Management science lately, has realized the significance of human resources in the organization. Even in the present day, for I.T., the operation requires human resources. Therefore managing the available human resource is considered to be a vital management function. However, it is interesting to note that conventional thoughts on Personnel Management has transformed into the birth of new ideas in the philosophy of human resource development and human resource management.
The ideas of Personnel Management contradict the ideas of HRM in many aspects.
Organizations envisaged manpower as machines, rather than men or women, endowed with feelings and emotions. It considered that the potential would be the best and the rest was left untouched.
Personnel Management surmounts the aforesaid, with its latest thoughts, emphasizing and envisaging hardly on the feelings and emotions, catering to their needs personally and officially, encouraging the nonpotential to bridge the gap by training and motivating via the appliance of monetary benefit. It is interesting to note that human resource is the only assets which do not depreciate.
Organizations are attempting to unleash the potential of manpower. If people develop, automatically organization develops, paving entry for fresh human resources. Human resource has been a turnkey for the success or failure of the organization.
In previous days, human resources were held responsible only for production and profits, now they are viewed as assets and opportunities, who help the organization in accomplishing the long-term goals. Maslow propagated the theory, Hierarchy of Needs, where the resources, are motivated by fulfilling their needs, starting from the basic need, ending with self-actualization needs.
Maslow's Hierarchy of Needs is a theory in psychology that Abraham Maslow proposed in his 1943 paper A Theory of Human Motivation, which he subsequently extended.
Unsatisfied people produce poor results/performance and vice versa.
The organization provides escalating growth opportunities to its employees, as a part of motivation measure/technique.
Employees who aspired for higher education, to enhance their skill and knowledge, under the erstwhile system, would be expected to take the initiative themselves and submit an application to the personnel department, seeking permission.
The personnel department would consider and accord on certain parameters and conditions. But HRM believes in undertaking those activities, which enhances the caliber and potential of the employees.
Most of the I.T. companies, call centers and BPO's are either sponsoring their employees for higher education or deploying them at their headquarters abroad, for on-the-job training. These build employee loyalty, a sense of belongingness, motivates, obligates, and at last augmented productivity can be expected.
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