Arti Research.docx

A study on “the challenges of human resource management function in private hospital, Guwahati, Assam”.

A synopsis proposal By Artimon nongbet Roll No; 170805 MSW 4th semester Specialization on: Human resource management

Under supervision of Farhana Hussain Assistant Professor Department of social work Assam down town University Gandhinagar, panikhaiti, Guwahati-26

CONTENT 1. Introduction 2. Literature review 3. Objectives 4. Significance 5. Methodology 6. Conclusion 7. References

I

1. INTRODUCTION The human resource of an organisation is composed off all efforts, skills or capabilities of all the people who work for the organisation. Some organisation may call this ‘human resource’ ‘as staff ‘or ‘work force’ or ‘personnel’ or ‘employees; but the basic meaning remain the same. All those who work for an organisation are workers. However, the organisation may call those who do manual work as ‘workers’ and describe others who do non-manual work as ‘staff’. The executives of an organisation are supposed to manage its human resource in the most effective manner so that employees work well in the best interests of the organisation and in their own interests’ too. For this purpose, it is essential that good human relations are established with the entire workforce. Human resource management involve the management and development of people in organisations, formulation and implementation of human resource practices and policies. Human resource management is changes very rapidly. Constantly environmental changes mean that human resource managers face constant challenges. Human resource management must respond by taking advantage of gradual yet profound changes in the nature of the field, current practices, and overall human resource policies, mission and vision The amount of rate of change are unprecedented (Idalberto, 2000).Organisation that will not adapt to meet environmental challenges will experience strategic problem(Tththi , 2008). Contemporary human resource managers need to learn to be competent professionals as the challenges posed by the new millennium are very complex ,for example from the industry age to the information age, work performed in factories by machines is being replaced by work in offices or at computer terminals, and instead of working with things; people increasingly work with idea and concepts (Idalberto, 2001) .Human resource management are concerned with the management and development of the people in organisations. They are involve in the development and implementation of human resource strategies and policies and some or all of the following people

management activities: organisational development, human resource planning, talent management, knowledge management, recruitment and selection, health and safety, welfare, human resource administration, fulfilment of statutory requirement, equal opportunity and diversity issues and any other matters related to employment relationship (Armstrong, 2008). Further, as indicated by (dessler G. 2003) human resource management is the process of acquiring, training, appraising and compensating employees,, and attention to their labour relations , health, safety and fairness concept.

1.1 Human resource function Human resource management refers to the activities of specialist staff that are responsibility for the personnel objectives of the organisation. The head of this department is responsible for establishing and implementing strategies for human resource of the organisation-its people. Staff members of this department are responsible for providing guidance and assistance to both management and employees. In a sense, it is the job to manage people. They do so by acquiring, retaining and developing the human resource of the organisation. The policies of the Human resource department affect the entire workforce. Hence it is their responsibilities to look after the interests of all- management as well as other employees.

1.2 . Challenges of human resource management function A challenges is an obstacle which prevents a policy instrument being implemented, or limits the ways in which it can be implemented. In the extreme, such barrier may lead to certain policy instruments being overlooked and the resulting strategies being less effective (Kamuri, 2005). Challenges emanate both from within the organisation and external issues from the environment. These include inadequate finances, poor

communication, ill defined accountabilities, organisational culture challenges, failure to empower or give people more freedom and authorities to execute policy. In the health care industry Challenges also emanate from the specialized nature of health care services provision, conditions of work including health and safety concerns, society constraints, prejudice and adverse culture. Organisation must identify and analyse environmental characteristic and development strategies to met changing trends (Chan and Huang, 2005). The external environment is quit complex and influence the human resource practise to a large extent; its include the prevailing political and legal requirement and the labour market. Torrington D. et al.,(2008) has indicated that the labour market is the pool of available talent in which employers compete to recruit and subsequently retain staff. Owing to a rapid expansion of the education system, the supply of educated labour has increased over time (Banda, 2006). Diversity, increased female participation in the workforce has been some of the most significant trends over recent decades. Another challenge is the changing occupational structure leading to a great demand for skilled staff 9torrington D. et, 2008). Managing résistance to change represent a particular challenge for personnel management staff, as this expertise has generally not been a consistent area of focus for training and development of human resource professionals (Armstrong, 2008).

RIVIEW OF LITERATURE Challenges emanate both from within the hospital and external issues from the Environment. Ikama (2010) asserts that the personal values, perceptions, beliefs and Attitudes people hold affect their interactions and work relationships with others who are perceived to be different hence managing diversity in organizations is not an easy task. Other challenges include resistance to change, organizational culture challenges, employee retention and turnover, employee involvement and recognition, managing Costs and legal requirements.

Managing diversity in the work place is a challenge. People are different, they vary in gender, culture, race, social, physical and psychological characteristics, but our attitudes towards these differences can be negative or positive, depending upon individual perspectives and prejudices. Baset-jones, (2005) argues that diversity is a recognizable source of creativity and innovation that can provide a basis for competitive advantage. Diversity is also a cause of misunderstanding, suspicion and conflict in the workplace that can result in absenteeism, poor quality, low morale and loss of competitive advantage. Organizations have to manage the resulting paradox (Price, 2007).

Kosset and Lobel (1996) argue that human resource management policies and practices require organizations to strike a balance between opposing forces or influences. Shifts in demographics and labour force participation have changed the composition of employment in favour of women, rising levels of education have made workers more aware of their uniqueness and fueled the expectation that companies should tolerate and even accommodate differences among individuals and groups. The challenge for human resource managers is how to strike a balance between diversity and commonality. Foot and Hook (2008) have noted that equality and diversity are major issues that affect everyone in the workplace. All employees' current and potential have a right not to be

discriminated against unfairly and blocked in their careers for reasons that have nothing to do with their abilities in relation to their work. Line managers need to be trained further in understanding what the organization aims to gain from diversity, and in managing people in such a way that they can achieve their full potential.

Providing diversity training to everyone might be too costly, but organizations should lay out their expectations to all employees. Ikama (2010) has noted that managing diversity in organizations is not an easy task; it brings about challenges of Communication, perception, cultural, language, ineffective communication of key objectives resulting in confusion, lack of teamwork and low morale.

Torrington et al (2008) has established that there is always a conflict between the needs of the employer to push for increased output and efficiency and the needs of the employee to be protected from the hazards of the workplace. In the midnineteenth century these tensions centered almost entirely on the long hours and heavy physical demands of the factory system. In the twenty first century the tensions are more varied and more subtle, but concern about them remains as great. Health is the concern for good health, it is being physically and mentally well with body and mind in excellent working order; safety is absence from danger and avoidance of injury; Welfare is wellbeing, and health and safety are both aspects of welfare as they are both important to the employee's well being. Reducing accidents and improving occupational ill health is important for organizations today and many are taking an increasing interest in areas such as absenteeism (Foot and Hook 2008).

2. OBJECTIVES OF THE STUDY 1. To find out the various function carried out by the Human resource department in the organisation. 2. To find out the challenges faced by the department in carrying out these functions 3. To find out the resources required by them to overcome these challenges

3. SIGNIFICANC OF THE STUDY The study will be important to the management of hospital as it endeavours to manage its human resource function. It will enable the decisions makers to come up with better policies and decisions that provide an enabling environment for the provision of quality health care. It also is important to management and staff of others health institute as it will provide insight on some of the challenges being faced by the human resource function and how they can deal and avoid them. It will help human resource professional sharpen their focus on challenging that are being experience globally and locally and there by provide a rationale for changes that can be adopted within their own institutions to overcome these challenges

4. METHODOLOGY The research methodology refers to the principles and ideas on which researcher based their procedures and strategies. Methodology is the most important part of any research study in which enable the researcher to form blue print for the study undertaken. Research methodology involves the initial identification of the problem to its final conclusion

4.1 Universe of the study The study will be conducted at four private hospitals of Guwahati City Assam 4.2 Research approach Here the Quantitative approach will be used to meet the objectives in the study. 4.3 Research design In this study a descriptive designs will be used to describe the challenges of human resource management in organisation. 4.4 Sampling design The researcher will use the simple random sampling as a design of study. All the employees will get a chance to be a part of the study 4.5 Sample size The sample of 40 respondents will be taken for the study 4.6 Research tools and technique The data in the study will be collected through questionnaire 4.7 Data collection procedure The researcher will used both primary and secondary data as a method of data collection for the study. It will includes open-ended and close-ended questionnaire 4.8 Duration of data 1week 4.9 Tabulation of data The analysed data will be represented in the form of tables and charts 4.10 Plan of data analysis

The data will be present in the form of graphs for easy comprehension and understanding of the facts generated from the research 4.11 limitation of study The study should be completed within stipulated time limit

BIBLOGRAPHY

Allan price (2017), Human Resource Management in a Business Context, Cengage Learning London, 3rd edition K Aswathapppa, Human Resource Management text and cases, eight edition Chag W. A. & Huang T .C. (2005), Relationship between strategic Human Resource Management and firm performance a contingency Approach, International Journal of Man power, Vol. 26, NO 5. Emerald Group Publishing Ltd.