ASSIGNMENT TOPIC

Extension is central to transfer of technology carried through in field level

extension functionaries i.e. human resource. Explain in detail how with
examples the importance and significance of Human Resource Management
(HRM) and Human Resource Planning (HRP) in extension organizations.
Introduction:

Human Resource Management is a relatively new approach to managing human

beings in any organisation. Human beings are considered as the key resource in
this approach. Since an organisation is a body of people, their acquisition,
development of skills, motivation for higher levels of attainments, as well as
ensuring maintenance of their level of commitment are all significant activities.
All these activities fall in the domain of Human Resource Management. Human
Resource Management is a process, which consists of four main activities,
namely, acquisition, development, motivation, and maintenance of human
resources.
Scott, Clothier and Spriegel have defined Human Resource Management
as that branch of management which is responsible on a staff basis for
concentrating on those aspects of operations which are primarily concerned with
the relationship of management to employees and employees to employees and
with the development of the individual and the group. Human Resource
Management is responsible for maintaining good human relations in the
organisation. It is also concerned with development of individuals and achieving
integration of goals of the organisation and those of the individuals.
Northcott considers
human resource management as an extension of general management, that of
prompting and stimulating every employee to make his fullest contribution to
the purpose of a business. Human resource management is not something that
could be separated from the basic managerial function. It is a major component
of the broader managerial function.
According to Edwin B. Flippo, ―Human resource management
is the planning, organising, directing and controlling of the procurement,
development, resources to the end that individual and societal objectives are
accomplished. This definition reveals that human resource (HR) management is
that aspect of management, which deals with the planning, organising, directing
and controlling the personnel functions of the enterprise.

Objectives:
1. Study the organizational model of human resource development
encompassing the aspects of human resource development from
orgnisational point of view.
2. Study the role of human resource planning in the development of
integrated plan of an organization.
3. Role of HRM and HRP in extension organizations.

Features of HRM:
The features of human resource management can be highlighted as follows:
1. It is an inherent part of management: Human resource management is
inherent in the process of management. This function is performed by all the
managers throughout the organisation rather that by the personnel department
only.
2. It is a pervasive function: Human Resource Management is a pervasive
function of management. It is performed by all managers at various levels in
the organisation.
3. It is basic to all functional areas: Human Resource Management permeates
all the functional area of management such as production management,
financial management, and marketing management.
4. It is people centered: Human Resource Management is people centered and
is relevant in all types of organisations. It is concerned with all categories of
personnel from top to the bottom of the organisation. The broad classification
of personnel in an industrial enterprise may be as follows: (i) Blue-collar
workers (i.e. those working on machines and engaged in loading, unloading
etc.) and white-collar workers (i.e. clerical employees), (ii) Managerial and
 non-managerial personnel, (iii) Professionals (such as Chartered Accountant,
Company Secretary, Lawyer, etc.) and non-professional personnel.
5. It involves Personnel Activities or Functions: Human Resource
Management involves several functions concerned with the management of
people at work. It includes manpower planning, employment, placement,
training, appraisal and compensation of employees.
6. It is a continuous process: Human Resource Management is not a “one shot”
function. It must be performed continuously if the organisational objectives
are to be achieved smoothly.
7. It is based on Human Relations: Human Resource Management is
concerned with the motivation of human resources in the organisation. The
human beings can‘t be dealt with like physical factors of production. Every
person has different needs, perceptions and expectations.

Importance of HRM:
Human Resource Management has a place of great importance. According to
Peter F. Drucker,―The proper or improper use of the different factors of
production depends on the wishes of the human resources. Hence, besides other
resources human resources need more development. Human resources can
increase cooperation but it needs proper and efficient management to guide it.
Importance of personnel management is in reality the importance of labour
functions of personnel department which are indispensable to the management
activity itself. Because of the following reasons human resource management
holds a place of importance.
1. It helps management in the preparation adoption and continuing evolution of
personnel programmes and policies.
2. It supplies skilled workers through scientific selection process.
3. It ensures maximum benefit out of the expenditure on training and
development and appreciates the human assets.
4. It prepares workers according to the changing needs of industry and
environment.
5. It motivates workers and upgrades them so as to enable them to accomplish
the organization goals.
6. Through innovation and experimentation in the fields of personnel, it helps in
reducing casts and helps in increasing productivity.
7. It contributes a lot in restoring the industrial harmony and healthy employer-
employee relations.
8. It establishes mechanism for the administration of personnel services that are
delegated to the personnel department.

Thus, the role of human resource management is very important in an

organisation and it should not be undermined especially in large scale
enterprises. It is the key to the whole organisation andrelated to all other
activities of the management i.e., marketing, production, finance etc. Human
Resource Management is concerned with the managing people as organizational
resources rather than as factors of production. It involves a system to be
followed in business firm to recruit, select, hire, train and develop human assets.
It is concerned with the people dimension of an organization. The attainment of
organizational objectives depends, to a great extent, on the way in which people
are recruited, developed and utilized by the management. Therefore, proper co-
ordination of human efforts and effective utilisation of human and others
material resources is necessary.
Evolution of HRM:
The evolution of the concept of Human Resource Management can be analysed
as follows:
Period before industrial revolution – The society was primarily an agriculture
economy with limited production.
Period of industrial revolution (1750 to 1850) – Industrial revolution marked
the conversion of economy from agriculture based upon industry. An important
event in industrial revolution was growth of Labour Union (1790) the works
working inthe industries or factories were subjected to long working hours and
very less wages.
Post Industrial revolution – The term Human resource Management saw a
major evolution after 1850. Various studies were released and many
experiments were conducted during this period which gave HRM altogether a
new meaning and importance.

Functions of HRM:
The main functions of human resource management are classified into two
categories: (a) Managerial Functions and (b) Operative Functions
(a) Managerial Functions: Following are the managerial functions of Human
Resource Management
1. Planning: The planning function of human resource department pertains to
the steps taken in determining in advance personnel requirements, personnel
programmes, policies etc.
2. Organisation: Under organisation, the human resource manager has to
organise the operative functions by designing structure of relationship among
jobs, personnel and physical factors in such a way so as to have maximum
contribution towards organisational objectives.
3. Directing: Directing is concerned with initiation of organised action and
stimulating the people to work.
4. Controlling: It provides basic data for establishing standards, makes job
analysis and performance appraisal, etc.
(b) Operative Functions: The following are the Operative Functions of Human
Resource Management:
1. Procurement of Personnel: It is concerned with the obtaining of the proper
kind and number of personnel necessary to accomplish organisation goals.
2. Development of Personnel: Development has to do with the increase through
training, skill that is necessary for proper job performance. In this process
 various techniques of training are used to develop the employees. Framing a
sound promotion policy, determination of the basis of promotion and making
performance appraisal are the elements of personnel development function.
3. Compensation to Personnel: Compensation means determination of
adequate and equitable remuneration of personnel for their contribution to
organisation objectives.
4. Maintaining Good Industrial Relation: Human Resource Management
covers a wide field. It is intended to reduce strifies, promote industrial peace,
provide fair deal to workers and establish industrial democracy.
5. Record Keeping: In record-keeping the personnel manager collects and
maintains information concerned with the staff of the organisation. It is
essential for every organisation because it assists the management in decision
making such as in promotions.
6. Personnel Planning and Evaluation : Under this system different type of
activities are evaluated.

The issues in Human Resource Management:

Every educational system at every level depends heavily on teachers for the
execution of its programmes. Maintaining and improving educational standards
is only possible through teachers. The teacher, therefore, is the most
indispensable entity in the school. He is the greatest aid to learning. Thus as far
as possible, he should be thoroughly trained and supported in his work.
Human resource management deals
with the establishment of procedures for the employment and payment of
workers or staff. It is the arrangement of conditions which make possible greater
self direction by staff in the performance of their duties. It is, therefore, an
important function in the general context of all administrative responsibility of
managing staff.
Importance of HRM
Human Resource Management has a place of great importance. According to
Peter F. Drucker, ―The proper or improper use of the different factors of
production depend on the wishes of the human resources. Hence, besides other
resources human resources need more development. Human resources can
increase cooperation but it needs proper and efficient management to guide it

Future challenges before the Managers:

Because of continuous changing socio-economic, technological and political
conditions, the human resource managers of the future shall have to face more
problems in the management of labour. The human resource managers of today
may find themselves obsolete in the future due to changes in environment if they
do not update themselves some of the important challenges which might be
faced by the managers in the management of people in business and industry are
discussed below :
1. Increasing Size of Workforce: The size of organisations is increasing. A
large number of multinational organisations have grown over the years. The
number of people working in the organisation has also increased. The
management of increased workforce might create new problems and
challenges as the workers are becoming more conscious of their rights.
2. Increase in Education Level: The governments of various countries are
taking steps to eradicate illiteracy and increase the education level of their
citizens. Educated consumers and workers will create very tough task for the
future managers.
3. Technological Advances: With the changes coming in the wake of advanced
technology, new jobs are created and many old jobs become redundant.
There is a general apprehension of immediate unemployment. In the
competitive world of today, industry cannot hope to survive for long with
old technology. The problem, of unemployment resulting from
 modernisation will be solved by properly assessing manpower needs and
training of redundant employees in alternate skills.
4. Changes in Political Environment: There may be greater Government‘s
interference in business to safeguard the interests of workers, consumers and
the public at large.
5. Increasing Aspirations of Employees: Considerable changes have been
noted in the worker of today in comparison to his counterpart of 1950s. The
workers are becoming more aware of their higher level needs and this
awareness would intensify further in the future workers.
6. Changing Psychosocial System: In future, organisations will be required to
make use of advanced technology in accomplishing their goals while
satisfying human needs.
7. Computerised Information System: Recently, there has been and in the
future there will be the impact of revolutionary computerised information
system on management. This revolutionary development would cover two
primary areas of personnel management which are as follows : (a) The use
of electronic computers for the collection and processing of data, and (b)
The direct application of computers in the managerial decision making
process.
8. Mobility of Professional Personnel: Organisations will expand the use of
―boundary agent whose primary function will be achieving coordination
with the environment.
9. Changes in Legal Environment: Many changes are taking place in the legal
framework within which the industrial relations
 systems in the country are now functioning. This, indeed, is and would remain
a major challenge for the personnel executive.
10. Management of Human Relations: Management of human relations in the
future will be more complicated than it is today. Many of the new generation
of employees will be more difficult to motivate than their predecessors. This
will be in part the result of a change in value systems coupled with rising
educational levels.

New Role of Human Resource Management:

Human Resource Management in the New Millennium has undergone a great
revolution by questioning the accepted practices and re-inventing the organisations
as well as structures. Many traditional practices have been thrown out. As an
example, it can be seen that hierarchies are vanishing and there is greater emphasis
on flat organisations. It means a great deal of specialisation and skills. It also
means upgrading the norms and standards of work as well as performance. The
new role of human resource management is much more strategic than before. Some
of the new directions of the role of HRM can be summed up as follows:
1. A Facilitator of Change: To carry people through upheaval requires the true
management of human resources.
2. An Integrated Approach to Management: Rather than being an isolated
function, human resource is regarded as a core activity, one which shapes a
company‘s values. In particular, this can have an impact on customer service.
3. A Mediator: Establishing and balancing the new and emerging aspirations and
requirements of the company and the individual. These changes, which are
taking place, involve more commitment of the organisation to the development
of people by improving performance and cutting cost.
Human Resource Planning:
Human Resource Planning is concerned with the planning the future manpower
requirements are the organisation. Human Resource manager ensures that the
company has the right type of people in the right number at the right time and
place, who are trained and motivated to do the right kind of work at the right time.
Obviously, human resource planning primarily makes appropriate projections for
future manpower needs of the organisation envisages plan for developing the
manpower to suit the changing needs of the organisation from time to time, and
foresees how to monitor and evaluate the future performance. It also includes the
replacement plans and managerial succession plans.
Human Resource planning is the process
by which a management determines how an organisation should move from its
current manpower position to its desired manpower position. Through planning a
management strives to have the right number and the right kinds of people at the
right places, at the right time, to do things which result in both the organisation and
the individual receiving the maximum long-range benefit.

Definitions of Human Resource Planning:

According to Wikstrom, Human Resource Planning consists of a series of
activities, viz.
(a) Forecasting future manpower requirements, either in terms of mathematical
projections of trends in the economic environment and developments in
industry, or in terms of judgemental estimates based upon the specific future
plans of a company;
(b) Making an inventory of present manpower resources and assessing the extent
to which these resources are employed optimally;
(c) Anticipating manpower problems by projecting present resources into the
future and comparing them with the forecast of requirements to determine
their adequacy, both quantitatively and qualitatively; and
(d) Planning the necessary programmes of requirements, selection, training,
development, utilisation, transfer, promotion, motivation and compensation to
ensure that future manpower requirements are properly met.

Steps in Human Resource Planning:

HRP involves the following steps:
1. Analysis of Organisational Plans and Objectives: Human resource planning is
a part of overall plan of organisation. Plans concerning technology, production,
marketing, finance, expansion and diversification give an idea about the
volume of future work activity.
2. Forecasting Demand for Human Resources: Human resource planning starts
with the estimation of the number and type of personnel required at different
levels and in different departments.
The main steps involved in HRP process are
(a) to determine and to identify presentand prospective needs of human resource,
(b) to discover and recruit the required number of persons.
(c) to select the right number and type from the available people.
(d) to hire and place in the positions for which they are qualified,
e) to provide information to the selected people about the nature of work assigned
to them,
(f) to Promote or to transfer as per the needs and the performance of employees,
(g) to denote if the employees are disinterested or their performance is not up
to the mark,
(h) to terminate if they are not needed or their performance is below standard and
shows no hopes of improvement.
3. Forecasting Supply of Human Resources: One of the important areas of
human resources planning is to deal with allocation of persons to different
departments depending upon the workload and requirements of the
departments. While allocating manpower to different departments, care has to
be taken to consider appointments based on promotions and transfers.
4. Estimating Manpower Gaps: Net human resource requirements or manpower
gaps can be identified by comparing demand and supply forecasts. Such
comparison will reveal either deficit or surplus of human resources in future.
5. Matching Demand and Supply: It is one of the objectives of human resource
planning to assess the demand for and supply of human resources and match
both to know shortages and surpluses on both the side in kind and in number.

Importance of Human Resource Planning:

HRP is the subsystem in the total organizational planning. Organizational planning
includes managerial activities that set the company’s objective for the future and
determines the appropriate means for achieving those objectives. The importance
of HRP is elaborated on the basis of the key roles that it is playing in the
organization.
1. Future Personnel Needs: Human resource planning is significant because it
helps to determine the future personnel needs of the organization. If an
organization is facing the problem of either surplus or deficiency in staff
strength, then it is the result of the absence of effecting HR planning. The
excess of labour problem would have been there if the organization had good
HRP system. Effective HRP system will also enable the organization to have
good succession planning.
2. Part of Strategic Planning: HRP has become an integral part of strategic
planning of strategic planning. HRP provides inputs in strategy formulation
process in terms of deciding whether the organization has got the right kind of
human resources to carry out the given strategy.
3. Creating Highly Talented Personnel: Even though India has a great pool of
educated unemployed, it is the discretion of HR manager that will enable the
company to recruit the right person with right skills to the organization.
4. International Strategies: An international expansion strategy of an
organization is facilitated to a great extent by HR planning. The HR
department’s ability to fill key jobs with foreign nationals and reassignment of
employees from within or across national borders is a major challenge that is
being faced by international business. With the growing trend towards global
operation, the need for HRP will as well will be the need to integrate HRP more
closely with the organizations strategic plans.
5. Foundation for Personnel Functions: HRP provides essential information for
designing and implementing personnel functions, such as recruitment, selection,
training and development, personnel movement like transfers, promotions and
layoffs.
6. Increasing Investments in Human Resources: Organizations are making
increasing investments in human resource development compelling the
increased need for HRP.
7. Resistance to Change: Employees are always reluctant whenever they hear
about change and even about job rotation. Organizations cannot shift one
employee from one department to another without any specific planning. Even
for carrying out job rotation (shifting one employee from one department to
another) there is a need to plan well ahead and match the skills required and
existing skills of the employees.
8. Succession Planning: Human Resource Planning prepares people for future
challenges. The ‘stars’ are picked up, trained, assessed and assisted
continuously so that when the time comes such trained employees can quickly
take the responsibilities and position of their boss or seniors as and when
situation arrives.
9. Other Benefits: (a) HRP helps in judging the effectiveness of manpower
policies and programmes of management. (b) It develops awareness on
effective utilization of human resources for the overall development of
organization. (c) It facilitates selection and training of employees with adequate
knowledge, experience and aptitudes so as to carry on and achieve the
organizational objectives (d) HRP encourages the company to review and
modify its human resource policies and practices and to examine the way of
utilizing the human resources for better utilization.

Organisational context of HRP:

HRP occurs within the context of the organization. “The extent to which it is used,
and the approach adapted, will be contingent on the extent to which management
reorganizes that success depends on fore casting future people requirements and
implementing plans to satisfy those requirements”, according to Michael Arm
Strong (2008). The approach will also be affected by the degree to which it is
possible to make accurate forecasts. Organization working in difficult
environments in which future activity levels are impossible to predict may depend
on adhoc and short term measured to recruit and keep people. However, even these
businesses may benefit from those aspects of human resource planning that are
concerned with policies for attracting and retaining key staff.
Aims of HRP
Human Resource Planning (HRP) will have five aims as enumerated below:
1. Attracting and retaining the number of people required with the appropriate
skills, expertise and competencies.
2. Anticipating the problems of potential surpluses or deficits of people.
3. Developing a well trained and flexible work force for contributing to the
organizations ability to adapt to an uncertain and changing environment.
4. Reducing dependence on external recruitment when key skills are in short
supply by evolving retention as well as employee development strategies.
5. Improving the utilization of people by introducing more flexible systems of
work.

Factors affecting HRP:

HRP is influenced by several factors. The most important of the factors that affect
human resource planning are:
1. Type and Strategy of the Organization: Type of the organization determines
the production processes involve, number and type of staff needed and the
supervisory and managerial personnel required.
2. Organizational Growth Cycles and Planning: All organizations pass through
different stages of growth from the day of its inception. The stage of growth in
which an organization is determines the nature and extends of HRP.
3. Environmental Uncertainties: Political, social and economic changes affect all
organizations and the fluctuations that are happening in these environments affect
organizations drastically. Personnel planners deal with such environmental
uncertainties by carefully formulating recruitment, selection, training and
development policies and programmes.
4. Time Horizons: HR plans can be short term or long term. Short term plans
spans from six months to one year, while long term plans spread over three to
twenty years. The extent of time period depends upon the degree of uncertainty
that is prevailing in an organizations environment.
5. Type and Quality of information: The quality and accuracy of information
depend upon the clarity with which the organizational decision makers have
defined their strategy, structure, budgets, production schedule and so on.
6. Nature of Jobs Being Filled: Personnel planners need to be really careful with
respect to the nature of the jobs being filled in the organization. Employees
belonging to lower level who need very limited skills can be recruited hastily but,
while hiring employees for higher posts, selection and recruitment need to be
carried out with high discretion
7. Outsourcing: Many of the organizations have surplus labour and hence instead
of hiring more people they go for outsourcing. Outsourcing determines HRP.

Barriers to Human Resource Planning:

Human Resource Planners face significant barriers while formulating an HRP. The
major barriers are elaborated below:
1) HR practitioners are perceived as experts in handling personnel matters, but are
not experts in managing business. The personnel plan conceived and formulated by
the HR practitioners when enmeshed with organizational plan, might make the
overall strategic plan of the organization ineffective.
2) HR information often is incompatible with other information used in strategy
formulation. Strategic planning efforts have long been oriented towards financial
forecasting, often to the exclusion of other types of information. Financial
forecasting takes precedence over HRP.
3) Conflict may exist between short term and long term HR needs. For example,
there can be a conflict between the pressure to get the work done on time and long
term needs, such as preparing people for assuming greater responsibilities.
4) There is conflict between quantitative and qualitative approaches to HRP. Some
people view HRP as a number game designed to track the flow of people across the
department. Others take a qualitative approach and focus on individual employee
concerns such as promotion and career development.
5)Best result can be achieved if there is a balance between the quantitative and
qualitative approaches.
6) Non-involvement of operating managers renders HRP ineffective. HRP is not
strictly an HR department function. Successful planning needs a co-ordinated
effort on the part of operating managers and HR personnel

Conclusion:
In conclusion, an effective HRM system allows organizations to address human

resource issues strategically. This helps the workforce deliver high quality health

services, despite internal and external challenges to the organization. HRM helps

attract and retain competent employees, assists employees and managers in

adapting to organizational change, and facilitates the use of technology to

determine how and where work is done. Human resources management play an

important role for organizations to manage employees to work effective, creative,

quality and productivity to reach the competitive advantages over competitor and

achieve organization goals and objectives. For gain competitive advantages today

organization face three main competitive challenges, i.e. challenge of sustainability

is ability to deal with changing for all business environment; global challenge is a
challenge that organization must both defend their domestic markets from
foreigner competitor and broaden their scope to encompass global market; and for

technology challenge organization should design work for employees to comply

with new technology updated. All aspects of human resources management

including how organization manages the human resource environment, acquiring

and preparing, assessment and development, compensating human resources, new

role of human resources management and its competencies can help organization

meeting their competitive challenges and create value. Meeting organization

challenges is necessary to create value ant to gain a competitive advantage. Human

resources management is very crucial for organization without it they can not
reach their goal and objective. Human resources management helps organization to

design employees work, recruit and select right person for right job, training and

develop employees to be a knowledge worker and empowerment for working

environment. So if organizations that have not considered effective of human

resources management they will not manage their staff at work effective and can

not examine what they will do to make working people more productive and

effective.

The success of human resource planning mainly depends on the will of

the organization to devise such plans that will attract people to work in an
environment of peace, tranquility, progress, growth and development of both
employer and employee. It is possible for any organization to evolve and
implement a sound HRP, if it is based on quality + quantity +spirit of Harmony
among the people that they recruit. Human resource planning is one of the major
areas of human resource management. It allows the company to realize its goals,
increase the effectiveness and competiveness of enterprises in the labour market.
Human resource planning helps to reduce future uncertainty and to better operate
the organisation. A human resource plan must ensure that there is the right number
and structure of people in the right jobs at the right time. These people should meet
the required business objectives. Otherwise, it is possible that business goals and
plans may not be filled and also the competitors can dislodge the company from
achieved market position.
References:

A. Internet – via websites:

- http://www.paho.org/English/GOV/CE/SPP/spp35_4-e.pdf

- http://www.worldbank.org/html/extdr/hnp/hddflash/hcwp/hrwp038.html

- http://www.id21.org/zinter/id21zinter.exe?a=0&u=3abb5dda

- http://www.unaids.org/publications/documents/care/general/una0004e.pdf

- http://www.engenderhealth.org/pubs/workpap/wp10/wp_10.html

- http://erc.msh.org/hr/tools/hrdspen.htm

- http://en.wikipedia.org/wiki/Human_Resource_Management/Functon

- www.managementhelp.org/hr_mgmnt/hr_mgmnt.htm