Andam, Jonbert M.

Project Management Final Requirement

Introduction

Human Resource Management

Human Resource Management is defined as a strategic and coherent approach to the

management of an organization’s most valued assets the people working there who individually
and collectively contributes to the achievement of its objectives. From this definition, we can
deduce that Human Resource Management or simply Human Resource is a function in
organizations designed to maximize employee performance in service of their employer’s
strategic objectives. Human Resource is primarily concerned with how people are managed
within organizations, focusing on policies and systems. HR departments and units in
organizations are typically responsible for a number of activities, including employee
recruitment, training and development, performance appraisal, and rewarding. Human
Resource is also concerned with industrial relations, that is, the balancing of organizational
practices with regulations arising from collective bargaining and governmental laws

Human Resource Management is a product of the human relations movement of the

early 20th century, when researchers began documenting ways of creating business value
through the strategic management of the workforce. The function was initially dominated by
transactional work, such as payroll and benefits administration, but due to globalization,
company consolidation, technological advancement, and further research, HR now focuses on
strategic initiatives like mergers and acquisitions, talent management, succession planning,
industrial and labor relations, ethical considerations, diversity and inclusion. These, among
other initiatives contribute to the understanding of Human Resource Management as a
contemporary issue owing to their sustained evolutionary nature. In this paper, we discuss the
historical development of Human Resource Management as a discipline. We also consider its
various evolutionary phases outlining the specific characteristics of each phase and the
contributions of these characteristics in shaping the development of Human Resource
Management as a field of study as well as a profession. Lastly we provide a summary of key
issues that justify Human Resource Management as a contemporary subject.

Historical Development of Human Resource Management

During pre-historic times, there existed consistent methods for selection of tribal
leaders. The practice of safety and health while hunting was passed on from generation to
generation. From 2000BC to 1500BC, the Chinese used employee screening techniques and
while Greeks used an apprentice system. These actions recognized the need to select and train
individuals for jobs. Early employee specialists were called personnel managers, and this term is
still in use in various discourses. ‘Personnel management’ refers to a set of functions or
activities often performed effectively but with little relationship between the various activities
or with overall organizational objectives. Personnel management in the United Kingdom and
the United States developed earlier than in Australia and Asia Pacific countries in response to
their earlier and more widespread adoption of mass production work processes. Power-driven
equipment and improved production systems enabled products to be manufactured more
cheaply than before. This process also created many jobs that were monotonous, unhealthy or
even hazardous, and led to divisions between management and the ‘working classes. The
concentration of workers in factories served to focus public attention upon conditions of
employment, and forced workers to act collectively to achieve better conditions. The
Humanitarian, Cooperative and Marxist theories of the early 1900s highlighted the potential
conflicts between employee and employer interests in modern industry situations that laid the
foundations for the growth of trade unionism and industrial relations systems which are
important elements of contemporary HRM.

Governments in both the United Kingdom and the United States became involved in
these issues and passed a series of laws to regulate the hours of work for women and children,
to establish minimum wages for male labor and to protect workers from unhealthy or
hazardous working conditions. Australian governments, both state and national, gradually
began to follow suit from the early 1900s, although Australia and New Zealand adopted a
different system based on conciliation and arbitration rather than mandated conditions.

During this period, management theorists in the United States and United Kingdom
began to examine the nature of work and work systems, and to develop models based upon
emerging psychological and sociological research. The ways in which these theories have
developed, and have been applied by both general management and HR professionals, reflect
changing attitudes to jobs, work processes and organizational structures. The Classical school
puts its emphasis on the job itself and the efficient adaptation of workers to work processes.
The Behavioral school focuses on workers themselves, and the satisfaction of their needs, to
achieve greater organizational productivity. Subsequent management theories attempt to build
on earlier ideas to benefit both employees and their organizations. Contingency, Excellence and
Total Quality Management theorists have applied these ideas to particular industries and
organizations, or to different economic and social situations. The relevance of these theories to
HRM is twofold. First, personnel management has historically developed into human resource
management by incorporating management theories second, a sound knowledge of these
theories can assist HR managers to more effectively adapt their practices to organizational
requirements and realities.

The present and future of Human Resource Management

While it is difficult to predict the nature of HRM in the future, there are strong
indications that its theory and practice will be continually transformed as a consequence of
globalization, new technology and associated fundamental changes in the nature of work and
jobs. These external and internal pressures and their possible impacts on organizations,
employees and overall employment conditions is what informs the continuing evolution of
HRM as a contemporary discourse as well as the need for continuous innovation on the part of
HRM professionals and thinkers.

In addition, the globalization of business means that Resource Management

professionals will need to be more proactive in relation to such issues as business ethics,
corporate governance and the management of employees’ work–life balance. Communication
and information technology changes such as the digital revolution, satellite links, cellular
telephone networks and high speed fiber optic cables will require the adoption of strategic
international or global HRM models implemented through radical new approaches to HRM
strategies, structures, organizational cultures, HRM practices and employment relationships as
a whole.

In the competitive process of globalization and complexity, it is becoming critical to manage

sustainable multinational organizations more effectively by using Strategic Human Resource
Management, and to link this with strategic needs in the larger organizational context.
However, must also work within the confines of local environment as well as a range of laws,
politics, culture, economies and practices between societies.

Human Resource Management Functions

In general, human resources management aims to increase contributions of employees

in organizations. Those contributions are new ideas, productively working and success. Human
resources management should be responsible for social aims. This means human resources
managers should behave fairly to social ethical norms and at the same time they should
minimize the negative forces on organizations because of their demands from organizations.
Human resources management is also responsible for organizations this it can be guessable
from the concept. Their aims firstly establish fairly and higher standards of working places for
every worker.

HRM role is the provision of assistance in HRM issues to line employees, or those
directly involved in producing the organization’s goods and services. Acquiring people’s
services, developing their skills, motivating them to high levels of performance, and ensuring
their continuing maintenance and commitment to the organization are essential to achieving
organizational goals. The authors proposed an HRM specific approach as consisting of four
functions- staffing, training and development, motivation, and maintenance.

HRM as the strategic approach to managing employment relations which emphasizes

that leveraging people’s capabilities is critical to achieving sustainable competitive advantage.
This is achieved through a distinctive set of integrated employment policies, programs and
practices. HRM functions as planning, recruitment and selection, appraisal and performance
management, reward management, development, employee relations, health and safety, and
union management relations.

HRM include assisting the organization in attracting the quality and quantity of
candidates required with respect to the organization’s strategy and operational goals, staffing
needs, and desired culture. Helping to maintain performance standards and increase
productivity through orientation, training, development, job design, effective communication,
and performance appraisal. Helping to create a climate in which employees are encouraged to
develop and utilize their skills to the fullest. Helping to establish and maintain cordial working
relationship with employees. Helping to create and maintain safe and healthy work
environment.

Development of programs to meet economic, psychological, and social needs of the

employees. Helping the organization to retain productive employees and ensuring that the
organization complies with provincial/territorial and federal laws affecting the work place such
as human rights, employment equity, occupational health and safety.

Human resource management that is should be evaluated on the basis of business as a

whole and the human resource management functions cannot be considered independent from
each other. As it is mentioned before, Human Resource Management in accordance with the
organization's culture, accurate and up-to-earth as part of a specific strategy of the organization
to continue its activities is an inevitable necessity. Doubtlessly, the basic functions of Human
Resource Management should be processed in the context of the strategies because both at
the point of corporate sustainability and corporate activities they undertake an active role in
the successful sustainability are accepted.

In human resource management, to provide the sufficient number of employees timely

a plan should be made considering the organization’s present potential, development trend and
strategic targets. It is called as human resource management which aims using the present
human resources wisely, supplies the future human resource needs in terms of quality and
quantity.

When there is a need in the organization, human resource management is an operation

which provides the proper employees for the organization. Human resource planning is a
process in which the employees are evaluated from the entrance to the exit of the work.
Human resource planning should be determined according to organization’s vision, mission and
strategies. The required number of the employees, their quality, how and to what extent they
should work is connected to the human resource management. With the planning, human
resources are prevented from being less or more than the necessary.

The quality of human resources in an organization depends on the success in recruiting

process largely. In the employee selection process, cannot finding sufficient number of
candidates, who have competence with the job, may lead not to fill some empty jobs and
recruitment of noncompeting employees in the context of the job. It will result with some
negative events such as increase in efficiency as well as increase in wage costs, labor force
transfer, job accidents, decrease in motivation and thus in job satisfaction, increase in
supervision costs of the business that the employee recruited does not bear the qualities of the
job in full. If the qualities of the employee. If the candidate's features is not meeting with the
qualifications that employees is looking for, then in this situation, it is said to be made wrong
employee choice.

Directly related to Human Resources planning is selection and recruitment of right

people from internal or external sources. This obviously is another critical issue for HRM as it is
directly related to cost and overall performance of the organization. The importance of a
talented workforce as “in an era of competition the growth of any organization is proportional
to the growth of its talent”.
1. Prepare a responsibility assignment matrix base on the following information: The main task
that need to be done for testing include writing test plan, unit testing, integration testing for
each of the main system modules(registering, tracking, and incentives),system testing, and user
acceptance testing. In addition to the project team members, there is a team of user
representatives available to help with testing, and Tony has also hired an outsider consulting
firm to help as needed. Prepare a RACI chart to help clarify roles and responsibilities for the
testing tasks. Document key assumptions you make in preparing the chart.

A RACI is a matrix used to clarify the roles and responsibilities of each person involved in
a project. In content projects, a RACI forms the backbone of your content governance plan. It
ensures all team members and stakeholders understand their role, and that of others, in the
content creation process. It also helps to identify resources that may be over or under
allocated.

RACIs help to:

 Communicate roles and responsibilities
 Reinforce content processes and workflow
 Support team structure and cross-team structures
 Identify content leadership
 Identify subject matter expertise
 Identify resources that are under or over-allocated.

Understanding and defining roles and responsibilities are part of the foundation of your content
strategy. The following guidelines can help you make an effective content RACI for your
organization.

Associate responsibilities with roles, rather than with specific people. One person can assume
multiple roles. For example, a product manager can have the role of both content creator and
subject matter expert. A person may have the job title of strategist, but one of their roles is
writing strategic plans.

Make sure people with Responsible aren’t overloaded. If a role has many Responsible, make
sure those people don’t have more work than they can handle. If one deliverable has many
responsible, consider breaking down tasks into smaller activities to give team members more
control.

Make sure there is only one Accountable for each role. There should be only one Accountable
for each role so that sign-off is clear. If an activity doesn’t have an A, then it’s at risk of not
meeting project goals. In some situations, more than one A may be necessary if there are
multiple approvers for a project but then be aware that extra time may be needed to gather all
approvals.
Balance the number Consulted for each role. To many Consulted for a role can result in content
that gets bogged down by subject matter experts. Too few Cs can result in poor quality through
lack of accuracy or not meeting business goals.
Make sure people with Informed understand they can’t give or withhold approval. People who
are assigned an informed role should understand that they are only advised when a deliverable
is complete and cannot make changes to or hold up the approval process.

Content roles and responsibilities are only effective if you have a clear accountability and
content processes in place. Every team member needs to be committed to use, and follow,
RACIs either by agreement or because they’re required to. Having a project manager ensures
everybody is doing their assigned role makes it easier.

Finally, if you’re creating content RACI for the first time, run a small pilot project to see how it
works. You’ll find things that don’t work, and a pilot gives you a chance to tweak and refine.

And, make sure your follow up and review roles and responsibilities at regular intervals as part
of an overall governance plan.

RACI CHART

 R: Responsible – The person who carries the process or task assignment.

 A: Accountable – The person who ultimately accountable for process or task being
completed appropriately.
 C: Consulted – People who are not directly involved with carrying out the task, but who
are consulted.
 I: Informed – Those who receive output from the process or task.

Project Team User Outside Firm Project

Representative Manager
Writing Test Plan R/A I I C

Unit Testing R/A R I C

Integration Testing A A I C
for Each Module
System Testing C A A A

User Acceptance C A A C
Testing
2. The working people for the outside consulting firm and user representatives have ask you to
create a resource a histogram to show how many people you think the project will need for the
testing and when. Assume that the consulting firm has junior and senior testers and that the
user group has worker and manager. You estimate that you’ll need both groups involved in
testing throughout six weeks, two junior testers for the last four weeks, two user-groups
workers for the first week, four user-groups for the last three weeks, and two user managers
for the last two weeks. Create a resource histogram similar to figure 9-6, based on this
information.

What is histogram? The dictionary definition of a histogram is a graphical representation

of data distribution, usually displayed as a bar graph. In digital photography, this related to the
pixels that make up your image and a histogram on your camera displays where each pixel is
distributed from pure black to pure white in terms of brightness. In practice, this looks like a
chart with a series of peaks and valleys. The higher the peak, the more bright pixels.

How to use histogram? Despite being one of the best ways to quickly and accurately
judge your exposure, the histogram is often overlooked by amateur and novice photographers.
After all, if you don’t know what it is, a histogram just seems like a weird graph, and many
people have no idea how to use it to their advantage. Also, the “ideal” histogram is different for
every shot and changes depending on the look you desire. So when you’re not comfortable
with the histogram, there can be a lot of hesitancy to rely on it.

Luckily, on the most basic level, a histogram isn’t difficult to understand: The horizontal
axis shows the tonal distribution (dark to light), while the vertical axis shows the number of
pixels in a particular tone and remember, the higher the peaks, the more pixels there are. The
far left of the horizontal axis shows the darkest areas of the image, then moving to medium-
gray in the middle and lightest on the far right. An image with a lot of light, for example, will see
the graph’s data toward the middle and right of the histogram.

You’ll lose details where your image is too bright or too dark, and you’ll notice if a photo is
overexposed or underexposed in the histogram as missing pixel information on the far left or
far right. This is when you should adjust your settings to compensate – try a different shutter
speed, choose a larger or smaller aperture, increase or decrease the ISO, or adjust the exposure
compensation.

Depending on the situation, sometimes an uneven distribution is OK. If you’re shooting snow, a
white object, or something against a white background, the histogram will display more data
points on the right. The opposite holds true when you’re shooting a dark scene or a black
object. The key here is knowing what you want your image to look like and exposing it properly
to get that result. On its own the histogram is just data, not right or wrong in any situation, you
need the context of your desired image to gauge whether the data on the histogram will give
that to you.
 HISROGRAM CHART

10

User Group Manager 9

User-Group Workers
6

4
Junior Testers

Senior Tester
1

0
First Week Second Week Third Week Fourth Week Fifth Week Sixth Week
3. One of the issue Tony’s issue log is working effectively with the user group during testing.
Tony knows that several of his project team members are very introvert and strong thinking,
while several member of the user group are very extrovert and string feeling type. Write a page
paper describing options for resolving this issue.

To resolve this issue it will need a separate strategy of handling the user group and the project
team members. Have a discussion with your introvert team members about the challenges
their personality type creates for extroverted employees. Make them aware of the difficulty
introverts have with extended periods of highly stimulating interactions and suggest they try
to implement what assistant.

Introvert team member tend to be high energy, which can tire out and rub introverted co-
workers the wrong way. In order to avoid tension between the extroverts and introverts on
your team, work with your extroverts to determine appropriate times to scale back their
energy.

By making by introvert team member aware that their energy style can actually be causing
tension among the team, you are giving them a chance to pull back with the employees who
may not embrace high energy discussions. In the end, this will keep your team running more
efficiently and help your extroverts build better working relationships with their introverted
peers.

Extroverts are passionate and enthusiastic about solving issues in the workplace, so
encourage them to be.

Provide ample time and space for extroverts in your office to discuss their ideas and
brainstorm solutions. For example, if you’re holding a meeting, ask extroverts to share some
of their ideas during the meeting, but hold onto others for after. After the meeting, hold a
voluntary brainstorming session for 10-15 minutes to help your extroverts verbally process
their ideas and bounce ideas back and forth with co-workers.

The key here is to encourage extroverts to share their ideas with the team but keep them
thinking about different solutions, as well. This strategy helps make meetings more efficient
for everyone including introverts who often tire of hearing every idea in an extrovert’s head
and encourages more in-depth, solution-oriented discussion.

Whether you have an open office or a closed plan, designate “idea areas” where louder, more
spirited debate can be held. This will encourage the kind of lively debate and idea-generating
discussion that helps extroverts succeed.

One of the best ways to help your extroverts succeed is to praise them when they do,
because extroverts are always looking for stimulation from their surrounding environment. In
fact, June 2013 research published in the journal Frontiers in Human Neuroscience found that
extroverts weigh external motivational and reward cues more strongly than introverts.

In other words, extraverts are stimulated by things like public praise and accolades. Focus on
praising the steps your extroverts take toward success and keep negative feedback to a
minimum in front of co-workers.

By praising your introvert, you are encouraging them to continue producing positive results in
order to receive the stimulation they seek from their manager. This will result in increased
productivity and more successful extroverts in your office.
Understanding your employees’ personality types helps you make decisions about how
to organize your team and structure your office. Whether you have an office full of
extroverts, or they are just a few in a sea of introverts, encourage the extroverts in your office
to focus their considerable energy on building the kind of strong relationships that lead to
healthier team dynamics and better individual success in the workplace.

How do you help the extroverts in your office succeed? What other extrovert strategies do
you have for building a stronger team dynamic?