Human Resource Management Functions

After a thorough discussion about the historical background and the definition of Human
Resource Management, let’s proceed to its functions and responsibilities.

HRM functions were categorized into to, those that are generally defined by the job, and those
that cut across jobs in the organization.

A. Job-based functions

Job design identifies the general ways of how work will be done by defining the specific tasks to
be performed. On the other hand, job redesign involves changing an existing job design. Job analysis
examines the tasks and responsibilities involved in undertaking a job, the relationship of the job to
other jobs, and the environment in which the job is done.

• Human resource planning estimates human resource needs in terms of number and type of
individuals required achieving the objectives of the organization, and the necessary actions to
ensure that the right individuals are available when needed.
• Recruitment attracts qualified applicants to join the organization.
• Selection appoints the best talent who fits the organization and a target role.
• Performance management aligns organizational and employee expected behaviors and
outcomes, evaluates performance against these expectations, and provides appropriate actions.
• Training entails a planned intervention to prepare an employee or group for an immediate or
current need.
• Development consists of planned interventions focused on enabling long-term growth of the
employee, teams, and the organization.
• Compensation is the total reward, financial or otherwise, an employee gets in exchange for
one’s services rendered to the organization.
• Benefits are a component of the total reward received by an employee. Unlike salaries and
wages, benefits are part of the financial compensation given to employees by virtue of one’s
membership in an organization and not because of the amount of work rendered.

B. Organization-based functions

• Health and safety focus on providing a work environment that adheres to safety standards,
and promotes employees physical, psychological, and social health and well-being.
• Employee relations ensure that a positive employer-employee relationship is maintained to
enhance performance and satisfaction.
• Labor relations pertain to the relationship between the employer and the representatives of
employees.
• Employee retention is the process of keeping employees in the organization and minimizing
the magnitude and effect of employee separation.
Responsibilities of Human Resource Management
Who are responsible for managing the organization’s human resources? The responsibility of
implementing HR policies and systems belongs to line managers who manage the day-to-day affairs
of the organization. In organizations where a human resource management department exists, the
development of policies is jointly done by the HR department and the line managers. In a study of
selected organizations in the Philippines, HR and line managers share the responsibility of developing
major policy decisions about pay and benefits, recruitment and selection, training and development,
and industrial relations. However, line managers take the lead with the support of HR in workforce
reduction and expansion (Supangco 2012).

The complexity of the structure of an HR unit depends upon factors such as the size of the
organization, available technology, and strategy of the organization. Other things being equal, larger
organizations are expected to have departments or sections dedicated to the major functions of HR.
One can final the following units in large organizations: Recruitment, Compensation and Benefits
Training and Development, and Industrial Relations. In smaller organizations, one finds specialization
assigned to individuals in the HR department. In organizations that do not have specific department
dedicated to undertaking the HR functions, such functions are done either by the head of the
organization or are distributed to the different managers in the organization. Some functions easily
lend themselves to outsourcing whether in terms of the development of systems or the actual delivery
of services. Development of systems in training and development, performance management,
compensation, and industrial relations can be handled by third-party service providers. In addition,
recruitment and selection, training and development, and payroll are services that can be undertaken
by a third party for the organization.

Technology also influences the delivery of HR services. More organizations have

computerized their human resource information system (HRIS). In the Philippines, the most common
application of the HRIS is in the areas of attendance, personal records, benefits administration, and
payroll (Supangco 2012).

The strategy of the organization also influences the structure of the HR department.
Organizations that place a high premium on their human resources would have units or individuals
dedicated to specific functions. For example, if an organization competes in terms of innovation, an
organization will have dedicated units or specialized personnel to look into its compensation system to
attract and retain individuals who possess creativity and innovation. In addition, it will also pay
attention to enhancing the knowledge, skills, and attitudes of employees, and provide the proper
environment where creativity and innovation thrive and grow. On the other hand, those that pursue a
cost strategy may allot a minimal budget for HR to fund HR activities. An HR department may be
nonexistent or may be small relative to the rest of the organization. No dedicated units or persons may
be assigned to study the appropriate policies and mix of practices to enhance performance. Human
resources and their management are most likely also considered as costs to be minimized.

Skills needed for Human Resource Management (HRM)

One of the major factors of a successful manager or human resource (HR) manager is an array of
skills to deal with a variety of situations. It simply isn’t enough to have knowledge of HR, such as
knowing which forms need to be filled out. It takes multiple skills to create and manage people, as
well as a cutting-edge human resource department.

The skills for a successful manager or human resource (HR) manager are:

• Organization: The ability to arrange and structure information, tasks, and resources
effectively. This includes maintaining organized files, managing time efficiently, and
prioritizing tasks.
• Time-management: The skill of effectively planning, scheduling, and using time to achieve
goals. This involves setting priorities, allocating time wisely, and avoiding procrastination.
• Multitasking: The ability to handle multiple tasks simultaneously without compromising
quality. This requires the ability to switch between tasks efficiently and manage competing
demands.
• People skills: The ability to interact effectively with others, build relationships, and
understand human behavior. This includes active listening, empathy, communication skills,
and conflict resolution.
• Conflict resolution: The ability to manage disagreements and disputes constructively. This
involves identifying the root cause of conflict, facilitating open communication, and finding
mutually acceptable solutions.
• Coaching: The ability to guide and support individuals in their professional development.
This involves providing feedback, setting goals, and empowering employees to reach their full
potential.
• Communication: The ability to convey information clearly and effectively, both verbally and
in writing. This includes active listening, clear articulation, and the ability to adapt
communication style to different audiences.
• Understanding specific job areas: Knowledge of the specific tasks and responsibilities
associated with different roles within the organization. This includes understanding job
descriptions, performance expectations, and relevant industry regulations.
• Knowledge of employment laws: Familiarity with legal requirements related to employment,
including labor laws, discrimination laws, and workplace safety regulations.
• Strategic planning: The ability to develop and implement long-term plans that align with the
organization's goals. This involves analyzing trends, identifying opportunities, and setting
strategic objectives.
• Strategic mind-set: The ability to think critically and holistically about the organization's
overall goals and how HR can contribute to their achievement. This involves understanding
the business context, anticipating future challenges, and proactively adapting HR strategies.
• Ethics: The adherence to moral principles and values in all aspects of professional conduct.
This involves making fair and impartial decisions, upholding confidentiality, and promoting a
culture of ethical behavior.
• Fairness: The ability to treat all individuals with respect and impartiality. This involves
making unbiased decisions, ensuring equal opportunities, and promoting a just and equitable
workplace.
References

Boxall, P., Purcell, J., & Wright, P. (2007). The goals of HRM. In P. Boxall, J. Purcell, & P. Wright
(Eds.), The Oxford handbook of human resource management (pp. 48-67). Oxford University Press.

Frasch, K. et al., (2010). "There's No Whining in HR”. Human Resource Executive Online. August 31,
2024 from www.hreonline.com/HRE/story.jsp?storyId=227738167.

Supangco, V., Los Baños J., & Ocampo, K. (2021). Human Resource Management in the Philippines
Context. University of the Philippine Press.

The Saylor Foundation. Skills Needed for HRM. (name of publisher). August 31, 2024 from
http://www.saylor.org.books

Riordan, J. (2017). The Practice Of Human Resource Management

Rotich, K. (2015). Global Journal of Human Resource Management vol.3, No.3, pp.58-73.