Name: Tasnuba Nowrin

ID: 090316

3rd Session

HRM Task for Entrepreneurs Reflective Report

To characterize human resource management (HRM), Dessler (2005, p.4) stated that The
policies and practices involved in carrying out the people or human resources aspects of a
management position, including recruiting, screening, training, rewarding and appraising.

In simple, it is the process of talent management by attracting and retaining an organizations

high-potential human resources needed to satisfy its strategic objectives (Slocum, 2009).

It is the crucial responsibility of HR manager to carry out or manage group dynamics,

workplace culture and environment of the organization because each and every human being
is unique and exceptional and their thinking, attitude and choices are also distinctive, as we
have learnt from the video in the class (Bose, 2011).

The importance of HRM needs no exaggeration because without its existence company may
recruit wrong person for the job; unable to train, utilize and compensate them properly;
experience high turnover, low employee commitment and productivity; commit any unfair
labor practice and finally doom in failure (Mudor & Tooksoon, 2011).

As a BBA student I need to realize HRM because it is the process of managing total
workforce in a structured and thorough manner and almost every department up to top
executives are directly related with HR (Khera, 2010).

Besides, as an entrepreneur, in-pre-start up stage I have to define in the business plan the skill
and enthusiasm of human resource required to share the success and vision of the new
venture. To consider all employees as team members or associates and determine their roles
and responsibilities to fulfill the ventures objective is the most important quality of a lead
entrepreneur (Holt, 2001).

On the other hand, Holt (2001) claims that development of a new venture depends on
innovation, creativity and overall intrapreneurial activities of the team members, where the
intrapreneur must organize the team efforts and encourage to work together.

We have performed some entrepreneurial activities as a group to develop a new small

business idea and to determine name, type, area of operation, required position and
responsibility of each position. We the group members took five different managerial position
of the organization according to our area of interest and made a short list of five candidates
by evaluating career objective, educational qualification and area of interest. Then we called
interview and gathered experience of what type of questions are asked and how much
knowledge, presentation skill, confidence, situation handling capabilities are required to face
an interview in real life situation. I think it will help to face interview and enter my
professional life (Bose, 2011).

I have also learnt from Bose (2011) that in 21st century, HR managers try to manage work
force in some innovative ways to ensure more workplace flexibility, cooperation and better
communication among the corporate team members. Such as-

Employees are treated as associates to get them motivated by giving the feelings of an
important part of the organization.
Fired for not failing because failure is the foundation of innovation, creativity and
success as well.
Network or cyclical structure is followed not hierarchy, where no one is boss or
subordinate, all are equal and everybody has direct relationship with one another.
First employee satisfaction is ensured then customer because only satisfied employee
can attain customer satisfaction.

Now I would like to discuss some traditional view about area, scope and process of HRM.

Human Resource Planning (HRP): According to Robbins & Coulter (2006), it is the
process by which HR manager ensures that they have the right number and kind of people in
the right place and at the right time.

Recruitment: It refers the development of a pool job candidates by encouraging prospective

employees to apply for the job which covers both internal and outside sources (Stoner et al.,
2001).

Selection: What I have learnt from Hossain (2011), it is the process of picking an applicant
who possesses the appropriate qualification and competency for the job from screening a pool
of applicants. Stoner et al. (2001) emphasize that to select right employee realistic job
preview (RJP) is used, in which candidates are exposed to all attractive and unattractive
aspects of the job as well.

Job analysis: From Desslers (2005) point of view, it determines the duties and skill
requirements of a job and the kind of person who should be hired for it, which involves job
description, specification and design as well.

Training: It is the systematic process of teaching new employees the basic skills they need
and altering behavior in a direction that will achieve organizational goal (Decenzo &
Robbins, 1999). I have already learnt four basic approaches of training from Jahir (2011);
apprenticeship, vestibule, on the job and off the job training.

Compensation: Weihrich and Koontz (2005) and Dessler (2005) explain it as all forms of
pay or rewards going to employees and arising from their employment. It has two
components, direct financial payment (salaries, incentives, commission, bonuses) and
Indirect payment (employer paid insurance, vacation). Moreover, rewards are also two types
intrinsic and extrinsic rewards (Boxall & Purcell, 2003).
Motivation: Skinner & Ivancevich (2003) believe that it is the way in which drives or needs
direct a persons behavior toward a specific goal. Mess (2004) emphasizes that it is essential
to utilize full potentiality of employee what we have learnt from Hawthorne studies.
Generally, HR department looks into the different methods of motivation; Maslows need
hierarchy, Mc Gregors theory X and theory Y, Hertzbergs duel structure theory, Mc
Clellands need theory etc. what it most suitable for the organization (Skinner & Ivancevich,
2003).

Change Management: HR department has to manage changing environment caused by

globalization, technological advances, multi-cultural workforce, nontraditional workers,
Workforce demographics etc. (Schuler, 2000 & Dessler, 2005).

Career Development: Dessler (2005) & Sharma et al. (2009) describe that it is the life long
series of activities performed by the organization; such as workshop arrangement, dual and
mid career problem management etc; which contribute to a employees career exploration,
establishment, success and fulfillment.

Psychological Contract: It is a persons set of expectations regarding loyalty, skill, time,

what he or she will contribute to the organization and salary, benefit, job security, career
opportunity, status, what the organization will provide to the individual in return. All HR
managers have to face the basic challenge of managing psychological contracts because
organization wants value from their employees and needs to give them the right value, but
value varies across cultures (Moorhead & Griffin, 2005).

Word Count: 857

Reference list:

Bose, T.K. (2011) HRM task for entrepreneurs. Khulna, 01 August 2011.

Boxall, P. & Purcell, J. (2003) Strategy and Human Resource Management. Industrial &
Labor Relations Review, 57 (1), pp.145-146.

Decenzo, D.A. & Robbins, S.P. (1999) Human resource management. 6th ed. New York: John
Wiley & Sons, Inc.

Dessler, G. (2005) Human resource management. 10th ed. The United States of America:
Pearson Prentice Hall.

Holt, D. (2001) Entrepreneurship: New venture creation. 5th ed. New Delhi: Prentice Hall of
India private limited, pp.350-381.

Hossain, M.S. (2011) Employee testing and selection. Khulna, 15 June 2011.

Jahir, A.T.M. (2011) Employee training and development. Khulna, 04 August 2011.

Khera, S.N. (2010) Human Resource Practices and their Impact on Employee Productivity: A
Perceptual Analysis of Private, Public and Foreign Bank Employees in India. DSM
Business Review, 2 (1), pp.65-86.

Mess, H. (2004) HRM Best Practice. Otago Management Graduate Review, 2 (1), pp.25-37.

Moorhead, G. & Griffin, R.W. (2005) Organizational behavior. 7th ed. New Delhi: Biztantra.

Mudor, H. & Tooksoon, P. (2011) Conceptual framework on the relationship between human
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Robbins, S.P. & Coulter, M. (2006) Management. 8th ed. New Delhi: Prentice Hall of India
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Schuler, R.S. (2000) The internationalization of human resource management. Journal of

International Management, 6 (2), pp. 239-260.

Sharma, S., Sharma, J. & Devi, A. (2009) Corporate social responsibility: The key role of
human resource management. Business Intelligence Journal, 2 (1), pp.205-213.

Skinner, S.J. & Ivancevich, J.M. (2003) Business for the 21st century. The United States of
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Stoner, J.A.F., Freeman, R.E. and Gilbert, D.R. (2001) Management. 6th ed. New Delhi:
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