Key Activities Of Human Resource Management

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Arvind Mills Ltd has a very clear recruitment and selection system. It is based on peoples' skills and their levels of confidence. There is no place for partiality for specific communities or regions or religions. Anyone can submit their application via the company's official web portal. Also they consider applications which are referred by current staff. Arvind never hire via recruitment agencies. They also go to college campuses to find employees from within the next brilliant new generation who are ready to fulfil the company's goals. They have some criteria for selection like for instance, candidates must be over the age of 18, he/she must have a relevant degree for the job title and if the candidate has knowledge of ERP (SAP) then they are considered to have extra skills dependent on the specific job title.

Training and Development:

The company is continuously working on training and development to improve the skills of its employees as well as to achieve the company's specific goals and strategies. The company already gives training to its employees such as SAP (ERP), TQM, Production Management, living life etc. Arvind Mills believes in developing the inner and outer skills of their employees, that's why they provide training in TQM and the art of living so they can help their employees not only inside the company but also in the employees' personal lives. They also give training fin Production Management, SAP, Quality and International Standards so the company can keep abreast with international companies. Arvind has its own development team to develop new fabrics for the modern era. They are continuously working to develop different types of fabric so they can be different to other companies.

Motivation and Rewards:

Arvind has a good motivation and reward policy. Yearly the company announces the best performance award in different categories to motivate the employees of the company. Also, at the end of each financial year, the company conducts appraisals in the company. From the results of those appraisals top management decides whether to give extra benefits to their employees. The company give benefits in three different types. Some employees get a promotion, some are given a bonus and the remainder get a normal pay rise. This means that the company gives some kind of benefit to each and every employee based on their performance. In special cases they also give employees an opportunity to choose to work in a different department if he wants so they can fulfil their personal goals.

HUMAN RESOURCE MANAGEMENT MODELS:

Michigan School Model of HRM

Michigan School Model of HRM was suggest by Fombrun, Tichy and Devanna (1984), This is also referred to as the hard HRM. The model suggest to improve company's performance. Its directly depend on HRM Strategies and structure. The Model propose that :

Company should be treat each and every employee as a organizational resource. Resource should be as cost-effectively as possible and also should be developed.

Fit should be achieved between individual and organizational strategies by selecting the most suitable individuals to achieve its business activities and promoting optimum performance to achieve business objectives

Reward against performance.

To train employees to develop their Skill, Knowledge to achieve company's goal.

Give feedback to employee of Monitoring and appraising performance.

Figure -1 Micigan HRM Model

( Source : http://www.google.co.uk/imgres?imgurl=http://www.emeraldinsight.com )

Harvard Model of HRM

Beer et al (Managing Human Assets by Michael Beer, Richard E. Walton, Bert A. Spector, 1984), When general managers determine the appropriate human resource policies and practices for their organizations, they require some method of assessing the appropriateness or effectiveness of those policies. Beer et al devised the famous Harvard Map (sometimes referred to as the Harvard model) of HRM. 

This map is based on an analytical approach and provides a broad causal depiction of the 'determinants and consequences of HRM policies.' It shows human resource policies to be influenced by two significant considerations: 

Situational factors in the outside business environment or within the firm such as laws and societal values, labor market conditions, unions, work-force characteristics, business strategies, management philosophy, and task technology. According to Beer et al these factors may constrain the formation of HRM policies but (to varying degrees) they may also be influenced by human resource policies. Stakeholder interests, including those of shareholders, management employees, unions, community, and government. Beer et al argue that human resource policies SHOULD be influenced by ALL stakeholders. If not, 'the enterprise will fail to meet the needs of these stakeholders in the long run and it will fail as an institution.' The authors also contend that human resource policies have both immediate organizational outcomes and long-term consequences. Managers can affect a number of factors by means of the policy choices they make, including:

The overall competence of employee.

The commitment of employees.

The degree of congruence between employees' own goals and those of the organization.

The overall cost effectiveness of HRM practices.

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