| Every task has an objective for why it is being | | | | 5. Increases the speed of growth of the |
| conducted, so as same the objective of this | | | | organisation. |
| article is to awaken the entrepreneurs, HR | | | | 6. Creates a better image of the organisation |
| persons and personnels involved in management | | | | among the industry. |
| towards thinking one step ahead of retaining | | | | 7. Develops the interest among the candidates to |
| potential HR of any organisation. Human resource | | | | do job. |
| is a term with which many organizations describe | | | | 8. Passes a positive image in the society. |
| the combination of traditionally administrative | | | | 9. Increases confidence among the shareholders |
| personnel functions with performance | | | | and all other investors. |
| management, Employee Relations and resource | | | | 10. Improves overall quality of output as well as |
| planning. The field draws upon concepts developed | | | | quality of work life of the employees of the |
| in Industrial/Organizational Psychology. Human | | | | organisation. |
| resources have at least two related | | | | Employees as Key Resource reduces - |
| interpretations depending on context. The original | | | | 1. Attrition rate. |
| usage derives from political economy and | | | | 2. Expenses, efforts, resources for recruitment. |
| economics, where it was traditionally called labor, | | | | 3. Financial losses. |
| one of four factors of production. The more | | | | 4. Delay in work. |
| common usage within corporations and businesses | | | | 5. Monitoring. |
| refers to the individuals within the firm, and to the | | | | 6. Lower quality of work. |
| portion of the firm's organization that deals with | | | | Characteristics of KR – |
| hiring, firing, training, and other personnel issues. | | | | 1. Self motivated. |
| This article addresses both definitions. | | | | 2. Highly motivated. |
| The objective of Human Resources is to | | | | 3. Determinant towards work. |
| maximize the return on investment from the | | | | 4. Perfectionist attitude towards work. |
| organization's human capital and minimize financial | | | | 5. Knowledgeable. |
| risk. It is the responsibility of human resource | | | | 6. Decent behaviour. |
| managers to conduct these activities in an | | | | 7. Patient. |
| effective, legal, fair, and consistent manner. | | | | 8. Experienced. |
| Human resource management serves these key | | | | 9. Qualified. |
| functions - | | | | 10. Zeal to learn and turn statements into reality. |
| 1.Recruitment Strategy Planning | | | | 11. Responsible. |
| 2.Hiring Processes(recruitment) | | | | KR & Indian Industry – |
| 3.Selection | | | | In today’s scenario where each and every |
| 4.Training and Development | | | | customer is fickle and quality conscious, |
| 5.Performance Evaluation and Management | | | | demanding, KR first of all determines the need of |
| 6.Promotions | | | | the customer/client that what exactly they are |
| 7.Redundancy | | | | searching for. Regarding the employees in any |
| 8.Industrial and Employee Relations | | | | organisation the working style/execution of any |
| 9.Record keeping of all personal data. | | | | task is a mix of target and time oriented. It |
| 10.Compensation, pensions, bonuses etc in liaison | | | | depends upon the nature of the job and the |
| with Payroll | | | | manpower whosoever is engaged in the |
| 11.Confidential advice to internal 'customers' in | | | | completion of that job. The better way for |
| relation to problems at work. | | | | completion of a job with desired result is to |
| 12.Career development. | | | | distribute the authority regarding that activity so |
| Concept : | | | | that the employee must know their responsibility |
| Concept of Key Resource states about the | | | | and it can be held liable. Monitoring of each and |
| resources/employees about how to make each | | | | every task must be output oriented as whether |
| and every employee of the organisation as a key | | | | the desired output has been achieved or not. In |
| resource for the organisation. It is a unique never | | | | this case the efforts and all other things which are |
| heard and never discussed term in the area of | | | | engaged in achieving output can be assessed |
| management. KR deals with each and every | | | | simply through the output desired and got. |
| resource of the organisation to improvise its | | | | Scope of KR in India – |
| efficiency in such a manner so that it must prove | | | | If the Human Resources of an organisation are |
| as a “Key Resource” rather than just an | | | | turned into Key Resources, they can turn the |
| asset to the organisation. Though management of | | | | dreams of the organisation into reality in a very |
| each and every organisation put their efforts to | | | | short span of time, as all KR’s have a clear |
| enhance the productivity of their employees and | | | | understanding of – |
| to get most out of it but once the human | | | | 1. What the job is? |
| resource becomes the key resource all other | | | | 2. The resources which will be engaged into it? |
| efforts, strategies, resources are regardless to | | | | 3. Desired output? |
| get maximum output from the employees. Until | | | | 4. Best minds & hands for the completion of |
| and unless any task/feeling/efforts are put on | | | | the task. |
| continual basis and also monitored at regular | | | | 5. Method by which it can be completed at its |
| intervals (frequency of intervals depends upon | | | | optimum. |
| sensitivity of the case/objective), the success can | | | | Conclusion - |
| not be assured. | | | | To conclude this article it seems an immense |
| Human resources can be turned to Key resources | | | | need of the hour that further work has to be |
| by - | | | | started immediately because turning every human |
| 1. Motivation. | | | | resource into key resource put the organisation |
| 2. Continuous support. | | | | to new heights and a landmark in the industry. |
| 3. Guidance. | | | | References: |
| 4. Availing proper resources. | | | | • Anderson H. Anderson Effective Personnel |
| 5. Sufficient compensation. | | | | Management, Jaico Books Delhi 1997 |
| 6. Distribution of power, authority. | | | | • Aswatthapa K, Human Resource and |
| 7. Evaluation and monitoring. | | | | Personnel Management, TATA McGraw Hill |
| 8. Education. | | | | Publishing Company Limited, New Delhi 2005 |
| 9. Training. | | | | • Mamoria C.B., Gankar S.V., Personnel |
| 10. Encouragement. | | | | Management Text & Cases, Himalaya |
| Employees, as key resource take up the | | | | Publishing House 2006 |
| organisation to new heights with smooth running | | | | • Anderson Alan H., Effective Personnel |
| and they also ensure optimal utilization of | | | | Management, Jaico Publishing House 1997 |
| resources as well. | | | | • Cascio Wayne F., Managing Human |
| Key Resource of any organisation - | | | | Resources, MCGRAW HILL 1995 |
| 1. Enhances intellectual capital of the organisation. | | | | • Wadhwa Raj K., Davar Jimmy, Rao Bhaskar |
| 2. Saves time. | | | | P., Personnel Management and Productivity |
| 3. Saves resources. | | | | Factors, Kanishka Publishers, Delhi 1996 |
| 4. Increases the productivity of the organisation. | | | | • Flippo Edwin B. |