Page 10 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes • To create and utilise an able and motivated workforce, to accomplish the basic
organizational goals.
• To recognise and satisfy individual and group needs by providing adequate and
equitable wages, incentives, employee benefits, social security, challenging work,
prestige, recognition, security, status etc. Thus, an organization can identify and satisfy
individual and group goals by offering appropriate monetary and non-monetary
incentives.
• To employ the skills and knowledge of employees efficiently and effectively i.e., to
utilise human resources effectively in the achievement of organizational goals.
• To strengthen and appreciate the human assets continuously by providing training and
developmental programmes. Training and development helps the organization attain
its goals by providing well-trained and well-motivated employees.
• To maintain high employee morale and sound human relations by sustaining and
improving the various conditions and facilities.
• To enhance job satisfaction and self-actualisation of employees by encouraging and
assisting every employee to realise his full potential.
• To provide facilities and conditions of work and creation of favourable atmosphere for
maintaining stability of employment.
• To recognise and satisfy individual needs and group goals by offering appropriate
monetary and non-monetary incentives.

• To develop and maintain a Quality of Work Life (QWL) which makes employment in
organization a desirable personal and social situation.

Maximum individual development, desirable working relationship and effective utilisation
of human resources are the primary goals of HRM. Management has to create a conducive
environment and provide necessary prerequisites for the attainment of the objectives of
HRM.

1.1.2 Scope of HRM
The scope of HRM is indeed vast. Figure 1.1 explains the vast scope of personnel management.
Human Resource Management embraces a very wide field of activities. The scope of HRM
is so wide and varied that the HR department and the personnel executives typically perform
a variety of roles in accordance with the needs of a situation. The HR manager plays multiple
roles like that of a researcher, of a counsellor, of a bargainer, of a mediator, of a peacemaker,
of a problem solver, etc.
The seven functional areas of Human Resource Management as outlined by Northcott are:

(a) Employment
(b) Selection and Training

(c) Employee Services
(d) Wages
(e) Industrial Relations
(f) Health and Safety

(g) Education.

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