PROJECT REPORT ON

HUMAN RESOURCE MANAGEMENT

SEMESTER-VI

AS A PARTIAL FULFILMENT FOR THE DEGREE BACHELOR OF MANAGEMENT STUDIES

(BMS)

Submitted By
ROHAN RAMESH BORASE
Roll No.66

Under the Guidance of

PROF.DEVANJALI DUTTA

K.M. AGRAWAL COLLEGE.

ADDRESS: GANDHARE, PADGHA RD, KALYAN (W) 421-301, DIS- THANE
2021-22
 DECLARATION

I am ROHAN RAMESH BORASE the student of T.Y.BMS Semester (2021-22)

hereby declare that I have
completed the project HUMAN RESOURCE MANAGEMENT The information
submitted is true and original to the best of my knowledge.

ROHAN RAMESH BORASE

ROLL NO:66
 K.M. AGRAWAL COLLEGE.
ADDRESS: GANDHARE, PADGHA RD, KALYAN (W) 421-301, DIS- THANE

Certificate
This is to certify that Mr. ROHAN RAMESH BORASE studying in the Third year of
Bachelors of Management Studies (BMS) program at K.M Agrawal College of
Arts, Commerce and Science, Kalyan has completed the “HUMAN RESOURCE
MANAGEMENT ” as a part of the
curriculum requirement for Bachelor of Management Studies (BMS) under the
guidance of Prof. DEVANJALI DUTTA

Signature of the project guide e

Name:
Date:
 Acknowledgement

To list who all have helped me is difficult they are so numerus and the depth is so

enormous. would like to acknowledge the following as being idealistic channels and

fresh dimensions
in the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me chance to
do this project.
would like to thank my Principal, DR. ANITA MANNA for rewording the necessary
facilities required for completion of this project.
I take this opportunity to thank our Coordinator, PROF. SUJEET SINGH for his moral
support and guidance.
I would also like to express my sincere gratitude towards my project guide Prof.

DEVANJALI DUTTA whose guidance and care made the project successful.

I would like to thank my Library, for having provided various books and magazines
related to my project.
Lastly. I would like to thank each and every person who directly or indirectly help me
in the completion of the project especially my Parents and Peers who supported me
throughout my project.
 INDEX

1. INTRODUCTION
- HISTORY
- WHAT IS HUMAN RESOURCE MANAGEMENT?
- HOW DOES HRM WORKS?
- REQUIREMENTS FOR ENTERING HRM
- FUNCTIONS OF HRM
- TECHNIQUES OF HRM
- PROCESS HRM
- SCOPE OF HRM
- OBJECTIVE OF HRM
- LIMITATIONS OF HRM
- DIFFRENTIATION BETWEEN IHRM & HRM
- NATURE OF HRM
- ROLE OF HRM
- HRM IN THE NEW MILLENNIUM

2. LITERATURE REVIEW

3. HRM ANALYTICS
-HR ANALYTICS
- CAREER IN HRM
- COURSES IN HRM
- PROJECT SUMMARY

4. CONCLUSION & SUGGESTIONS

5. BIBILOGRAPHY
SUMMERY:
This is about human resource management (HRM) in project-based
organisations. Firms have over the last decades tended to rely increasingly on
project-based structures. This process of projectification implies a changed work
situation for individuals in modern organisations. Researchers from the project
field of research as well as from the HRM field of research have pointed to
possible implications that projectification might have for HRM. This thesis
explores this area through a combination of multiple, comparative, and single
case studies of project-based organisations. The studies aim at identifying and
analysing the changes and challenges for HRM in this particular context. The
studies are presented in four separate papers. The findings suggest a number of
important and empirically nested challenges related to Competence, Trust,
Change, and Individuals. Moreover, the changing roles of HR departments and
line managers in the overall HR organisation are discussed and analysed. The
thesis proposes alternative roles for line managers, depending on the
organisational context, and it also proposes two ’ideal types’ of HR-
departmental structures.It is critical that today’s organizations align their human
resources to better meet strategic objectives.
A failure to do so results in wasted time, energy, and resources. Organizations
are more likely to achieve this alignment with their corporate objectives when
they review their recruitment and selection processes for fit, communicate the
mission and vision statements, use joint goal setting, design an appropriate
reward system, empower the workforce, promote and develop from within, and
use teams to achieve synergy.Human Resource Management is the
management function that helps the managers to plan, recruit, select,train,
develop, remunerate and maintain members for an organization. HRM has four
objectives of societal,organizational, functional and personal development. An
organization must have set policies; definiteprocedures and well defined
principles relating to its personnel and these contribute to the
effectiveness,continuity and stability of the organization.
 OBJECTIVE OF THE STUDY:

 To study about Human Resource Management (HRM), How it

works, Impacts of HRM on our world economy.
 To get knowledge about importance of HRM.
 To know the advantages of HRM.

INTRODUCTION:
Human resource management (HRM or HR) is the strategic approach to the
effective management of people in a company or organization such that they
help their business gain a competitive advantage. It is designed to
maximize employee performance in service of an employer's strategic
objectives. Human resource management is primarily concerned with the
management of people within organizations, focusing
on policies and systems.[2] HR departments are responsible for
overseeing employee-benefits design, employee recruitment, training and
development, performance appraisal, and reward management, such as
managing pay and Employee benefits benefit systems.[3] HR also concerns itself
with organizational change and industrial relations, or the balancing of
organizational practices with requirements arising from collective
bargaining and governmental laws.
The overall purpose of human resources (HR) is to ensure that the organization
is able to achieve success through people.[5] HR professionals manage
the human capital of an organization and focus on implementing policies and
processes. They can specialize in finding, recruiting, training, and developing
employees, as well as maintaining employee relations or benefits. Training and
development professionals ensure that employees are trained and have
continuous development. This is done through training programs, performance
evaluations, and reward programs. Employee relations deals with the concerns
of employees when policies are broken, such as cases involving harassment or
discrimination. Managing employee benefits includes developing compensation
structures, parental leave programs, discounts, and other benefits for
employees. On the other side of the field are HR generalists or business
partners. These HR professionals could work in all areas or be labour
relations representatives working with unionized employees.
HR is a product of the human relations movement of the early 20th Century,
when researchers began documenting ways of creating business value through
the strategic management of the workforce.[6] It was initially dominated by
transactional work, such as payroll and benefits administration, but due
to globalization, company consolidation, technological advances, and further
research, HR as of 2015 focuses on strategic initiatives like mergers and
acquisitions, talent management, succession planning, industrial and labor
relations, and diversity and inclusion. In the current global work environment,
most companies focus on lowering employee turnover and on retaining the
talent and knowledge held by their workforce. New hiring not only entails a high
cost but also increases the risk of a new employee not being able to adequately
replace the position of the previous employee. HR departments strive to offer
benefits that will appeal to workers, thus reducing the risk of losing employee
commitment and psychological ownership.

HISTORY
Antecedent theoretical development
The human resources field began to take shape in 18th century Europe. It built
on a simple idea by Robert Owen (1771-1858) and Charles Babbage (1791-1871)
during the industrial revolution. These men concluded that people were crucial
to the success of an organization. They expressed the thought that the well-
being of employees led to perfect work; without healthy workers, the
organization would not survive.
HR emerged as a specific field in the early 20th century, influenced by Frederick
Winslow Taylor (1856–1915). Taylor explored what he termed "scientific
management" (sometimes referred to as "Taylorism"), striving to improve
economic efficiency in manufacturing jobs. He eventually focused on one of the
principal inputs into the manufacturing process—labor—sparking inquiry into
workforce productivity
Meanwhile, in England, C S Myers, inspired by unexpected problems among
soldiers which had alarmed generals and politicians in the First World War of
1914–1918, co-founded the National Institute of Industrial Psychology (NIIP) in
1921. In doing so, he set seeds for the human relations movement. This
movement, on both sides of the Atlantic, built on the research of Elton
Mayo (1880-1949) and others to document through the Hawthorne
studies (1924–1932) and other studies how stimuli, unrelated to financial
compensation and working conditions, could yield more productive
workers.Work by Abraham Maslow (1908–1970), Kurt Lewin (1890–1947), Max
Weber (1864–1920), Frederick Herzberg (1923–2000), and David
McClelland (1917–1998), forming the basis for studies in industrial and
organizational psychology, organizational behavior and organizational theory,
was interpreted in such a way as to further claim of legitimacy for an applied
discipline.
HUMAN RESOURCE MANAGEMENT is the strategic approach to the effective
management of people in a company or organization such that they help their
business gain a competitive advantage. It is designed to maximize
employee performance in service of an employer’s strategic objectives.

 WHAT IS HUMAN RESOURCE MANAGEMENT?

HUMAN RESOURCE MANAGEMENT(HRM) is the process of

employing people,training them, compensating them, developing
policies relating to them, and developing policies relating to them, and
developing strategies to retain them. As a field, HRM has undergone
many changes over the last twentyyears, giving it an even more
important role in today’s role in today’s Organizations.
Human resource management is the organizational function that
manages all of the issues related to the people in an organization. That
includes but is not limited to compensation, recruitment, and
hiring, performance management, organization development, safety,
wellness, benefits, employee motivation, communication, policy
administration, and training.
Human resource management is also a strategic and comprehensive
approach to managing people and the workplace culture and
environment. Done well, it enables employees to contribute effectively
and productively to the overall company direction and the
accomplishment of the organization's goals and objectives.

How Does Human Resource Management Work?

HRM staff members are partially responsible for ensuring that the
organization has an overall mission, vision, and values that are shared
and provide an overarching reason for employees to want to work for
their organization. These elements can be inspirational and help
employees feel as if they are part of something that is bigger than
themselves.
Additional activities sponsored by HRM can include employee and
community outreach. They are frequent mentors and members of
employee teams that address philanthropic giving, employee
engagement activities, and events that involve employee families.

HRM functions are also performed by line managers who are directly
responsible for the engagement, contribution, and productivity of their
reporting staff members. In a fully integrated talent management
system, the managers play a significant role in and take ownership of
responsibility for the recruitment process. They are also responsible for
the ongoing development of and retention of superior employees.

HRM is moving away from traditional personnel, administration, and

transactional roles, which are increasingly outsourced. The HRM
function is now expected to add value to the strategic utilization of
employees and to ensure that employee programs recommended and
implemented impact the business in positive measurable ways.

Employees who work in HRM must also help keep their employer and
company safe from lawsuits and the resulting workplace chaos. They
must perform a balancing act to serve all of an organization's
stakeholders: customers, executives, owners, managers, employees,
and stockholders.

Requirements for Entering Human Resource

Management
Those wishing to enter the field of HRM usually need at least a
bachelor's degree in human resource management or a related field,
such as business management. Some employers may also require
candidates to a master's degree in business administration, human
resources, or labor relations.

Special certification isn't always necessary to get a job in HRM, but it

can help candidates stand out, and some employers may require it.
Several professional associations offer these types of certifications:
 The Society for Human Resource Management (SHRM) offers the
SHRM Certified Professional and SHRM Senior Certified
Professional programs.
 The HR Certification Institute (HRCI) offers several certifications,
including Associate Professional in Human Resources, Professional
in Human Resources, Senior Professional in Human Resources,
and Global Professional in Human Resources. HRCI also offers
micro-credential programs on several topics.
 WorldatWork also offers several certifications in the categories of
Compensation, Executive Compensation, Sales Compensation, and
Benefits.
 International Foundation of Employee Benefit Plans offers
certificates in many areas as well, including benefits and health
and welfare plans.

The amount of experience needed depends on the preference of the

employer, but most manager-level HRM positions require several years
in the field.
The soft skills employers usually require in HRM candidates include
leadership, communication, decision-making, organizational, and
interpersonal skills.
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:
HR has a number of important functions in the organization. These
include recruitment, performance management, learning and
developmenrt, and many more. In this article, we will explain the 12
key functions of HR.
But first, a definantion. If we want to understand the functions pf
Human Resources, we need to understand what Human Resource
Management (HRM) is.

1. HUMAN RESOURCE PLANNING:

The first function of HR is all about knowing the future needs of the
organization. What kind of people does the organization need, and
how many? Knowing this will shape the Recruitment, Selection,
performance management, learning and development, and all other
HR functions.
2. .RECRUITMENT AND SELECTION
The second HR function involves attracting people to work for the
organization and selecting the best candidates.
Attracting people usually start with an employee brand. Being an
attractive employer has plenty of advantages- just as it is the other way
around. A good example of the latter is the tobbacco industry which
struggels to attract talent due to its tained reputation.
With strong employer brand and right sourcing strategies, you’re
already halfway there. Once candidates apply, selection is an HR
instrument to pick the best qualified and highest-potential candidates.
Technological developments in recruitment have gone very fast and as
a result, there are different types of recruitment tools for each part of
your recruitment funnel.
3. PERFORMANCE MANAGEMENT
Performance management is essential in ensuring that workers stay
productive and engaged. Good performance management involves
good leadership, clear goal-setting and open feedback.

Performance management tools include the annual performance

review, in which the employee is reviewed by his/her manager. It also
includes 360 degree feedback tools in which peers,
managers,subordinates, and sometimes even customers review the
employee’s performance .These kinds of tools can be very helpful in
providing feedback.
Performance management is also an instrument to close the gap
between the workforce you have today and the one you want to have
tommorrow . one of the best ways to to build your future workforce is
through learning and development (L&D)
4. LEARNING AND DEVELOPMENT
Enabling employees to develop the skills thet need for future is an
essential responsibility for HR. this is also related to the first HR
function we listed, in which HR bridges the gap between the workforce
today and the workforce needed in the near future.
Traditionally, organizations have a set budget for learning and
development. This budget is then disributed among its employees. In
some countries, this fee is mandatory, In the UK, for example ,
companies with an annual pay bill of more than million pay a
mandatory rate 0.5% designed for the professiona; education of their
employees.
5. CAREER PLANNING
The fifth function of HR is career planning, guidance and development
for employees, together also reffered to as career pathing.
Showing employees how heir personal ambition can align with the
future of the company helps to engage and retain them. For the
organization , there are the benefits of better succession planning,
higher productvity and a stronger employer brand.
6. FUNCTION EVALUATION
FUNCTION EVALUATION IS A MORE technical role of HR that involves
comparing various functions in terms of qualification, the quality, and
availability of workers, job location, working times, the economic
situation, job responsibility, and how much value this job adds to the
organization. The idea behind function evaluation is that similar jobs
should be rewarded similiarly.
TECHNIQUES OF HUMAN RESOURCE MANAGEMENT:
Everything you need to know about the techniques of human resource
planning. Human resource planning is the process of analysing and
indetifying the needs for and availability of human resource so that the
organization can meet its objectives.
TECHNIQUES OF HUMAN RESOURCE MANAGEMENT IS AS FOLLOWS:
 EMPLOYEE ENGAGEMENT SURVEYS
 EMPLOYEE SATISFACTION TOOLS
 EMPOWERMENT TOOLS & TECNIQUES
 STRATEGIC HUMAN RESOURCE MANAGEMENT
 ORGANIZATIONAL COMMITMENT EVALUATION
 KEY PERFORMANCE INDICATORS FOR HR
 EMPLOYEE SATISFACTION SURVEY
 HR AUDITING
 HR EFFECTIVENESS EVALUATION
 COMPENTENCY BASED ON INTERVIEWS
 EMPLOYEE DEVELOPMENT PLANS
 CAREER MANAGEMENT TOOLS
 EMPLOYEE PERFORMANCE MANAGEMENT

CHALLENGES FOR HRM:

 Increased globalisation + international competition
 Rapid technological change
 Restructuring mergers and acquisistions
 Change- new management seek different approaches
 Transformation and BEE
 High unemployment yet a skills shortage
 Disparities in wages- union unrest
 Lack of emotional intelligence
 Poor leadership
 Social problems – addiction

PROCESS OF HRM:
Scope of Human Resource Management
Human resources are undoubtedly the key resources in an organization, the
easiest and the most difficult to manage! The objectives of the HRM span right
from the manpower needs assessment to management and retention of the same.
To this effect Human resource management is responsible for effective designing
and implementation of various policies, procedures and programs. It is all about
developing and managing knowledge, skills, creativity, aptitude and talent and
using them optimally.
Human Resource Management is not just limited to manage and optimally
exploit human intellect. It also focuses on managing physical and emotional
capital of employees. Considering the intricacies involved, the scope of HRM is
widening with every passing day. It covers but is not limited to HR planning,
hiring (recruitment and selection), training and development, payroll
management, rewards and recognitions, Industrial relations, grievance handling,
legal procedures etc. In other words, we can say that it’s about developing and
managing harmonious relationships at workplace and striking a balance between
organizational goals and individual goals.
The scope of HRM is extensive and far-reaching. Therefore, it is very difficult to
define it concisely. However, we may classify the same under following heads:

 HRM in Personnel Management: This is typically direct manpower

management that involves manpower planning, hiring (recruitment and
selection), training and development, induction and orientation, transfer,
promotion, compensation, layoff and retrenchment, employee
productivity. The overall objective here is to ascertain individual growth,
development and effectiveness which indirectly contribute to
organizational development.

It also includes performance appraisal, developing new skills,

disbursement of wages, incentives, allowances, traveling policies and
procedures and other related courses of actions.

 HRM in Employee Welfare: This particular aspect of HRM deals with

working conditions and amenities at workplace. This includes a wide
array of responsibilities and services such as safety services,
 health services, welfare funds, social security and medical services. It also
covers appointment of safety officers, making the environment worth
working, eliminating workplace hazards, support by top management, job
safety, safeguarding machinery, cleanliness, proper ventilation and
lighting, sanitation, medical care, sickness benefits, employment injury
benefits, personal injury benefits, maternity benefits, unemployment
benefits and family benefits.

It also relates to supervision, employee counseling, establishing

harmonious relationships with employees, education and training.
Employee welfare is about determining employees’ real needs and
fulfilling them with active participation of both management and
employees. In addition to this, it also takes care of canteen facilities,
crèches, rest and lunch rooms, housing, transport, medical assistance,
education, health and safety, recreation facilities, etc.

 HRM in Industrial Relations: Since it is a highly sensitive area, it needs

careful interactions with labor or employee unions, addressing their
grievances and settling the disputes effectively in order to maintain peace
and harmony in the organization. It is the art and science of understanding
the employment (union-management) relations, joint consultation,
disciplinary procedures, solving problems with mutual efforts,
understanding human behavior and maintaining work relations, collective
bargaining and settlement of disputes.

The main aim is to safeguarding the interest of employees by securing the

highest level of understanding to the extent that does not leave a negative
impact on organization. It is about establishing, growing and promoting
industrial democracy to safeguard the interests of both employees and
management.
 What are HRM organizational objectives?

Below are 8 main HRM objectives with in-depth elaboration respectively:

 Achieve organisational goals

 Work culture
 Team integration
 Training and Development
 Employee motivation
 Workforce empowerment
 Retention
 Data and compliance
Achieve organisational goals

HRM function starts here. One major HRM objective is to fulfil organisational
goals. Utilizing human resource to achieve business requirements and goals is
very important for an effective HRM.

Organisational objectives include workforce handling, staff requirements like

hiring and onboarding, payroll management and retirement. To succeed at
organisational objective, HR requires efficient planning and execution. Without a
set parameter for goals and mission and resources, HRM is incomplete. After you
know your resources and planning at place, achieving HRM objective is not so
difficult.

Some more objectives are explained further.

Work culture

When it comes to handling HRM effectively and following objectives, employee

and work environment are the prior factors. Work culture plays an important role
in defining HRM and business performance.

An HR manager needs to be active while calling for strategies to foster better

work culture. Automated activities like leave approvals, reimbursement request
acknowledgement, etc. can help you. Quick operations and empowerment to
employees help in creative positive vibes at workplace. Developing and
maintaining healthy and transparent relations among team members and teams
contribute to building a good example of work culture. Adopting right solutions
like employee management software can solve more than half of your job.

Small steps like short and sound onboarding process can help build good image of
workplace.

Team integration

One of the prime roles and objectives of HRM is to make sure team co-ordinate
efficiently. Easy communication is the need for teams at an enterprise. An HR
here must ensure a tool to assist in making the integration easier and smooth.
Proper connect between individuals is a must to ensure productivity. To make the
HR management a success, you need to search better integration portals to make
data availability easier for people. Functional objectives like team integration is
to produce streamlined operations and tasks.

With right tool like self-service portal can bring employees closer to HR folks.

Training and Development

Workforce being effective and performing are two important and basic elements
to work upon for achieving your basic objectives at an organisation. With proper
training and providing future opportunities, employees feel safe and organised.

Effective employment is highly dependent upon the training practices. Providing

opportunities to employees is one great step to ensure workforce management.

There might be difficulties such as planning, scheduling, training sessions, and

evaluation of each on-boards. To lessen the pain, solution like training
management software can help you with auto-reminders, easy scheduler,
reporting, and tracking capability. The HR manager can ensure effective training
practice at firm.

Employee motivation

The prime objective of an HR folk is to keep things on right path. Keep

distractions and negative vibes away. For this the employees need to be attended
and kept motivated throughout. How can an HR motivate employees?

Give powers to them. Take their views on things. Involve them into weekly
meets or decisions. Even if it is a fresher, let them join. Keep the morale always
high. Employee recognition like yearly appraisal based on their performance can
too help.

Automated feedback system for performance appraisal management can keep

your employees motivated and ensure productivity throughout service. When the
employees are satisfied and fulfilled, nothing else can prevent you from losing
your objectives and goals.
Workforce empowerment

Talking about employee motivation, nothing can work better than empowering
them. Empowering them with tools like ESS (employee self service) portal can
help save HR efforts too.

With the portal, employees can themselves apply for approvals and track them
through their mobile phone. Be it leave request, generating payslip, checking PF
account, remaining leaves, upcoming holidays, manager details, or anything, HR
intervention is least required. Now, you no more need to knock on HR’s desk for
small queries.

What else could empowering workforce take? How would you ensure right
workforce engagement? Effective HRM measures can definitely help. Look for
easy employee management tips.

Retention

Providing leadership qualities and opportunities, healthy working area, and

employee retention are some prime objectives and deliverables of HR manager.
Keeping employees retained and motivated needs to be a top priority for HRM.

Other than employee hiring, onboarding, and training cycle, keeping the
employees retained for long is the biggest challenge AKA objective of the HR
people. It often occurs that employees leave the organisation within 2 months of
onboarding. It can be due to ineffective training management or rough hiring
process.

Employee experience needs to be carefully attended. Keeping your employees

retained can help maintain good state of employee turnover. To keep it stable, the
HR manager needs to learn the best retention tips for business.

Data and compliance

Functional and organisational objectives also include managing company/

employee data and managing compliances. Managing payroll compliances and
 keeping the company out of any penalties or fine is huge challenge for HR people
and managers.

Even a small error or miscalculation can owe you huge penalties and even may
lose respect. When committing to tasks like employment and payroll, you need to
be careful about laws and regulations. Objective here is to keep any unwanted
claims at bay for smooth functioning.

Automated software like HRMS system can help you keep errors at side and
leave no window for owing any penalty from IRS. It is the responsibility of HR
to follow IRS guidelines and standards for effective employment at company.
Stay assured with all the legalities.

What are the main objectives of HRM?

Objectives of human resource are broadly classified into 4 areas:

 Societal objectives
 Functional objectives
 Organizational objectives
 Personal objectives

How to make Human resource management easy?

Effective HR management includes anticipating future HR needs, managing

resources, employee managing, talent hiring, HR data, fool proof payroll, FnF
settlement, etc. To commit an HR duty, an online HR software can be very
helpful.

Right HR management strategies and HRMS software can together make the
crucial workforce management easier and accurate. An HR software with
integrated modules like recruitment management solution, timesheet
management, attendance management, etc. makes HR management a piece of
cake for people.

Irrespective of vertical and business needs, HR solution is useful and available in

two basic versions i.e. on-premise and cloud based providing the much needed
flexibility and power to organisation.
How to make Human resource management easy?

Effective HR management includes anticipating future HR needs,

managing resources, employee managing, talent hiring, HR data, fool
proof payroll, FnF settlement, etc. To commit an HR duty, an online HR
software can be very helpful.

Right HR management strategies and HRMS software can together

make the crucial workforce management easier and accurate. An HR
software with integrated modules like recruitment management solution,
timesheet management, attendance management, etc. makes HR
management a piece of cake for people.

Irrespective of vertical and business needs, HR solution is useful and

available in two basic versions i.e. on-premise and cloud based
providing the much needed flexibility and power to organisation.

How HRMS system help you achieve objectives of human resource?

An HRMS system is a new-age employee experience software and

payroll system. It eliminates the maximum part of paper work and
human intervention, which then drops the chances of human error in
calculations.

The HRMS helps you streamline HR activities, which include important

tasks in order to achieve the objectives.

Auto-generation of reports and reminders make processes easier and

accurate. The chances of failing with an HRMS tool is minimal. Data
access, time consumption, and a better work environment are some
major benefits of the right HR management.

Curating and working upon a set of HR objectives can help you get the
cutting edge of survival in the industry. With the changing conditions
and requirements of people, staying up-to-date with trends and HR
strategies can be a better decision.
THERE IS 5 MAJOR LIMITATIONS OF HUMAN
RESOURCE MANAGEMENT:
1. Recent origin:
HRM is recent origin. So it lacks universally approved academic
base. Different people try to define the term differently. Some
thinkers consider it as a new name to personnel management.
Some enterprises have named their traditional personnel
management department as human resource management
department.

Such superficial actions may not bear much fruit. What is actually
required is a fundamental change in attitudes, approaches and the
very management philosophy. Without such a change, particularly at
the top management level, renaming of personnel department or
redisgnating the personnel officer may not serve the purpose. With
the passage of time an acceptable approach will be developed.

2. Lack of Support of Top Management:

HRM should have the support of top level management. The change
in attitude at the top can bring good results while implementing
HRM. Owing to passive attitude at the top, this work is handled by
personnel management people. Unless there is a change in approach
and attitude of top management nothing remarkable will happen.

3. Improper Actualisation:
HRM should be implemented by assessing the training and
development requirements of employees. The aspirations and
needs of people should be taken into account while making
human resource policies. HRM is actuated half-heartedly. The
organising of some training programmes is considered as the
implementation of
 HRM. With this, management’s productivity and profitability
approach remains undisturbed in many organisations.

4. Inadequate Development Programmes: HRM needs

implementation of programmes such as career planning, on the job
training, development programmes, MBO, counselling etc. There is a
need to create an atmosphere of learning in the organisation. In
reality HRM programmes are confined to class room lectures and
expected results are not coming out of this approach.

5. Inadequate Information:
Some enterprises do not have requisite information about their
employees. In the absence of adequate information and data base,
this system cannot be properly implemented. So there is a need to
collect, store and retrieval of information before implementing
human resource management.

In many organisations, even the professionals misunderstand HRM

as synonymous with HRD. Some class room training programmes are
generally arranged, which are called HRD programmes. These
programmes are understood as human resources management.
Such casual class room programmes are not the actual HRM
programmes.

Even a well planned and executed HRD programme is not HRM. HRD
is only a part of HRM which is an integrated approach to
management. Undoubtedly, human resource management suffers
from such limitations. But the impact it has made on the managerial
effectiveness has been spectacular wherever it was introduced.
Actually speaking a real need exists in every Indian organisation for an
HRM approach.
Nature of HRM
HRM is a management function that helps manager’s to recruit, select, train and
develop members for an
organization. HRM is concerned with people’s dimension in organizations.
The following constitute the core of HRM
1. HRM Involves the Application of Management Functions and Principles.
The functions
and principles are applied to acquiring, developing, maintaining and providing
remuneration to
employees in organization.
2. Decision Relating to Employees must be Integrated. Decisions on different
aspects of
employees must be consistent with other human resource (HR) decisions.
3. Decisions Made Influence the Effectiveness of an Organization. Effectiveness
of an
organization will result in betterment of services to customers in the form of
high quality products
supplied at reasonable costs.
4. HRM Functions are not Confined to Business Establishments Only but
applicable to non-
business organizations such as education, health care, recreation and like.
HRM refers to a set of programmes, functions and activities designed and
carried out in order to maximize
both employee as well as organizational effectiveness
Role of HRM
The role of HRM is to plan, develop and administer policies and programs
designed to make optimum use
of an organizations human resources. It is that part of management which is
concerned with the people at
work and with their relationship within enterprises. Its objectives are: (a)
effective utilization of human
resources, (b) desirable working relationships among all members of the
organizations, and (c) maximum
individual development. Human resources function as primarily administrative
and professional. HR staff
focused on administering benefits and other payroll and operational functions
and didn’t think of themselves
as playing a part in the firm’s overall strategy.
HR professionals have an all encompassing role. They are required to have a
thorough knowledge of the
organization and its intricacies and complexities. The ultimate goal of every HR
person should be to
develop a linkage between the employee and organization because employee’s
commitment to the
organization is crucial.

The first and foremost role of HR personnel is to impart continuous education to

the employees about the
changes and challenges facing the country in general and their organization in
particular. The employees
should know about the balance sheet of the company, sales progress, and
diversification of plans, share
price movements, turnover and other details about the company. The HR
professionals should impart
such knowledge to all employees through small booklets, video films and
lectures.
 The primary responsibilities of Human Resource managers are:
 To develop a thorough knowledge of corporate culture, plans and policies.
 To act as an internal change agent and consultant
 To initiate change and act as an expert and facilitator
 To actively involve in company’s strategy formulation
 To keep communication line open between the HRD function and
individuals and groups both
 within and outside the organization\
 To identify and evolve HRD strategies in consonance with overall
business strategy.
 To facilitate the development of various organizational teams and
their working relationship with
 other teams and individuals.
 To try and relate people and work so that the organization objectives are
achieved efficiently and
 effectively.
 To diagnose problems and determine appropriate solution particularly in
the human resource
 areas.
 To provide co-ordination and support services for the delivery of HRD
programmes and services
 To evaluate the impact of an HRD intervention or to conduct research
so as to identify, develop or
 test how HRD In general has improved individual and
organizational performance.

Different management gurus have deliberated different roles for the HR

manager based on the major
responsibilities that they full fill in the organization. Few of the commonly
accepted models are enumerated
below.
Pat Mc Lagan has suggested nine roles that are played by HR practitioners
1. To bring the issues and trends concerning an organization’s external and
internal people to the
attention of strategic decision makers and to recommend long term strategies
to support
organizational excellence and endurance.
2. To design and prepare HR systems and actions for implementation so that
they can produce
maximum impact on organizational performance and development.
3. To facilitate the development and implementation of strategies for
transforming one’s own
organization by pursuing values and visions.
4. To create a positive relationship with the customer’s by providing them with
the best services; to
utilize the resources to the maximum and to create commitment among the
people who help the
organization to meet the customers needs whether directly connected or
indirectly connected to
the organization.
5. To identify the learning needs hence to design and develop
structured learning programmes and
materials to help accelerate learning for individuals and groups.
6. To enable the individuals and groups to work in new situations and to expend
\and change their
views so that people in power move from authoritarian to participative models
of leadership.
7. To help employees to assess their competencies, values and goals so that
they can identify, plan
and implement development plans.
8. He also assists the individual employee to add values in the workplace and
to focus on the
interventions and interpersonal skills for helping people change and sustain
change.
9. He assesses the HRD practices and programmes and their impact and to
communicate results so
that the organization and its people accelerate their change and development.
According to Dave Ulrich HR play’s four key roles.
1. Strategic Partner Role-turning strategy into results by building organizations
that create value;
2. Change Agent Role- making change happen, and in particular, help it
happen fast
3. Employees Champion Role—managing the talent or the intellectual
capital within a firm
4. Administrative Role—trying to get things to happen better, faster and
cheaper.
The role HR in organizations has undergone an extensive change and many
organizations have gradually
oriented themselves from the traditional personnel management to a human
resources management approach.
The basic approach of HRM is to perceive the organization as a whole. Its
emphasis is not only on
production and productivity but also on the quality of life. It seeks to achieve
the paramount development
of human resources and the utmost possible socio-economic development.
Current Classification of HR roles
According to R.L Mathis and J. H. Jackson (2010) several roles can be fulfilled by
HR management. The
nature and extent of these roles depend on both what upper management
wants HR management to do
and what competencies the HR staff have demonstrated. Three roles are
typically identified for HR.
1. Administrative Role of HR
The administrative role of HR management has been heavily oriented to
administration and recordkeeping
including essential legal paperwork and policy implementation. Major changes
have happened in the
administrative role of HR during the recent years. Two major shifts driving the
transformation of the
administrative role are: Greater use of technology and Outsourcing.
Technology has been widely used to improve the administrative efficiency of HR
and the responsiveness
of HR to employees and managers, more HR functions are becoming available
electronically or are being
done on the Internet using Web-based technology. Technology is being used in
most HR activities, from
employment applications and employee benefits enrollments to e-learning
using Internet-based resources
Increasingly, many HR administrative functions are being outsourced to
vendors. This outsourcing of HR
administrative activities has grown dramatically in HR areas such as employee
assistance (counseling),
retirement planning, benefits administration, payroll services, and
outplacement services.
2. Operational and Employee Advocate Role for HR
HR managers manage most HR activities in line with the strategies and
operations that have been identified
by management and serves as employee “champion” for employee issues and
concerns.
HR often has been viewed as the “employee advocate” in organizations. They
act as the voice for employee
concerns, and spend considerable time on HR “crisis management,” dealing
with employee problems that
are both work-related and not work-related. Employee advocacy helps to
ensure fair and equitable
treatment for employees regardless of personal background or circumstances.
Sometimes the HR’s advocate role may create conflict with operating managers.
However, without the
HR advocate role, employers could face even more lawsuits and regulatory
complaints than they do now.
The operational role requires HR professionals to cooperate with various
departmental and operating
managers and supervisors in order to identify and implement needed programs
and policies in the
organization. Operational activities are tactical in nature. Compliance with equal
employment opportunity
and other laws is ensured, employment applications are processed, current
openings are filled through
interviews, supervisors are trained, safety problems are resolved, and wage and
benefit questions are
answered. For carrying out these activities HR manager matches HR activities
with the strategies of the
organization.
3. Strategic Role for HR
The administrative role traditionally has been the dominant role for HR.
However, as Figure 1.4 indicates
that a broader transformation in HR is needed so that significantly less HR time
and fewer HR staffs are
used just for clerical work.
Differences between the operational and strategic roles exist in a number of HR
areas. The strategic HR
role means that HR professionals are proactive in addressing business realities
and focusing on future
business needs, such as strategic planning, compensation strategies, the
performance of HR, and measuring
its results. However, in some organizations, HR often does not play a key role in
formulating the strategies
for the organization as a whole; instead it merely carries them out through HR
activities.
Many executives, managers, and HR professionals are increasingly seeing the
need for HR management
to become a greater strategic contributor to the “business” success of
organizations. HR should be
responsible for knowing what the true cost of human capital is for an employer.
For example, it may cost
two times key employees’ annual salaries to replace them if they leave.
Turnover can be controlled though
HR activities, and if it is successful in saving the company money with good
retention and talent management
strategies, those may be important contributions to the bottom line of
organizational performance.
The role of HR as a strategic business partner is often described as “having a
seat at the table,” and
contributing to the strategic directions and success of the organization. That
means HR is involved in
devising strategy in addition to implementing strategy. Part of HR’s contribution
is to have financial
expertise and to produce financial results, not just to boost employee morale or
administrative efficiencies.
Therefore, a significant concern for chief financial officers (CFOs) is whether HR
executives are equipped
to help them to plan and meet financial requirements.
 However, even though this strategic role of HR is recognized,
many organizations still need to make
 significant progress toward fulfilling it. Some examples of areas
where strategic contributions can be made
 by HR are:
 Evaluating mergers and acquisitions for organizational “compatibility,”
structural changes, and
 staffing needs
 Conducting workforce planning to anticipate the retirement of employees
at all levels and identify
 workforce expansion in organizational strategic plans
 Leading site selection efforts for new facilities or transferring operations to
international outsourcing
 locations based on workforce needs
 Instituting HR management systems to reduce administrative time,
equipment, and staff by using
 HR technology
 Working with executives to develop a revised sales
 compensation and incentives plan as new products
 It is the era when for the competitive triumph of the organization there is
a need to involve HRM significantly
 in an integrated manner, which demands such capabilities from the HR
specialists.
 The role of HR shifted from a facilitator to a functional peer with
competencies in other functions, and is
 acknowledged as an equal partner by others. The HR is motivated
to contribute to organizational objectives
 of profitability and customer satisfaction, and is seen as a vehicle for
realization of quality development.
 The department has a responsibility for monitoring employee satisfaction,
since it is seen as substitute to
 customer satisfaction.
 According to McKinsey’s 7-S framework model HR plays the role of
a catalyst for the organization.
 According to this framework, effective organizational change is a complex
relationship between seven
 S’s. HRM is a total matching process between the three Hard S’s (Strategy,
Structure and Systems) and
 the four Soft S’s (Style, Staff, Skills and Super-ordinate Goals). Clearly, all
the S’s have to complement
 each other and have to be aligned towards a single corporate vision
for the organization to be effective. It
 has to be realized that most of the S’s are determined directly or indirectly
by the way Human Resources
 are managed, and therefore, HRM must be a part of the total
business strategy.
 HRM in the New Millennium
Human Resources have never been more indispensable than today. The
competitive forces that we face
today will continue to face in the future demanding organizational
excellence. In order to achieve this
extended quality, organization’s need to focus on learning, quality
development, teamwork, and
reengineering. These factors are driven by the way organizations
implement things and how employees are
treated.
1. HR Can Help in Dispensing Organizational Excellence: To achieve this
paradigm shift in the
organization excellence there is a need for organizations to reform the
way in which work is carried out by
the Human Resource department. By designing an entirely new role and
agenda that results in enriching
the organization’s value to customers, investors and employees, HR can
help in delivering organizational
excellence. This can be carried out by helping line managers and senior
mangers in moving planning from
the conference room to the market place and by becoming an expert in
the way work is organized and
executed.
HR should be a representative of the employees and should help the
organization in improving its capacityfor change. HR will help the
organizations in facing the competitive challenges such as globalization,
profitability through growth, technology, intellectual capital, and other
competitive challenges that the companies are facing while adjusting to
uncontrollably challenging changes in business environment. The
novel role of HR is to rapidly turn strategy into action; to manage
processes intelligently and efficiently; to
maximize employee contribution and commitment and to construct
favorable conditions for flawless change.
2. Human Resource Should be a Strategy Partner: HR should also become
a partner in strategy
executions by propelling and directing serious discussions of how the
company should be organized to
carry out its strategy.
Creating the conditions for this discussion involves four steps. First HR
need to define an organizational
architecture by identifying the company’s way of doing business. Second,
HR must be held responsible
for conducting an organizational audit. Third, HR as a strategic partner
needs to identify methods for
restoring the parts of the organizational architecture that need it. Fourth
and finally, HR must take stock of
its own work and set clear priorities. In their new role as administrative
experts they will need to shed their
traditional image and still make sure all routine work for the company is
done well.
3. HR Accountability Should be Fixed to Ensure Employee Commitment:
HR must be held
accountable for ensuring that employees feel committed to the
organization and contribute fully. They must
take responsibility for orienting and training line management about the
importance of high employee
morale and how to achieve it. The new HR should be the voice of
employees in management discussions.
The new role for HR might also involve suggesting that more teams be
used on some projects or that
employees be given more control over their own work schedules.
4. The New HR Must Become a Change Agent: The new HR must become
a change agent, which
is building the organization’s capacity to embrace and capitalize on
change. Even though they are not
primarily responsible for executing change it is the duty of the HR manager
to make sure that the organization
carries out the changes framed for implementation.
5. Improving the Quality of HR: The most important thing that managers
can do to drive the new
mandate for HR is to improve the quality of the HR staff itself. Senior
executives must get beyond the
stereotypes of HR professionals as incompetent support staff and unleash
HR’s full potential
6. Change in Employment Practices: The balance sheet of an organization
shows human resource as
an expense and not as a Capital. In the information age, it is perceived that
the machines can do the work
more efficiently than most people however; technology to work is
dependent on people.
The challenges for Employment Practice in the New Millennium will
require that there should be strategic
involvement of the people and labour-management partnerships as they
both have to take organization
ahead.
7. Benchmarking Tool Must be Mastered by HR Professionals: HR
professionals must master
benchmarking, which is a tool for continuous improvement- directing the
human side associated with the
strategic path adopted by the organization. Through this, HR department
will start appreciating the changes
happening within and outside the environment while expanding the
knowledge about how to add value to
decision making at the highest level of the organization.
8. Aligning Human Resources to Better Meet Strategic Objectives: Too
often organizations craft
their strategy in a vacuum. Some organizations don’t even include key
people during strategy formulation
resulting in lacunae between the actual problems and the solutions
implemented- as critical inputs are not
sought from those individuals who are supposed to implement the new
strategies.
A past CEO of Sony once said that organizations have access to the same
technology and the same
information. The difference between any two organizations is the
“people”- the human resource. Empowering
the workforce is an essential tool for aligning human resources with the
achievement of corporate objectives.
It is the duty of HR manager to hire talented human resource and to
provide them with a positive environment
where they will be able to utilize their skills and potentials and to create
an environment in which these
individuals are comfortable taking risks.
9. Promote From Within and Invest in Employees: Promoting employees
from within sends a powerful
message that the organization’s employees are valued. New blood and
fresh ideas often come from
newcomers to the organization. To avoid stagnation of the firm, new ideas
and approaches are critical. Yet
to improve employee morale, promoting individuals from within the
organization is essential. This
communicates that the organization values their employees and invests in
their human resources.
10. Review the Recruitment and Selection Process: A key element of
human resource planning is
ensuring that the supply of appropriate employees (with the right skill
mix) is on board when needed. This
requires a proactive approach whereby the organization anticipates its
needs well in advance. It is important
to identify the competencies being sought. That is, the criteria upon which
selection decisions are to be
made should be decided in advance. A firm must identify those skill sets
required by employees to be
successful. Charles O’Reilly suggests that companies should hire for
attitude (perhaps even more so than
technical skills). That is, the fit of the individual with the values of the
organization and the culture of the firm
should also be considered when selecting employees. This has been
referred to as the person-organization-
fit. It is no longer enough to simply consider the person’s fit (and technical
skill set) with the job. Part of the
employee’s fit with the organization should focus on the core values and
beliefs of the organization. This
will increase employees’ contributions to the overall success of the
organization if they already embrace
the core values of the organization prior to their selection
11. Communicate Mission and Vision: If employees are expected to
contribute to the attainment of the
organization’s strategic objectives, they must understand what their role
is. This can be achieved in part by
clearly communicating the mission and vision statements of the firm. The
old adage is certainly true. If a
person does not know where he or she is going, any road will get him or
her there.
The mission communicates the identity and purpose of the organization. It
provides a statement of who the
firm is and what their business is. Only those employees who understand
this purpose can contribute to the
fullest extent possible. The vision statement provides a picture of the
future state of the firm. It should be
a stretch to attain. This keeps all the organization’s employees pulling in
the same direction with a common
end point. It is much easier to align human resources with corporate
objectives when these employees are
familiar with the mission and vision of the firm.
As the mission and vision statements are articulated, organizational
members begin to more closely embrace
their very meaning on an individual level. These statements provide a road
map leading employees down
the road to achieve organizational objectives. Employees then identify
how they can contribute their unique
talents toward the attainment of these goals.
12. Use Teams to Achieve Synergy: Synergy can be concisely defined as
“two plus two equals five”.
In other words, the whole is greater than the sum of the parts. So much
more can be achieved as people
work together. Through the effective use of teams, organizations can
often achieve synergy. Team goals,
however, must be aligned with the organization’s strategic objectives.
Aligning team objectives with overall
corporate objectives ensures that people are working toward the same
goal.
LITERATURE REVIEW:

The amount of research regarding the topic project management is

literally not new. A project is a finite endeavor (having specific start and
completion dates) undertaken to create a unique product or service which
brings about beneficial change or added value. This finite characteristic of
projects stands in sharp contrast to processes, or operations, which are
permanent or semipermanent functional work to repetitively produce the
same product or service. In practice, the management of these two
systems is often found to be quite different, and as such requires the
development of distinct technical skills and the adoption of separate
management.
 According to James and Albert, 1994, a project can be defined as an
item of work that required planning, organizing and dedicating
resources and expenditure funds, in order to produce a concept, a
product or a plant.  On the other hand, Dhillon (2002) define
project as a plan of work or assignment, which is also referred as a
task or a job. Harold (2003) also defined project as any series of
activities and task that have a specific objective to be completed
within certain specification, have defined start and end dates, have
funding limits, consume human and non-human resources and are
multifunctional.  Dhillon, (2002) defines project management as
the art of directing and coordinating material and human resource by
throughout the project life span by utilizing various management
methods and techniques to achieve effectively predetermined goal
of scope, quality, time, and cost and participation satisfaction.
Project Management also defined as the systematic application of
management and construction expertise-through planning, design
and construction processes-for the purpose of controlling the time,
cost and quality of design and construction. Although the success of
a project is influenced by a variety of factors, in practically all cases,
successful project management will improved project quality while
helping to maintain project budget and scope.
  How HR analytics helps Human Resource Management
Like marketing analytics has revolutionized the field of marketing, HR analytics is
changing HR. It enables HR to:

Make better decisions using data

Create a business case for HR interventions
Test the effectiveness of these interventions
Move from an operational partner to a tactical, or even strategic partner
Today, the majority of HR departments focus on reporting employee data. This
doesn’t suffice in today’s data-driven economy.
Just keeping records is often insufficient to add strategic value. In the words of
Carly Fiorina: “The goal is to turn data into information and information into
insight”. This also applies to HR.

Doing this enables HR to become more involved in decision-making on a

strategic level. The picture below shows how this works in practice.
A few examples of People Analytics
To get started with people analytics, you need to combine data from different
HR systems. Say you want to measure the impact of employee engagement on
financial performance. To measure this relationship, you need to combine your
annual engagement survey with your performance data. This way you can
calculate the impact of engagement on the financial performance of different
stores and departments.

Key HR areas will change based on the insights gained from HR analytics.
Functions like recruitment, performance management, and learning &
development will change.

Imagine that you can calculate the business impact of your learning and
development budget! Or imagine that you can predict which new hires will
become your highest performers in two years. Or that you can predict which
new hires will leave your company in the first year. Having this information will
change your hiring & selection procedures and decisions.

If you want to read more about how data can change hiring practices, check out
Laszlo Bock’s book ‘Work Rules’. Laszlo Bock was the senior VP of People
Operations at Google. In his book, he describes how hiring practices changed at
Google after they started to analyze their recruitment data.
Career in Human Resource Management
For the smooth functioning and operations of an organization, it is vital to
establish HR department. From salary to employee rules and regulations to the
compensations and leaves policy, all the aspects that create an atmosphere of
discipline in the organization are taken care of by the HR department. Whether
it is small scale industry or a multinational, human resource acts as a backbone
to keep the organization upright 24*7. The course will enable you to become an
integral part of the organization that works towards the welfare of employee to
enhance the profitability of the organization.
Since mid 1980’s Human Resource Management (HRM) has gained
acceptance in both academic and commercial circle. HRM is a
multidisciplinary organizational function that draws theories and
ideas from various fields such as management, psychology, sociology
and economics. There is no best way to manage people and no
manager has formulated how people can be managed effectively,
because people are complex beings with complex needs. Effective
HRM depends very much on the causes and conditions that an
organizational setting would provide. Any Organization has three
basic components, People, Purpose, and Structure.
Courses in HRM:
HR courses can be pursued from a very early stage in career. You can apply for
the HR course by getting registered for a diploma course and can further your
education until doctoral degree. This booming field has opened gates for plenty
opportunities in the corporate sector and other industries as well. Let us take a
look at various courses that you can pursue in the domain of Human Resource
Management

Diploma courses
A diploma course can be pursued immediately after completion of 10+2 grade.
The typical duration of diploma course is 1 year to 1.5 years.
Undergraduate courses
Undergraduate course in HRM is titled as B.B.A in HR or B.A. in HRM. Generally
the duration of an undergraduate course remains 3 years.

Postgraduate courses
After completion of postgraduate course, you will be awarded the degree of
M.A./M.B.A./P.G.D.M in Human Resource Management. Generally a
postgraduate course is conducted for the duration of 2 years.

Doctoral courses
A doctoral degree enables you to earn the title of Dr. in front of your name. The
doctoral program is known as Ph.D. i.e. Doctorate of Philosophy in Human
Resource Management. The duration of doctoral course is 3-4 years or
depending upon the thesis submission guidelines.
Research & Methodology of the Project:
I have followed internet websites, some PDF project from google to
deep study of Human resource management.
I have get information from following websites:
https://Diva.portal.org.
https://reasearchgate.com
https://eduprojecttopics>com
https://softwareresearch.net.com
https://media.empj.org
https://www.opentextbooks.org
https://brauss.in
https://studymaterial/unipune.ac.in
www.ibef.org
SUGGESTIONS
 The HR managers must be familiar with the new
trends and techniques so as to their job in a better
way.
 In case the company or the HR manager recruits
people on the basis of caste or any religion than this
policy must be abolished. Steps must hence be
taken for abolishing them.
 The HR manager must have a better understanding in
the sense that the workers must feel free to tell or
ask him in case of any problem.
 Attrition is the gradual reduction in workforce bt
employees and not being replaced. This challenge
may be reduced by giving proper training to the
workers.
 Increased workload is a great challenge and it must
be reduced to a great extent. Hence work pressure
must be minimized.
 Increased work load has lead to recruitment of new
employees. Hence recruitment costs must be
provided so as to increase productivity.
 The HR manager must take steps so as to avoid
employees leaving their jobs. Job satisfaction plays
an important role here.
 The HR manager must avoid or reduce using business
jargons with workers.
 Sabotage is the treat against damages. It can be
reduced bybtaking an insurance policy,Insurance
policy helps to compensate the losses or otherwise
minimize them.
 New technologies are coming into effect day by day.
Hence they must be adopted as and when required.
 Conclusion
It is important for both human resource managers and project
managers to adopt specific HRM practices and processes when working
in project-oriented organizations due to the effect these procedures
have on employee perception of the work environment and the
employment relationship. Hence an organization should focus on
improving or strengthening the Project management methodology
which is an invaluable tool that facilitates collaboration and ensures
quality outcomes.
HUMAN RESOURCE MANAGEMENT is key technique pf managing the
behaviours of organization employees, their training and development
to enhance their skills and make them able to compete in new market
trends and dynamic business environment,
With the use of HR professional skills an organization can boost its
business and can make itself able to sustain in current markets and
also to enter in new markets to be able to increase its business and
comoete with global innovative markets. Also Human Resource
management helpsthe organization to build a better competitive
structure which enables it to make and implemement its strategies to
have best possible benefits.
HUMAN RESOURCE MANAGEMENTenables organization to measure its
assets costs and performances of each individual and as well
performance of teams. HRM uses its techniques tontrain and develop
employee performances to make them able to attain organization
goals and objective abd to improve their performance to achieve
future trend and sustain in dynamic business environment.
HUMAN RESOURCE MANAGEMENT scorecard measures the
performance of HR professionals and their techniques that how much
they contribute in strategy development of the organization and how
much they contribute in strategy development of the organization and
how they can improve their strategies.
 The management of men is a challenging task because of
the dynamic nature of the people.
 To overcome the challenges, the HR managers must be
familiar with new trends and techniques.
 Managers must have ready to adopt any challenges
because any time anything can be done.