From the Desk of Editor



Human Resource Management ( HRM ) is the strategic and coherent approach to the management of an organization's most valued assets—the people working there who individually and collectively contribute to the achievement of the objectives of the business.

The terms Human Resource Management have largely replaced the term personnel management as a description of the processes involved in managing people in organizations. Human resource mgt is both an academic theory and business practice that addresses the theoretical and practical techniques of managing a work force.


The goal of human resource management is to help an organization to meet strategic goals by attracting and maintaining employees and also to manages them effectively. HRM approach seeks to ensures a fit between the management of an organization employees and the overall strategic direction of the company.

Business Practice

Human resources management comprises several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line managers or others departments.

1. Manpower planning or workforce planning.
2. Recruitment.
3. Induction and orientation.
4. Skills management.
5. Training and development.
6. Personnel Administration or people management
7. Wage and Salary Administration.
8. Time Management.
9. Travel Management.
10. Payroll.
11. Employee Welfare.
12. Personnel Cost Planning.
13. Performance Appraisal.

Labor Management

Labor management is part of the wider profession of personnel management and in recent years, with the growing emergence of unionization in the ranks of lower categories of staff (ward boys, etc.) hospital managements have been faced with new challenges for they are attitudinally, as well as in terms of relevant knowledge not prepared. Their first response to such challenges is a "wish" that the unions would disappear. Sometimes hospital managements take resource to legal experts.

The right to organize as a union is a fundamental right and employee unions have emerged in various essential service organizations—police, transport, electricity, etc. Sometimes these employee organizations have shown insufficient concern for the consumer or society and have been preoccupied with their short term self-interest. The trade union movement is not free from distortions, more so in an evolving society like ours.

Unions arouse strong adverse reactions in many hospital managements. It seems unrealistic to hope they will disappear from the health care field. As a positive contribution, the unions provide effective representative organization to the management of large organizations where normal channels of supervision and communication often prove inadequate.

External political and trade union leadership can give birth to militant and disruptive unions only upto a point, just as infections in the external environment can affect healthy human beings only upto a point. Human beings with health generally manage to escape sickness even in a highly infected environment. Hospitals as dynamic human institutions with good personnel management show similar strength. Effective employee relations can be built only on a foundation of respect for employees as human beings, by treating them as valuable human resource and by the professional insights and techniques of personnel management, and taking recourse to labor laws should be used a weapon of the last resort in a conflict situation. Although no perfect or final answers to employee related problems of a specific organization are available, numerous relevant principles, insights and techniques have been developed in the personnel profession to aid the problem solving process, progressive and personnel management practices can significantly contribute to the avoidance of labor problems. For example, defining KEY results areas (KRAs) for key functionaries of hospitals and quantifying results in the respective financial/performance year.

Training and Development

Although there is always scope for improvement, medical training at various levels, particularly at higher levels, is well organized and recognized. In many organizations, the employees are frequently sponsored to external training programs organized by institutions like the Bombay Management Association. Training is a not a one time affair. In large hospitals, such programs can be organized in-house with the help of professional organizations. Training is not a one time affair. Employees need periodical: training to keep abreast with changes in administrative, accounting and other techniques and technologies. There is also the need to improve, qualitatively as well as quantitatively, the training of lower level personnel, ward boys, laboratory technicians, accounts clerks engineering technicians, etc.

A series of brief appreciation programs in various management disciplines like finance and HR/personnel management, data processing and public relations, etc., for senior medical personnel shouldering administrative responsibilities needs to be organized. Participation in such programs will enhance their administrative and managerial effectiveness of such personnel.

Updating Medical Knowledget

Medical knowledge and technology (electronics, laser, nuclear) is advances very rapidly and therefore all the medical personnel should be Kept updated about the latest developments. Membership in professional organizations, participation in professional conferences.

Present scenario

Most of the Head of the HR unable to act as per his/ her evaluation process as HR Expert. Most of the evaluation / performance relating decision finalized by Owner of the Institution. HR of the organization just as messenger of the directives from owner follow the same. Due to non involvement of HR Expert most of the organization taken some decision which ultimately losing best staff member.