitude and desire for
upward mobility.
Employee Relations
Although the employee relations specialist is responsible for investigating and resolving
workplace issues, the human resource manager has ultimate responsibility for preserving
the employer-employee relationship through designing an effective employee relations
strategy. An effective employee relations strategy contains specific steps for ensuring the
overall well-being of employees. It also ensures that employees have a safe working
environment, free from discrimination and harassment. Human resource managers for
small businesses conduct workplace investigations and resolve employee complaints.
Human resource managers may also be the primary contact for legal counsel in risk
mitigation activities and litigation pertaining to employee relations matters. An example
of risk mitigation handled by a human resource manager includes examining current
workplace policies and providing training to employees and managers on those policies
to minimize the frequency of employee complaints due to misinterpretation or
misunderstanding of company policies.
Recruitment and Selection
Human resource managers develop strategic solutions to meet workforce demands and
labor force trends. An employment manager actually oversees the recruitment and
selection processes; however, an HR manager is primarily responsible for decisions
related to corporate branding as it relates to recruiting and retaining talented employees.
For example, a human resource manager in a health care firm might use her knowledge
about nursing shortages to develop a strategy for employee retention, or for maintaining

the current staffing levels. The strategy might include developing an incentive program
for nurses or providing nurses with cross-training so they can become certified in
different specialties to become more valuable to the organization. Corporate branding as
it relates to recruitment and retention means promoting the company as an employer of
choice. Human resource managers responsible for this usually look at the recruitment and
selection process, as well as compensation and benefits to find ways to appeal to highly
qualified applicants.
Human resource functions refer to those task and duties perform in both large and small
organisations to provide for and coordinate human resources.
Human resource functions encompass a variety of activities that significantly influence
all areas of an organisation.

Further HR manager responsibilities are :

Procurement of Manpower:
The most important function of an Human Resource manager is to acquire the
manpower required by an organisation from time to time. He has to select
right man for the right job. He also has to oversee functions like manpower
planning, selection, appointment, placement and induction.

Development Of Manpower:
The human resource manager is responsible for the development of
manpower. He has to plan and introduce training programmes for all

categories of employees. Training programmes are essential for developing

the skills and qualities of employees so that they can keep up with the ever
changing business environment.

Providing Welfare Facilities:

Welfare facilities create efficient and satisfied labor force. To introduce new
labor welfare facilities and to maintain the existing facilities is one of the
function of the human resource manager. Welfare facilities include medical,
educational, recreational etc. These facilities are given for raising employee
efficiency and also for making their life happy.

Question 2

a) List and explain the two basic strategic planning roles of the human
resources manager?
Strengthening the employer-employee relationship is the strategic role of a human
resources manager. However, there's more than meets the eye to doing this. Human
resources managers formulate workforce strategy and determine the functional processes
necessary to meet organizational goals. Their job requires expertise as an HR generalist,
which means they must be familiar with every human resources discipline.
Overview
During the 1980s, personnel departments were responsible for handing out applications,
providing employees with insurance enrollment forms and processing payroll. The role of
the personnel department was mainly administrative. Over the next two decades, the role
of personnel administration became more involved with overall business goals.
Companies began to recruit human resources leaders who were capable of managing the

department from a more strategic position. Personnel administration, therefore, evolved

into a business now referred to as human resources management. Human resources
managers are responsible for developing strategic solutions to employment-related
matters that affect the organization's ability to meet its productivity and performance
goals.
Workplace Safety
Creating a work environment free from unnecessary hazards is a strategic role of every
human resources manager. Strategic development for workplace safety entails risk
management and mitigating potential losses from on-the-job injuries and fatalities.
Workers' compensation insurance is an area in which a strategic plan helps lower
company expense for insurance coverage. Reducing accidents through training
employees on the proper use of complex machinery and equipment is one of the
functional tasks associated with creating a safe work environment.
Compensation and Benefits
An employer's compensation and benefits structure partly determines the company's
business reputation and image. In addition, the decisions that human resources managers
make regarding pay scales and employee benefits can impact employee satisfaction, as
well as the organization's ability to recruit talented workers. Job evaluation, labor market
conditions, workforce shortages and budget constraints are factors that HR managers
consider in a strategic plan for pay and benefits. In addition, a strategy includes weighing
an employer's choices between satisfying its workforce and pleasing the company's
stakeholders. Pursuant to the health care reform law passed in 2010, human resources
managers for companies with more than 50 employees must decide between offering
group health coverage and paying fines, beginning in 2014.
Employee Training
Human resources managers' strategic role with respect to employee training and
development prepares the workforce for future positions within the company. Succession
planning, promotion-from-within policies and performance evaluation factor into the
human resources manager's role. Training and development motivate employees, and in
some cases, improve employee retention.
Recruitment and Selection
Employee recruitment and selection is as much a part of employee relations as it is a

separate discipline unto itself. Therefore, a human resources manager's strategic role is to
combine elements of employee relations into the employer's recruitment and selection
strategy. Integrating employee recognition programs into promotion-from-within policies
is an effective form of employee motivation that combines the employee relations and
recruitment and selection areas of human resources.

Employee Relations
Some human resources managers believe that strengthening the employer-employee
relationship rests solely in the employee relations areas of the HR department. This isn't
true. Nevertheless, employee relations is such a large part of every discipline -- including
salaries, benefits, safety, training and employee development -- that sustaining an
employee relations program is an important element of human resources strategy.
Implementing a workplace investigation process and enforcing fair employment practices
are two components of an employee relations program. The strategic role of a human
resources manager is to determine how to identify and resolve workplace issues, as well
as how best
1. Corporate level strategy
It identifies the portfolio of businesses that, in total comprise the company and the
ways in which these businesses relate to each other. Managements main task is to
balance the returns to various group interests. Example of stakeholders are
shareholders, different categories of employees, customers of the product, creditors
such as banks, unions and government. Managers, therefore, need to be politicians
and diplomats. They must establish good relations with each group, develop
persuasive skills, create alliances.
Diversification strategy implies that the firm will expand by adding new

product lines.
Vertical integration strategy means the firm expands by, perhaps, producing its

own raw materials, or selling its product direct.

Consolidations strategy reduces the company size.

Geographic expansion strategy takes the company abroad.

2. Business level/ competitive strategy.

It is a competitive strategy identifies how to build and strengthen the businesss long
term competitive and sustainable in the marketplace.
It identifies for instance, how MAS will compete with Air Asia or how Caltex
competes with Mobil.
We can define competitive advantages as any factors that allow an organisation to
differentiate its product or services from those its competitors to increase market
share.