What is the concept of hrm?
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HRM works under the assumption that people are the most important resource in an organisation. this is because people unlike other resources are the heart of the organisation. Therefore the concept of human resource management, to manage the employees in such a way so as to keep them satisfied, to ensure that they perform at the maximum productivity level. HRM involves everything from planning, to selection, recruitment, remunaration, health and safety right up to termination.
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HR management is simply managing the functions (recruitment, performance development/evaluation, payroll, record keeping etc) relating to the people in the org'n; whereas HR development is more focused on development of people via tools such as training, career management, succession planning etc.
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Human resource managers "hire and train employees, evaluate performance and determine compensation. At large firms, separate departments deal with recruiting and hiring, wage and salary levels, and labor relations. A smaller firm may have a single department - or a single person - responsible for all human resource activities."
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http://www.hr2hr.com/main.php?lng=en&page_id=010
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Human rights refers to the concept of human beings as having universal rights, or status, regardless of legal jurisdiction or other localizing factors, such as ethnicity, nationality, and sex. As is evident in the United Nations Universal Declaration of Human Rights, human rights, at least in the post-war period, are conceptualized as based on inherent human dignity, retaining their universal and inalienable character.\n\nThe existence, validity and the content of human rights continue to be the subject to debate in philosophy and political science. Legally, human rights are defined in international law and covenants, and further, in the domestic laws of many states. However, for many people the doctrine of human rights goes beyond law and forms a fundamental moral basis for regulating the contemporary geo-political order. For them, they are democratic ideals.\n\nContents [hide]\n1 Human rights legislation \n2 History \n2.1 International bodies \n2.2 Regional legislation \n3 History of human rights \n4 Philosophy of human rights \n4.1 Types of human rights \n4.2 Justification of human rights \n5 Violations of human rights \n5.1 Monitoring \n5.2 Protection and promotion \n5.3 Non-governmental and multilateral organizations \n6 Notes \n7 See also \n8 References \n9 External links \n9.1 Human rights organizations \n \n\n\n[edit] Human rights legislation\nWhere it has been adopted, human rights legislation commonly contains:\n\nsecurity rights that protect people against crimes such as murder, massacre, torture and rape \nliberty rights that protect freedoms in areas such as belief and religion, association, assembling and movement \npolitical rights that protect the liberty to participate in politics by expressing themselves, protesting, participating in a republic \ndue process rights that protect against abuses of the legal system such as imprisonment without trial, secret trials and excessive punishments \nequality rights that guarantee equal citizenship, equality before the law and nondiscrimination \nwelfare rights (also known as economic rights) that require the provision of education and protections against severe poverty and starvation \ngroup rights that provide protection for groups against ethnic genocide and for the ownership by countries of their national territories and resources \nSee International human rights instruments.\n\n\n[edit] History\n \nEleanor Roosevelt with the Spanish text of the Universal Declaration in 1949Appalled by the barbarism of the Second World War, the United Nations General Assembly adopted the Universal Declaration of Human Rights in 1948. While not legally binding, it urged member nations to promote a number of human, civil, economic and social rights, asserting these rights are part of the "foundation of freedom, justice and peace in the world". The declaration was the first international legal effort to limit the behaviour of states and press upon them duties to their citizens following the model of the rights-duty duality.\n\nMany states wanted to go beyond the declaration of rights and create legal covenants which would put greater pressure on states to follow human rights norms. Because some states disagreed over whether this international covenant should contain economic and social rights (which usually require a greater effort to fulfill on the part of individual states), two treaties were prepared.\n\nIn 1966 and 1976 respectively, the International Covenant on Civil and Political Rights and the International Covenant on Economic, Social and Cultural Rights came into force. With the Universal Declaration of Human Rights these documents form the International bill of rights.\n\n\n    ...recognition of the inherent dignity and of the equal and inalienable rights of all members of the human family is the foundation of freedom, justice and peace in the world     \n—Preamble to the Universal Declaration of Human Rights, 1948\n \n\nSince then several other pieces of legislat
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HR?  Human Resources?  If so, what products are you offering?  Recruiting, benefits, employee relations?\nI would market to small employers that need HR expertise, but don't have the resources to have a full-time HR professional and to mid-sized employers that have HR staff but need the "bells and whistles".
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http://www.accd.edu/sac/mgt/mward/lecture.htm\nhttp://www.change-management.com/tutorial-change-competency-hr.htm\n\nand much more.. \njust google for\nHR management pdf
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Of course it has a relationship to Human Resources management.\n\nAny form of leadership or team building can only strengthen an organisation whether it is deployed on a companywide basis or whether it is carried out locally on individual teams.\n\nHuman Resources managers should always be concious of the 'Team Fit' of a person they are hiring not only the individuals personal skills.\n\nCompanies can heve significantly less staff turnover also if effective leadership and team building are part of an organisations ethos. Happy workers = motivated workers = better productivity = lower staff turnover\n\nif you want to know any more, email me. This is one of my many fields of consultancy ;-)
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20, check here:\n\nhttp://www.academic360.com/hr/hrlisting.cfm?TerID=23
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management that works by trying to assess competencies and measure performance based on competency levels.\n\n(you thought i was going to say competent management is a contradiction in terms, didn't you?)
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HR's primary goal is to protect a company from legal action.  They do this by making sure that all employees are treated fairly so that they do not have a reason to sue the company.  HR usually approves hiring, firing and promotion decisions to ensure laws and policies are followed. They also investigate any employee complaints. \n\nHappy workers are more productive. HR is usually responsible for trying to keep employees happy or at least finding out what makes them unhappy so they also handle benefits, compensation (pay rates and bonuses), and general employee relations (holding company events and talking to employees to find out what their concerns are and if they can be fixed) etc.  \n\nIt's more complicated than it sounds, but I hope this helps.  You might also visit the Society for Human Resource Management website at http://www.shrm.org/
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Human Resources is typically in charge of reviewing applications and help in the hiring process of new employees.  They are also typically in charge of company benefits (health insurance, life insurance, 401k, etc).  They also investigate sexual harassment claims and other possible disciplinary issues.
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look into HRTM: hotel restaurant tourism management
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check out www.shrm.org (Society of Human Resources Management)
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I'm in HR and the best qualities would be patience, tact, and calmness.  I never know what I'll be faced with when I go into work.  It's like being the police/psychologist of the office.  A lot of conflict and trouble is avoided by tact and remaining composed.
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Human Resource is the name given to the staff/workers within an organisation.  Organisations depend on many resources such as buildings, capital, and human resource which is their workforce.  The name Human Resource is often applied to specific departmenets within organisations which deal with employment of staff and any staff welfare issues etc.
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Human resources is the function dealing with the management of people employed within the organization. Today most organizations consider their employees as capital. Human capital. Why? Because,\nHuman capital denotes the collective knowledge, skills and abilities of an organization’s employees. \n When you have capital - audit follows.   \nTherefore we Human Resource Auditing is nothing but the process of assessing HR programs and services to determine their effectiveness or efficiency. \nThis helps in planning ahead. why? Because, An organization has to have employees with the skills it requires to meet current and future business demands. \nIt also helps them decide about recruitment and pink slipping, promotions, payraises etc.\nHope I have been able to explain it to you.