Human resource management performs quite a few useful functions in order to achieve its objectives. These functions have been categorized by Decenso and Robins as:
1. Acquisition: The acquisition function begins with HR planning. Relative to human resource requirements, we need to know where we are going and how we are going to get there. This includes the estimation of demands and supplies of labor. Acquisition also includes and recruitment, selection, and socialization of employees.
2. Development: The development function can be viewed along three dimensions. The first is employee training, which emphasizes skill development and the changing of attitudes among workers. The second is management development, which concerns itself primarily with knowledge acquisition and the enhancement of an executive’s conceptual abilities. The third is career development, which is the continual effort to match long-term individual and organizational needs.
3. Motivation: The motivation function creates an inner urge to perform and begins with the recognition that individuals are unique and that motivation techniques must reflect the needs of each individual. Within the motivation function, alienation, job satisfaction, performance appraisal, behavioral and structural techniques for stimulating worker performance, the importance of linking rewards to performance, compensation and benefits administration, and how to handle problem employees are reviewed.
4. Maintenance: The final function is maintenance. In contrast to the motivation function, which attempts to stimulate performance, the maintenance function is concerned with providing those working conditions the employees believe are necessary in order to maintain their commitment to the organization.
Within the confines of the four functions – acquisition, developments motivation, and maintenance – many changes have occurred over the years. What once was merely an activity to find a warm body to fill a vacancy has become a sophisticated process of finding, developing, and retaining the best qualified person for the job. But this metamorphosis did not occur overnight. It is the result of many changes in management thought, society, and the workers themselves.
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