Changing Role of HRM in Nepalese Organization

Changing Role of HRM in Nepalese Organization

HRM plays a vital role in any organization. However, the changing role of HRM in Nepalese organization is mentioned below:
1. HR and boosting productivity: Productivity, improvement is crucial at today’s globally competitive environment, and HR plays a pivotal role in lowering labour costs. For many forms, instituting tough headcount control are the first line of attack on lowering labour cost; the HR department generally plays the central role in planning and implementing corporate downsizing and then taking steps to maintain the morale of the remaining employees.

2. HR and responsiveness: Making the enterprise more responsive to product innovations and technological change is the basic aim of many of the management changes. Thus, downsizing, flattening the pyramid, empowering employees, and organizing around teams are aimed at facilitating communications and making it easier for decisions to be made and for the company to respond quickly to its customer’s needs and its competitor’s challenges. HR plays a crucial role in accomplishing this.

3. HR and services: Employee behavior is particularly important in service firms like banks and retail establishments. If a customer is confronted by a salesperson who are tactless or unprepared to discuss the pros and cons of the different product or (even Norse) downright discourteous, all the firm’s other efforts will have been wasted. Service organizations have little to sell their good service, and that makes them uniquely dependent on their employee’s attitudes and motivation and on HR management.

Therefore, HR plays a crucial role in service companies. A recent study of service firms illustrates the HR- service link. The researcher found that progressive HR practices such as facilitating employee career progress, developing orientation/ training/ socialization programs for new employees, and eliminating conditions on the job that inhibit task performance appear to improve employees’ customer service as well as the overall quality of that service from the customer’s point of view. It is better to use progressive HR practices to build employee commitment and morale; employee will then provide excellent customer service, which in turn will generate profits.

4. HR and employee commitment: Intense global competition and the need for more responsiveness put a premium an employee commitment. Building employee commitment and creating a synthesis of employee and employer’s goals so that employees what to do their jobs as if they own the company takes multi-pronged effort, one of which HR plays the central role. Two-way communications foster commitment. High commitment firms also tend to engage in actualizing practices, which aim to ensure their employees have every opportunity to fully use all their skills and gifts at work and become all they can be. HR practices are crucial here, for instance, in establishing career-oriented performance appraisal procedures and open job posting and job transfer practices. Convincing employees that the company and all its managers care about them is important too.

5. HR and corporate strategy: The most striking change in HR’s role is its growing importance in developing and implementing strategy. Traditionally, strategy the company’s plan for how it will balance its internal strengths and weakness with external opportunities and threats in order to maintain a competitive advantage was a job primarily for the company’s operating line managers. Then the president would more or less leave the personnel implications of that plan (i.e. hiring or firing new workers, hiring out placement firms for those fired, and so on) to be carried out by HR management.

Today things are different. Strategies increasingly depend on strengthening organizational responsiveness and on building work teams and these put HR in a central role. In a fast changing world, globally competitive and quality oriented industrial environment. It is often the firm’s employees themselves who provide the competitive key. It is thus now increasing common to involve HR in the earliest stages of developing and implementing the firm’s strategic plan, rather than letting HR just react to it.

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