Human Resource Management (KMBN 202)

UNIT I

Human Resource Management is concerned with competing for the competing on human
resources to achieve competitive advantage:

• Competing for human resources recruiting and employing right personnel

• Competing on human resources involves developing, retaining and integrating
personnel

HRM is the process of bringing people and organization together so that the goals of each are
met.

“Human Resource Management may be defined as the art of procuring, developing and
maintaining competent workforce to achieve the goal of organization in an effective and efficient
manner.”

Nature of Human Resource Management:-

1. Pervasive Force – HRM is pervasive in nature. It is present in all enterprises and at all
levels of management.

2. Action Oriented – HRM focuses attention on action rather than an record keeping ,
written procedures or rules. The problems of employees are solved through rational
policies.

3. Individually Oriented – It tries to develop the employee’s potential. It motivates the

people trough a systematic process of recruitment, selection, training and development &
faire wage policy.

4. People Oriented – HRM deals with people at individual and group level. It tries to put
the people an assigned job in order to produce good results.

5. Development Oriented – Develop the full potentials of employees. Training is offered to

sharpen and improve their skills. Employees are rotated on various jobs so that they gain
experience & exposure.

6. Integrating Mechanism – HRM tries to build and maintain cordial relations between
people working at various levels in the organization.

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7. Auxiliary Function – HR department exist to assist and advice the line or operating
managers to do their personnel work more effectively. An HR manager is the specilise
advisor i.e it is a staff function.

8. Inter- Disciplinary Function – HRM is a multi- disciplinary activity, utilizing

knowledge and inputs drawn from psychology, sociology, anthropology, economics etc.

9. Continuous Function – HRM is not a one short deal. It cannot be practiced only one
hour each day or one day a week. It requires constant alertness and awareness of human
relation and their importance in every day operations.

Objectives of HRM-

1. To help the organization reach its goals

2. To employ skills and abilities of the workforce efficiently

3. To provide the organization with well trained and well motivated employees

4. To increase the employee’s job satisfaction

5. To develop and maintain quality of work life

6. To communicate HR policies to all employees.

7. To be ethically & socially responsible to the needs of society.

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Function of HRM

Managerial Function Operative Function

• Planning- To decide short term and long term plans Procurement- Job Analysis,
& organization Objectives. HRP, Recruitment
Selection, placement

• Organising- Develop the organization structure to Development-training,

suit the needs of the plan. Development, career
planning & HRD

• Directing- guide and motivate employees to work Motivation & compensation-

for organizational Objectives. Job design, work scheduling
Motivation, job evaluation
Performance appraisal,

• Coordinating- HR department coordinate the task Maintenance- Health &

of developing, interpretating & safety, employee welfare
reviewing personnel policies & social security measure
programme related to employees.
• Controlling- Verifying planned and actual performance Integration Function-
& take corrective action. Grievance redress, discipline
Employee participation in
Management, industrial
relations

1. Managerial function-
a. Planning- It is the bridge between where we are and where we want to go. This deal
with the determination of the future course of action to achieve desired results.
b. Organizing- this function is primarily concerned with proper grouping of personnel
activities , assigning of different groups of activities to different individuals and
delegation of authority.
c. Directing- this involves supervising and guiding the personnel. To execution the plan
, direction is essential because for without direction there is no destination.
d. Coordinating- organizational objectives will be achieved only if group activities in
the enterprise are coordinated effectively. Coordination of personnel is required at all
level of management.

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e. Controlling- it comprises measuring the employee’s performance, correcting

negative deviation and assuring an efficient achievement of plans.
2. Operative function- related to specific activities of HRM.
a. Procurement- it is concerned with procuring and employing people who possess
necessary skills, knowledge and aptitude. There are the following procurement
function:
(i) Job- Analysis- collecting information related to job.
Job analysis

Job- description Job- specification

Qualities of job for ex- responsibilities Qualities of job-holder

Task, duties equipments, job codes etc for ex- Qualification, skills

Experience etc.

b. Human resource planning- Making the decision regarding the acquisition &
utilization of human resource.
c. Recruitment- searching for prospective employee.
d. Selection- selecting the fit candidate for the particular job.
e. Placement- matching the employee’s qualifications, skills, experience &interest for
following job offer.
f. Induction- introduces the new employee with the organization’s environment.

b. Development- it is the process of improving, molding, changing and developing knowledge,

skills creative ability, aptitude based on present and future requirements both at individual
&group level. This includes:

i. Training- enhancing the existing knowledge, skills and attitude related to job.

ii. Executive development- Developing managerial skills and prepares for future job.

iii. Career planning- it is the process of enhancing an employee’s future value.

iv. Human Resource Development- developing total organization . it is integrated use of

training, organization development ,and career development to individual , group and
organizational effectiveness.

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C. Compensation- It is the process which inspires people to give their best to the organization
through the use of intrinsic (achievement, recognition, responsibility) and extrinsic (job design,
work scheduling) rewards. It includes:

i. job design- organizing task and responsibilities towards having a productive unit of work.

ii. Work scheduling- organization must rely the importance of scheduling of work i.e flex work
hour, work sharing, home work assignment.

iii. Motivation- encouraging and inspiring human resource to get the desired objectives or action.

iv. Job evaluation- identifies the relative value of job.

v. Performance appraisal- appraises the performance of the employee related to employee’s job.

vi. compensation- Money and other benefits received by employee in exchange of work
performed.

Vii. Incentives & benefit- Additional to a basic wage structure.

d. Maintenance- protecting and preserving the physical and psychological health of employee
through various welfare measures. It includes:

i. Health & safety- Working condition and human factors

ii. Employee welfare- services and facilities like education, hospital, housing transportation etc.

iii. Social security measures- different kinds of benefits like sickness benefits, maternity benefits
etc.

e. Integration Function- this tries to integrate the goals of an organization with employee
aspirations through various employee oriented programmes. It includes:

i. grievance handling- prompt redressel of any dissatisfaction from the employment or job.

ii. discipline- observes the rules, regulations & procedures.

iii. Collective bargaining- process of consultation & exchange of information between employees
& employer that is reach on mutually acceptable agreement to all parties.

iv. Employee participation in management- sharing the decision that is a formal method of
providing an opportunity for every member of organization to contribute his brain as well as his
physical effort to increase the effectiveness.

v. industrial relation- relationship between employee, employer and government. Organization

should maintain harmonious relation between labour & management to achieve industrial growth
and higher productivity.

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IMPORTANCE OF HRM-

HRM helps an organization and its people to realize their respective goals.
1. At Enterprise level-
• Good human resource practices can help in attracting and retaining the best people in
organization.
• It help in training people for challenging roles, developing right attitudes towards the job
and the company, promoting team spirit among employees and developing loyalty and
commitment through appropriate reward schemes.
• HRM effectively secures the willing cooperation of employees through motivation,
grievance handling and so on.
2.At the individual level-
• It promotes team work and team spirit among employees.
• It offers excellent growth opportunities to people who have the potential to rise.
• Creating right attitudes among the employees through effective motivation.
3.At the society Level-
• Maintaining a balance between the jobs available and job seekers according to the
qualification and needs.
• Providing suitable and most productive employment
4.At the National Level-
• Effective use of human resources helps in exploitation of natural , physical and financial
resources in a better way.
• People with right skills, proper attitudes and appropriate values help the nation to get
ahead and compete with the best leading to better standard of living.

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HRM vs HRD
Human Resource Management (HRM) is a branch of management; that is concerned with
making best possible use of the enterprise’s human resources, by providing better working
conditions, to the employees. It involves those activities that arrange and coordinates the human
resources of an entity. Further, it aims at maintaining good relations at various levels of
management.
Human Resource Development (HRD) is a subset of HRM that keeps focusing on the growth
and development part of the organisation’s manpower.

Basis HRM HRD

Meaning Human Resource Management Human Resource
refers to the application of
Development means a
principles of management tocontinuous development
manage the people working in
function that intends to
the organization. improve the performance of
people working in the
organization.
What is it? Management function. Subset of Human Resource
Management.
Function Reactive Proactive
Objective To improve the performance To develop the skills,
of the employees. knowledge and competency of
employees.
Process Routine Ongoing
Dependency Independent It is a subsystem
Concerned with People only Development of the entire
organization.

Role of HR Manager

1. Design Workplace Policies: Such as:

• Standard operating procedures
• Anti-harassment and non-discrimination
• Paid leaves, sick leaves, and time-off benefits
• Meal and break periods
• Time tracking
• Employee attendance and punctuality
2. Monitor Performance: HR roles and responsibilities include examining employee
performance records to identify the scopes of improvement and arranging training workshops
to upskill them.
3. Maintaining Work Culture: It is the responsibility of HR manager to shape and maintain
organizational culture. It is essential to create a positive impression of the company from day
one, so the new employees know what to expect. It is also vital to have an open-door policy so

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that employees can communicate their problems freely. This helps improve employee job
satisfaction and retain talent.
4. Resolve Conflict: In every organization, employees come from diverse backgrounds. And
when people with opposite opinions meet, the chances of having a conflict rise
significantly. Whether the issue is between two employees or an employee and the
management, it’s the HR manager who has to intervene and resolve it. Besides, the HR
manager must listen to both parties without being biased or judgmental. They also need to go
to the root of the matter, which includes questioning other employees.
5. Ensure Health and Safety of Employee: Employees are the asset of the organization. Unless
they are safe and healthy, they won’t be able to give their best to the company. Thus, HR
managers need to ensure the health and safety of employees.
The roles of HR managers, in terms of health and safety of employees, include:

• Arranging an on-premise doctor for emergencies

• Arranging an on-premise ambulance
• Setting employee health benefits
• Setting up a sick room in the office for employees to rest, in case they are unwell
• Organizing fire safety training workshops
• Ensuring the food in the canteen (if you have) is hygienic

6. Rewards and Incentives: HR managers need to reward employees based on their

performance and other factors like punctuality. The biggest benefit of rewarding workers is
that it creates a desire for other employees to excel at their job in the hope of getting
incentives.
The type of rewards and incentives could be anything, such as holiday packages, a word of
appreciation and recognition, promotions, or bonuses.
7. Human Resource Planning & Job Analysis and Design: Human resource planning
requires assigning the right resources to the right project. And if the right person is not in the
organization, HR managers are responsible for designing the job analysis to hire them.
A job analysis includes:

• Job description
• Employee’s position in the organization
• Who the employee should report to
• Resources the employee will need to perform the job efficiently
• Individual data related to the post, such as technical skills, work experience, etc.
• Work schedule
• Salary and incentives
• Personal attributes, such as personality, values, and interests

In addition to this, the responsibilities of the HR manager include:

• Job rotation: Transferring employees from one task to another depending on the
requirement and their skills
• Job enlargement: Merging previously distributed (similar) tasks into one job
• Job enrichment: Adding more responsibility to an employee’s job
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• Creating high-performance working groups: Building teams to complete tasks that require
high levels of performance

8. Hiring Candidates: Finding and hiring the right talent is a very complex process.
Modern HR managers do more than just post job requirements in portals to fill open
positions. They develop strategic solutions to attract the right candidates to fulfill the
demands of the business.
An HR manager might also be responsible for a company’s employer brand reputation—or at
minimum, guiding the branding. From screening potential candidates on job portals
and social platforms like LinkedIn to interviewing them, HR managers have to follow an
organized approach for hiring the best suitable employee for the organization. Once an
applicant is selected, HR managers design offer letters documents, and onboarding
procedures.
9. Training and Development: Hiring the best candidates is just half the job. HR
managers need to train and upskill them to maximize their return on investment.
The type of training and development new employees requires depends on their experience.
For example, if they are freshers, managers might need to arrange for skill-development
training programs to ensure their work meets the industry standards.

Role of HR in Mergers and Acquisition

Merger: Merger refers to combining of two companies where one new company will continue to
exist. Merger is combining of two or more companies, generally by offering the stockholders of
one company securities in the acquiring company in exchange for the surrender of their stock. It
can also be defined as an arrangement whereby the assets of two or more companies become
vested in or under the control of one company.

Acquisition: Acquisition refers to buying of assets of one company from another company. An
action in which a company buys most, if not all, of the target company's ownership stakes in
order to assume control of the target firm. Acquisition is purchase by one company of controlling
interest in the share capital of an existing company.

Reasons for Mergers & Acquisition: Every merger and acquisition have its own unique reasons
based on the organization goals. Here is a few of them:

• Synergy
• Acquisition of technology, assets or talent
• Increasing capabilities & sharing expertise
• Increased market share
• Diversification of products and services

HR plays a vital role in

• Employees coping up with change and culture

• Organizational hierarchy structure,
• Maintaining the productivity by placing of right people at right place

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• Alignment of compensation, benefits and welfare schemes

• Job security
• Relocation
• Compliance of local labour laws
• Employee communication
• Taking care of personal records

Best practices to be followed by HR during and after merger & acquisition:

• Identify leaders from both the companies for effective implementation, transition and
communication of the same to employees.
• Train managers on the nature of change
• Explain new roles to the people
• Orientation programs on policies and procedures
• Orientation programs on performance management, compensation, benefits and welfare
schemes
• Identify the skills of people and mapping them appropriately
• Town halls & Team building activities

Role of HR due to technology Change: HR managers use technology to make their jobs easier
and make better judgments. There's an application for that these days. This is especially true
when it comes to managing employees in a company.

Technology is used in human resource management for following functions:

1. Employee Management
Employee management deals with helping employees in achieving their full potential.
Additionally, it also helps the company achieve its objectives. It's a comprehensive process that
encompasses all aspects of human resources. This includes recruitment, payroll management,
and talent management.

An automated employee management system improves all these processes. It allows companies
to have a more standardized, systematic, and formal evaluation process.
More specifically, it provides:

• Greater employee-manager accessibility;

• Improved training programs; and
• Effective performance reviews.

For example, membership management software helps simplify administrative tasks. This
includes handling dues payments and accounts receivable. Such tasks can be completed within
minutes with the right tools. By using such software, a company can meet its goals without
sacrificing employee satisfaction.

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HR technologies that boost management and improve efficiency, such as taking the hassle out of
payroll using a gross-up calculator, resulting in the overall success of the company. Regardless
of their size or industry, organizations are striving to improve organizational performance.
Managers should make sure that all departments are improving their procedures and controls.
They should also have their operations focused on enhancing the company's competitiveness. All
of these can happen with tools like association management software.

2. Employee Engagement
Employee engagement applications are increasingly being used in performance management.
These platforms and apps employ a range of strategies to keep employees engaged in their work.

Association management software includes features that increase employee engagement.

Applications with posting and commenting features allow businesses to share information. On
top of that, it also allows employees to express their thoughts about it.

3. Performance Management
Employers have also started to automate processes for monitoring employees' job performance.
Most performance management modules usually have interactive features. This allows for
employee feedback in a process known as continuous performance management.
Such performance management can significantly improve employee retention and productivity.

Businesses can start with technology-assisted appraisals. These appraisals keep track of
important information about employees. You can easily and quickly monitor their strengths and
weaknesses. Additionally, it also stores employees’ areas for improvement.

Individual performance management and skills data are used in workforce analytics. Based on
the appraisal results, applications use this data to create tailored learning programs for
employees. These assist employees in planning their career paths and developing their skill sets
effectively.

4. Training and Development

A lot of training nowadays is done digitally and tailored to individual needs. It enables HR teams
to keep track of progress and evaluate the effectiveness of established objectives. HR
departments use online training sessions and webinars for employee development. They're also
great for teams that are spread out across the country.

5. Recruitment
One of the most important functions of HR professionals is to hire people. Different
technological solutions help them in maintaining a seamless recruitment procedure. Today, the
majority of job positions are advertised online. Additionally, applications are processed through
a single platform.

This makes reviewing application forms easier and faster. Recruiters use resume screening
applications to remove submissions that aren't a good fit for the job.

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6. Employee Scheduling and Tracking

Simple things like overlapping leave requests can wreak havoc on a company's efficiency. The
right HR software ensures that professionals can monitor employee availability. It also helps
manage schedules properly. This enables the company to operate at maximum productivity
throughout the year.

7. Documentation
The HR department is tasked to ensure that employees have timely access to important
information. This increases transparency within the company and fosters a culture of trust. Both
of these are essential for employee productivity.

Additionally, HR technology makes use of a cloud-based system to store important employee

data. This ensures that the data is available throughout the day. Additionally, it makes sure that it
is safeguarded even in the case of a physical disaster.
Since all of the data is stored on cloud-based servers, paperwork is kept to a minimum. With a
few clicks, you can access documents, handbooks, and training manuals.
HR technology can be used to disseminate information in a timely and useful manner. Some
examples include Talent Management Software and AI-powered chatbots.

8. Integrated Management System

HR is now needed to collaborate with other departments inside the organization. They've
traditionally shared responsibilities with payroll. Today, they are required to share information
and resources with other departments. These include the legal department, executives, and team
leaders.

The best management systems make sharing easier. They ensure that all departments have the
information they require to complete their tasks. This type of technological integration is
important. It helps firms develop a corporate community, track employee behavior, and boost
engagement and productivity.

Strategic Human Resource Management:

Strategy means a comprehensive decision plan that sets critical direction for an organization and
guides the allocation of resources.

With long-term planning, capacity building, talent acquisition, organizational design, and
execution appraisal, strategic human resource management assists the HR department in
maximizing the potential of its workers.

Earlier strategic HR management used to be an administrative task. These days, HR managers

are essential to ensuring the company has the ideal employees who can boost productivity and
achieve goal fulfillment.

It implies that HR practitioners must comprehend its aims and purposes. How they might

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effectively assist the company in achieving those objectives and what steps employees may
take to accomplish that.

This post will give you a deeper understanding of how to define strategic human
resource management, its responsibilities, features, importance, etc. We will also be
discussing what strategic human resources management entails and how a well -thought-out
approach can benefit the company.

Strategic HRM
Strategic human resource management is the link between a company's workforce and its
plans, goals, and ambitions. Strategic human resource management has the following
objectives:

1. First, make your organization's structure meet its goals.

2. Boost operational efficiency.
3. Enhance originality, adaptability, and strategic edge.
HR must be a major strategic collaborator in formulating and executing corporate policies for
implicit human resource management to succeed.

Strategic
Human
Strategy HRM
Resource
Management

Strategic HR is part of examining how human capital might directly influence a team's
growth. To satisfy the demands of the long ambitions, Recruiters must take a strategic
approach to employee development and retention.

The goal of SHRM is to create policies and programs that align with the company’s business
strategy. The main difference between human resources and strategic human resources is that
human resources focus on the day-to-day management of employees, while strategic human
resources focus on how employees can achieve the company’s overall goals. This means that
SHRM must first understand the company’s business goals and then create programs and
policies that support those goals.

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Some common examples of SHRM programs and policies include:

• Performance management: Creating systems to track and improve employee performance

• Training and development: Identifying employees’ development needs and providing training
and resources to help them improve
• Compensation and benefits: Designing compensation and benefits programs that attract and
retain employees
• Employee relations: Managing employee relations to create a positive work environment
These are just a few examples of the types of programs and policies that can be part of SHRM.
The specific programs and policies will vary depending on the company’s goals and the needs of
its employees.

Role of HR in Strategic Management:

ROLE OF HRM IN STRATEGIC MANAGEMENT

The HR department is no more a function handling such mundane activities as employee hiring,
training and compensating. The HR manager is no more an individual who heads a department

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whose presence is felt when an accident occurs. He or she needs to play a more strategic role-
become a member of strategic management process. More firms are integrating HRM into
strategic management realising the role played by people in contributing to organisational
effectiveness. Organisational and human resource plans and strategies are getting inextricably
linked.

1. Role in Strategy Formulation

HRM is in a unique position to supply competitive intelligence that may be useful in strategy
formulation. Details regarding advanced incentive plans used by competitors, opinion survey
data from employees, elicit information about customer complaints, information about pending
legislation etc. can be provided by HRM. Unique HR capabilities serve as a driving force in
strategy formulation.

Strategy formulation is preceded by environmental scanning. Scanning helps identify threats and
opportunities prevailing in the external environment. HRM is of great help in locating
opportunities and threats.
A company may build its new strategy around a competitive advantage stemming from its human
resource. The well-known accounting and consulting firm, Arthur Anderson, developed unique
HR capabilities in training. The firm's Illinois training facility is so sophisticated that it provides
the firm with a competitive advantage enabling it to provide fast and uniform in-house training.
Some role of HR in strategic formulation are:
• Working with line management the HR professional identify the culture that is
demanded.
• Identification of key HR practices that is
➢ Flow of people
➢ Flow of performance management
➢ Flow of information
➢ Flow of work
2. Role in Strategy Implementation

HRM supplies the company with a competent and willing workforce for executing strategies. It
is important to remember that linking strategy and HRM effectively requires more than selection
from a series of practice choices. The challenge is to develop a configuration of HR practice
choices that help implement the organization’s strategy and enhance its competitiveness.
HRM supplies the company with a competent and willing workforce which is responsible for
executing strategies. Maruti Udyog and Hindustan Motors are manufacturing cars, essentially
using identical technology. The secret behind the meteoric rise of Maruti is its workforce.

Additionally, HR function can contribute to strategic plans and actions of the firm in the
following ways:

(A) Encouragement of proactive rather than Reactive Behaviour- Behaviour Being pro-
active means that the firm has a vision of where it wants to go 10 years hence, and has
human resources who help it reach there. Being reactive means confronting problems as

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they surface. By being reactive the firm tends to lose sight of the long-term direction. It is
people who can make the firm pro-active or allow it to simply rest on past laurels.
(B) Explicit Communication of Goals Generally, every firm shall have a goal and this must
be communicated to all the employees. Everyone should thinking communicating work
towards reaching the goal. BHEL had the objectives of becoming a leader in goals and
Improving its chosen area of heavy electricals. The goal has been spread down the line
and productivity and quality. according to the CEO, "It is clearly the zeal of people to
work, systematic planning and corporate strategising every five years that have made
BHEL stand taller." The role of HR manager in formulating goals and communicating it
to all is indeed crucial.
(C) Stimulation of Critical Thinking Managers often depend on their personal views and
experiences to solve problems and make decisions. The assumptions on which they make
decisions can lead to success if they are appropriate to the environment in which the firm
operates. However, serious problems can arise if the assumptions are no longer valid. The
strategic HRM process can help a firm critically examine its assumptions and determine
whether the decisions that follow from those assumptions need modification or need to be
held back. To strategise means to think critically. Analytical thinking helps an individual
question established practices, shed shibboleths, search for alternatives and arrive at right
courses of action. By being part of strategic management process, HR manager can
contribute to the critical thinking process of employees.
(D) Productivity as an HR Based Strategy The more productive an organisation, the better
is its competitive advantage. Perhaps none of the resources used for productivity in
organisations are as critical as human resources. Many of the HR functions contribute to
productivity. Pay, appraisal systems, training, selection and job design are HR activities
that directly contribute to productivity.
(E) Quality and Service are HR-based Strategies Besides productivity, other factors
which contribute to a firm's competitive advantage are quality and customer service.
Quality can come from people, and realising this firms are spending vast sum of money
on quality training. Since the early 1980s, firms have recognised the value of W. Edwards
Deming's theories as a way to HR to improve quality.
(F) Proficient Strategic Management depends heavily on competent personnel, better-than
adequate competent capabilities and effective internal organisation. Building a capable
organisation obviously always a top priority in strategy execution. three types of
organisation building actions are crucial:

• Staffing the Organisation includes putting together a strong management team, and
recruiting and retaining employees with the needed expertise and experience.
• Building Core Competencies and Competitive Abilities that will enable effective
strategy execution and then keeping the competence/capability portfolio updated as
strategy and external conditions change.
• Structuring the Organisation and Work Effort by organising business functions and
processes, value chain activities and decision making in a manner conducive to
successful strategy execution.

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4. Role of HR in strategic evaluation: from HR prospective evaluation may demanded

answers of the following question:
i. Are HR professional present in mergers and acquisition’s planning and control.
ii. Does HR provides an annual report on ROI
iii. Is HR rated by firm’s customers.

Barriers in Strategic HRM:

1. Short term mentality: Short-term mentality and focus on the current performance of
SHRM is the first barrier. Every manager act, long-term focus, because the organization
has been established with long-terms objectives/focus.
2. Strategic inability: Very often SHRM does not think strategically and he cannot think it
due to incapability. This type of inability may arise for many reasons as lack of technical
knowledge, insufficient training and the like.
3. Lack of appreciation: Sometimes top managers do not recognize the activities of
strategic human resource management. So SHR manager does not get interested in doing
any innovative venture. A few appreciations may get them a substantial mental boost up.
4. Failure in understanding the role: General managerial roles may not be fully
understood by be managers. This failure is due to lack of knowledge about the specialty
of a degree of responsibility. This failure may create distance between these managers.
5. Difficulty in quantifying outcomes: Many outcomes may not be quantified. But SHRM
tries to enjoy the contribution. This is not always possible. Participation, work etc. type
function cannot be quantified because of their intangibility.
6. Wrong perception on human assets: Investment in human assets may be regarded as
high risk than that of technology and information. Though these technologies are run by
the human resources. This wrong perception may inhibit the progress.

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HOW TO OVERCOME THE BARRIERS OF SHRM –

1. Conduct a preliminary analysis of needs and requirements.
2. Proper communication which builds positive relations between labor and management.
3. Provide leadership who direct, guide and motivate the employees.
4. Effective human resource planning so that organization achieves standard goals.
5. Follow up and evaluate progress so that remedial action can be taken as and when
necessary.
6. Formulation of strategies and implementing them properly.
7. Reward supportive behaviors.

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