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The Intense of Human Resource Management, Human Resource Planning, Lecture notes of Human Resource Management

Human Resource Management (HRM) is a strategic and comprehensive approach to managing people within an organisation. It involves recruiting, hiring, training, evaluating, and rewarding employees to maximise their performance and align with the organisation’s goals. HRM also ensures compliance with labour laws, fosters a positive workplace culture, and supports employee development and well-being. By managing workforce planning, performance, compensation, and employee relations, HRM plays a vital role in organisational success. In today’s dynamic business environment, HRM is increasingly data-driven and aligned with long-term strategic planning, making it an essential function in both large corporations and small enterprises.

Typology: Lecture notes

2023/2024

Available from 07/11/2025

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Human Resource
Information System
NOTES
Self-Instructional
Material 171
keeps the morale of his subordinates high so that they can contribute their best in
achieving the organizational objectives. The following advantages are derived from
an HRA system:
1. It throws light on the strengths and weaknesses of the existing workforce in
an organization. This in turn, helps the management in recruitment planning,
whether to hire people or not. It thus provides useful information about the
value of human capital which is essential to managers for taking the right
decisions, e.g., choice between:
Direct recruitment and promotion
Transfer and retention
Retrenchment and retention
2. The management can evaluate the effectiveness of its policies relating to
human resources. For instance, high costs of training may indicate the need
for changes in policy for reducing labour turnover. The management can
also judge as to whether there is an adequate return on investment in human
resources. HRA provides feedback to manager on his own performance.
3. It helps potential investors to judge a company better on the strength of the
human assets utilized therein. If two companies offer the same rate of return
on capital employed, information on human resources can help investors
decide which company to be picked up for investment. The present law
does not require the value of the human asset to be shown in the balance
sheet.
4. It helps the management in taking appropriate decisions regarding the use
of human assets in an organization, that is, whether to hire new recruits or
promote people internally, transfer people to new locations or hire people
locally, incur additional training costs or hire consultants keeping the impact
on the long-run profitability in mind.
5. The return on investment (ROI) can realistically be calculated only when
investment on human resources is also taken into account. The return on
investment may be good because there is an investment on human beings.
On the other hand, a low investment may be the reason of low investment
on human asset. So ROI can give accurate results only when expenditure
on employees is treated as an asset.
6. HRA may help to improve the motivation and morale of employees by
creating a feeling that the organization cares for them. HRA will also help in
improving the efficiency of employees. The employees come to know of
the cost incurred on them and the returns given by them in the form of
output, etc.
7. It can be seen whether the business has made proper investments in human
resources in terms of money or not. If the investment is excessive then
efforts should be made to control it.
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Human Resource Information System

NOTES

Self-Instructional Material 171

keeps the morale of his subordinates high so that they can contribute their best in achieving the organizational objectives. The following advantages are derived from an HRA system:

  1. It throws light on the strengths and weaknesses of the existing workforce in an organization. This in turn, helps the management in recruitment planning, whether to hire people or not. It thus provides useful information about the value of human capital which is essential to managers for taking the right decisions, e.g., choice between:  Direct recruitment and promotion  Transfer and retention  Retrenchment and retention
  2. The management can evaluate the effectiveness of its policies relating to human resources. For instance, high costs of training may indicate the need for changes in policy for reducing labour turnover. The management can also judge as to whether there is an adequate return on investment in human resources. HRA provides feedback to manager on his own performance.
  3. It helps potential investors to judge a company better on the strength of the human assets utilized therein. If two companies offer the same rate of return on capital employed, information on human resources can help investors decide which company to be picked up for investment. The present law does not require the value of the human asset to be shown in the balance sheet.
  4. It helps the management in taking appropriate decisions regarding the use of human assets in an organization, that is, whether to hire new recruits or promote people internally, transfer people to new locations or hire people locally, incur additional training costs or hire consultants keeping the impact on the long-run profitability in mind.
  5. The return on investment (ROI) can realistically be calculated only when investment on human resources is also taken into account. The return on investment may be good because there is an investment on human beings. On the other hand, a low investment may be the reason of low investment on human asset. So ROI can give accurate results only when expenditure on employees is treated as an asset.
  6. HRA may help to improve the motivation and morale of employees by creating a feeling that the organization cares for them. HRA will also help in improving the efficiency of employees. The employees come to know of the cost incurred on them and the returns given by them in the form of output, etc.
  7. It can be seen whether the business has made proper investments in human resources in terms of money or not. If the investment is excessive then efforts should be made to control it.

Human Resource Information System

NOTES

Self-Instructional 172 Material

  1. HRA will give the cost of developing human resources in the business. This will enable the management to ascertain the cost of labour turnover also. There may be a high labour turnover and the management may not take it seriously in the absence of cost figures of human resources. Though it is not possible to eliminate labour turnover but in case the cost of labour turnover is high, then the management should try to reduce it as far as possible.

Limitations of HR accounting

HRA is a source of essential information not just for the management but also for the investors. Yet, its development and application have not really been very encouraging. This is so because HRA has the following drawbacks:

1. Not easy to value human assets: No guidelines are available to differentiate between the ‘cost’ and ‘value’ of human resources. The existing valuation system has many negative points. Once the task of valuating human resources in a particular way has been completed, many human resources may just leave the organization. Human life itself is uncertain. Therefore, it is not right to evaluate the asset under such hazy conditions. An organization cannot own human assets like physical assets. They cannot use or retain them at their own sweet will either. Therefore, it would be inappropriate to treat them as ‘asset’ in the true sense of the word. Once these ‘assets’ gain experience, they may simply leave the organization causing immense damage.

  1. Results in dehumanizing human resources : There is always a chance of HRA leading to employees being manipulated or dehumanized. A person from the lower rungs may, for instance, lack motivation, which will affect his performance and productivity. 3. No evidence: There is no empirical evidence to support the hypothesis that HRA is an effective managerial technique for improving the management of human resources. 4. HR is full of measurement problems: The accountants and financial professionals do not agree on any one measurement process. They have yet to come up with a common solution with regard to the form and manner in which the process should be undertaken, and their value in the financial statements. To further add to the problems, there is the question of making a decision regarding the recovery rates. How should the human resources be amortized in order to be able to valuate them? What about the rate of amortization? Should it be constant, decreasing or increasing? Should the rate differ from one category of personnel to the other? 5. Employees and unions may not like the idea: There is a constant fear that the trade unions may oppose HR accounting. Placing a value on employees may lead them to expect rewards/compensation based on such