Environment of Human Resource Management

Prof Prabha Jayoti Vidyapeeth Womens University Jaipur

Environment of HRM
Environment comprises all those forces which have their bearing on the functioning of various activities, including

human resource activities. Environment scanning helps HR

manager to become pro-active to the environment which is characterized by change and intense competition.

There are two types of environment which operates and have bearing on human resources

Internal Environment
These are the forces internal to an organization. Internal forces have profound influence on HR functions. The internal environment of HRM consists of unions,

organizational culture and conflict, professional bodies, organizational objectives, policies, etc..

Union: Trade Unions are formed to safeguard the interest

of its member workers, HR activities like recruitment, selection, training, compensation, industrial relations and separation are carried out in consultation with trade union leaders. Various activities of trade unions have a bearing on the HRM.

Organizational culture and conflict:

As individuals have personality, organizations have cultures. Each organization has its own culture, which it cherishes

and wants to retain and follow faithfully. Culture is some

core values and beliefs by the members of the organization. The Reliance Industries Ltd., has value for time, as its core

culture. Tatas have the core culture of get the best people
and set them free. HR practices need to be implemented that fit best to the organizations culture. Conflict usually surfaces because of dualities such as personal goal, vs organizational goal, discipline vs duties etc. Such conflicts have their bearings or HR activities in an organization.

NIPM & HR Professional Bodies

NIPM regulates HR practioners. As a member of NIPM, the dictums are: As personnel Manager Declare that I shall. Subscribe to the aims and objects of the National Institute of Personnel Management and be bound by its constitution; Recognize and accept the dignity of an individual as human being, irrespective of religion, language, caste or creed. Maintain high standard of integrity and behaviour demanded by the profession.

 Conduct

myself

as

responsible

member

of

the

management team committed to the achievement of the

organizational goals; Take keen interest in the establishment of health personnel practices and development of the profession; Try to win confidence and gain respect of the employees and make myself available to them, provide formal and informal intervention to resolve industrial conflicts.

 Endeavour to enhance the good name of my profession in dealing with other professional bodies, government departments, organizations; Cooperate profession in by maximizing exchanging the effectiveness of the and and employers and employees

freely

information

experience with other members; Not allow any interest other than professional to interfere with my official work;

 Not to disclose any information of a confidential nature that I may acquire in the course of my professional work without obtaining the consent of those concerned and shall not use confidential information for personal gains; Not accept or offer any improper gratification in any form or manner whatever in connection with or in the course of my professional work; and Not to take acquiesce in such action which may bring the institute or the profession into disrepute.

External Environment
External environment also exerts considerable influence or HRM. Economic, political, technological and demographic factors include the external environment.

Economic Factors
Economic forces such as growth rate and strategy, industrial
production, national and per-capita incomes, money and capital markets, competitions, industrial labour and

globalization have impact on HRM policies. Growing

unemployment and reservations in employment also affect the choice for recruitment and selection of employees in organizations.

Political Factors
The total political environment is composed of legislature, executive and judiciary and all of them have impact on placement, employees. training retention and maintenance of

Technical
Technology is a systematic application of organized knowledge to practical tasks. Technological advances affect the HR functions in several ways. Technology makes the job more intellectual or upgraded. Secondly, it renders workers dislocated, if they do not equip themselves to the job. Thirdly, job becomes challenging for the employees who cope with the requirements of technology. Further,

technology reduces human interaction at the work place. Finally, job holders become highly professionalized and knowledge based in the job they perform.

Demographic
Demographic variables include sex, age, literacy, mobility,

etc., All these have different dimensions in employment and

placement.

People management
Men or personnel should be managed properly and effectively in any organization and at the macro level, in the national level. Men have some inherent qualities want job and work have inherent like for the work are liable to likes and dislikes require motivation and training

given an opportunity everyone would rise up to the

occasion their welfare and safety measure is a concern of the state

 every opportunity for advancement and knowledge should be provided they should be guided but their liberties should not be curbed they should be chosen to the right job and right place they need adequate salary, perquisites and comforts.

Managing people is an art. A wrong handling may lead to

conflicts. A dissatisfied worker may absent or quit labour absenteeism and labour turnover are costly to the

organization. Organization does not represent assets and

money alone. Every organization is a social institution. They have a responsibility to their employees, society and the government which gives protection and infra-structure. The core of any organization is its people represented by workers. It has as much responsibility to them as they have to the shareholders. This art of managing men and women in organization has led to the birth and development of HRM.

People Management Indian Scenario

In the 50s there was a strong belief that employees were recruited not to question why but only to do and die. In the

60s, terms like manpower, staff and personnel came to be

used and instead of controlling the employees, it became more and more acceptable to manage personnel as it was

felt that the productivity of the workers could be improved, if

they were organized for the work. While hierarchy, status, authority, responsibility and accountability are structural concepts, in the Indian context, emotions, feelings,

empathetic perceptions, impressions influenced people more than anything else.

The Indian organizations are experiencing some, transitions and changes. The workforce of the 50s and 60s have retired. The middle level is now at the top with the hangover of all middle class values. The new generation of MBAs are

pouring into industrial organizations. Young executives in

their mid 30s are heading HRD/HRM divisions in big companies.

Moreover

due

to

very

great

strides

in

information

technology, there is a need to manage this tradition and give a direction to this change process. The HRM strategies in India in the 21st century is focusing on individual organization interface and greater emphasis on

organizational effectiveness than on personal success.

Thank You Now you are free to go..