Human Resource Management HRM - Qp1

The statement suggests that the way people are managed has a significant impact on various aspects of an organization, including individual performance, customer service, organizational flexibility, costs, and ultimately, profits. This implies that effective management practices can lead to improved performance, customer satisfaction, adaptability, cost-efficiency, and overall financial success for the organization.

The statement is true because the level of involvement in HRM activities can vary based on the resources and structure of the organization. Some organizations may have dedicated HR departments with extensive involvement in activities such as recruitment, training, and performance management. On the other hand, smaller organizations with limited resources may have less HR involvement and may rely more on outsourcing or have a more informal HR structure. Therefore, the degree and nature of HRM involvement can differ significantly between organizations.

The statement suggests that HRM holds on to authority and instructs and controls, while personnel management devolves authority and offers advice through supportive measures. However, this is not entirely accurate. HRM focuses on aligning human resource strategies with organizational goals, while personnel management focuses on administrative tasks such as recruitment and employee relations. Both HRM and personnel management can involve elements of authority, instruction, control, and support, depending on the specific circumstances and organizational culture. Therefore, the given statement is false.

The question is asking about the time period when there was little consideration given to managing people at work. The eighteenth and nineteenth centuries are ruled out as options, leaving the twentieth century as the only viable choice. This is because it was during the twentieth century that the field of management and the study of human resources began to develop and gain importance.

The empowering role is the issuing authority to managers to make decisions within their area of control and responsibility. This means that managers are given the power and autonomy to make decisions and take actions without constant supervision or interference. By empowering managers, organizations can foster a sense of ownership and accountability, allowing them to effectively carry out their roles and responsibilities.

The HR function is criticized for not being in touch with the real world and lacking an understanding of commercial realities. This suggests that the HR function may not fully comprehend the challenges and demands of the business environment. Additionally, the HR function is criticized for not being close enough to external customers and not understanding their needs and expectations. This implies that the HR function may not effectively align its strategies and practices with the external market. Lastly, the HR function is criticized for having a lack of commercial awareness and business acumen, indicating that it may not possess the necessary knowledge and skills to contribute strategically to the organization's success.

The requirement for a more business orientated approach to the management of people at work has developed over many years due mainly to environmental factors, customer factors, people factors, and research factors. Environmental factors such as globalization and technological advancements have necessitated a more strategic approach to managing employees. Customer factors, including changing customer demands and expectations, have also driven the need for a business-oriented approach. Additionally, recognizing the importance of the workforce and their skills, as well as conducting research to understand best practices in managing people, have contributed to the development of this approach.