Human resource management is a process of dealing with various problems in the scope of employees, employees, laborers, managers and other workers to be able to support the activities of the organization or company to achieve predetermined goals. Therefore management professionals for nonprofits must ensure that the company or an organization has the right workforce in the right place, and at the right time, who can complete tasks that will help the company reach the overall facilities effectively and efficiently.
Human resource management is the design of formal systems in an organization to ensure the effective and efficient use of human talent to achieve organizational goals. It doesn’t matter whether the company is a large company that has 10,000 employees or a small nonprofit organization that has 10 employees, still, these employees must be paid, which means that a compensation system is needed that is good and legal.
Every human resource management activity requires thinking and understanding of what will work well and what does not. In an environment where labor force challenges continue to change, laws change, and the needs of employers also change, human resource management must be constantly changing and developing. Power The underlying concept is that every employee is a human being, not a machine, and not merely a business resource. The study of management Human resource management combines several fields of science such as psychology, sociology, and others.
Human resource management also involves the design and implementation of a digestive system, employee organization, employee development, career management, performance evaluation, employee compensation, and good employee relations. Human resource management involves all management decisions and practices that directly affect human resources. Human resource management is needed to increase the effectiveness of human resources in the organization.
The aim is to provide an effective work unit organization. To achieve this goal, the study of personnel management will show how companies should obtain, develop, use, evaluate, and maintain employees in the right quantity (quantity) and type (quality). Human resource management discusses the great potential of the human workforce which is the driving force of management supporting factors that must be utilized as best as possible through synergy with the environment. It cannot be denied, technological change is very fast, forcing organizations to adapt to their business environment.
Scope
The scope of human resource management includes all nonprofit jobs related to human resources in the organization, as stated by Russel & Bernadin that “…. all decisions which affect the workforce concern the organization’s human resource management function. Activities related to human resource management generally cover
(1) Organizational Design,
(2) Staffing,
(3) Reward, allowances, and compliance systems, (4) Performance Management,
(5) Worker and Organizational Development,
(6) Communication and Public Relations.
The functions of human resources consist of:
A. Staffing / Employment
This function consists of three important activities, namely planning, withdrawal, and selection of human resources. Managers are responsible for monitoring human resource needs. As the company grows, managers become more dependent on the human resources department to gather information on the composition and skills of the current workforce. Although the withdrawal of labor is done entirely by the human resources department, other departments remain involved by providing descriptions of job specifications to assist in the withdrawal process. In the selection process, the human resources department conducts screening through interviews, tests, and investigates the applicant’s background. The responsibility of the human resources department for the procurement of labor has increased with the law on equal employment opportunities and various conditions required by the company.
B. Performance Evaluation
Performance appraisal of human resources is the responsibility of the human resources department and managers. Managers assume the primary responsibility for evaluating subordinates and the human resources department is responsible for developing an effective form of performance appraisal and ensuring that the performance appraisal is carried out by all parts of the company. The human resources department also needs to conduct training of managers on how to set standards good performance and make accurate performance evaluations.
C. Compensation
In terms of compensation/reward, good coordination between the human resources department and managers is needed. Managers are responsible for salary increases, while the human resources department is responsible for developing a good salary structure. A compensation system that requires a balance between pay and benefits provided to the workforce. Payments include salaries, bonuses, incentives, and profit-sharing received by employees. Benefits include health insurance, life insurance, leave, and so on. The human resources department is responsible for ensuring that the compensation provided is competitive among similar, fair, and appropriate companies. with applicable law, and provide motivation.
D. Training and Development
The human resources department is responsible for helping managers become good trainers and advisors to their subordinates, creating effective training and development programs for both new employees (orientation) and existing ones (skills development), involved in the training and development program, estimating company needs for training and development programs, as well as evaluating the effectiveness of training programs.
