Human Resources Management is defined as policies and practices Involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding and appraising. These include:

• Conducting job analyses (determining the nature of each employee’s job).

• Planning labour needs and recruiting job candidates

• Recruitment

• Selecting job candidates

• Orienting and training new employees

• Managing wages and salaries (compensating employees)

• Providing incentives and benefits

• Appraising performance

• Communicating (interviewing, counseling, disciplining)

• Training and developing managers

• Building employee commitment

The scope of HRM has changed over the fast few years. However, this Change has been relatively slow in comparison to the changes in their area of business, management and administration. Some HRM Sub-functions seems to be breaking away from HRM, other seems to be new sub-areas while still other seem to be changing only in term of their relative emphasis and degree of importance. Many of these changes depend on he size of the organisation in which the HRM functions occurs, the managerial philosophies, the growing importance of the functions, the changing organisational demands, employee needs and societal concerns. Managerial and organisational development, Manpower planning, organisational are incoming areas, i.e. they are now going to receive substantially more attention, they did not have any they are now going to receive substantially more attention, they did not have any prominence in the past. Training and managerial development and personal research have become increasingly important today, while the importance of appraisal, wage and salary administration, has somewhat declined in terms of relative emphasis. Employee benefits and services and worker’s health and safety have always been important personal concerns. Labour relations, public relations and plant security are ‘outgoing’ HRM sub areas which have been taken away from HRM department.

Today’s it’s firm’s workforce, its knowledge, commitment, skills and training that provides the competitive advantages for world class companies. And its HR’s job to build that competitive advantages. That means an upgrading of HR’s traditional role. Earlier, personal people first took over hiring and firing from supervisors, ran the payroll department and administrated benefits plans. The job consisted largely of ensuring that procedures were followed. The new technology in the areas like testing and interviewing began to emerge the promotion. Today, HR’s role is shifting from protector and screener to strategic partner and change agent. The metamporphosis of “personal” to “Human Resources” reflects that. In today’s flattened downsized and highly performing organisations, trained and committed employees- not machine are firms.