Every organization or industry is not only made by brick, cement or wood but it builds by 4 m’s i.e

a) Money
b) Material
c) Machines And
d) Men

The man is ultimate resources of the organization because they think, speek, so that utilization of this resource is very critical. Every success of origination is depending on efficient and effective man power. HR starts when a man enters in the organization and its end, when he leaves the organization. HR deals with the human dimension.
Success or failure of an organization depends on the effective coordination of the resources such as money, material, machinery and men. Among these, the role and operation of men is the most complex. All the activities of an organization are initiated and completed by the persons who make up the organization. Therefore, people are the most significant resources of any organization. HRM is known by different names – Personal management, personal administration, man power management.

1. Introduction

Traditionally, personal management is concerned primarily with five basic systems – recruiting, training, and compensation whereas if we integrate the system to other organizational functions/systems with more concern on human aspect ten this term becomes HRM.

HRM is the phenomenon of late 19th century, when, with the growth of industrialization in the West, the role of HR manager started to emerge. However, it gained importance in 1950’s, when Japanese used it as a strategic resource. That led to the coining of the term HRM and the realization among the managements that an organized and militant labour force was an essential requirement for efficiency and that a “Human approach” towards employees paid greater dividends both at the organizational and national level.

Afterwards, HRM progressed to the centre stage of the organization. Today, therefore in truly world class corporations the HRM function has assumed a greater significance and plays a comprehensive role in organizational management.

The dawn of the 21st century presupposes organizational systemic preparedness for retaining and gaining competitiveness in a global and native business scenario. The early 20th century predominantly focused on the manufacturing or the production priorities of the firm

HRM has bee defined as the function / unit in organisation that facilates the most effective utilisation of HR to achieve the objectives of both the organization and the employee.

2. Role of HRM

The role of human resource management in organization is at counter stage. Managers are aware that HRM is a function that must play a vital role in the success of organization. It is an active participant in charting the strategic course an organization must take place to remain competitive, productive and efficient. Its focal point is people, people are the life blood of the organization. The uniqueness of HRM lies in its emphases on the people in work setting and its concerns for the well living and comfort of the human resources in an organization. The HRM function is much more integrated and strategically involved. HRM and every other functions must work together to achieve the level of organization. Effectiveness required competing locally and internationally.

It is the action oriented, individual oriented, globally oriented and future oriented. It focuses on satisfying the needs of individual at work.

Functions and businesses need to integrate for effecting customer service.

The approach to HRM differs from organization to organization depending on how much it is valued by the management Technological change, innovation and heightened competition drive to increase the skill of employees. Competitive challenges motivate to companies to use their human resources effetely.

2.1 Contribution HRM to organization

1. Helping the organization to search its goal.
2. Employing the skills and the activities of the workforce efficiently.
3. Providing the organization with well trained and well motivated employee.
4. Increasing to the fullest the employee’s job satisfaction.
5. Developing and maintaining quality of work life
6. Communication
7. Helping to other department and function

HRM includes the very Interesting phenomena that is HRD. Human resource development (HRD) is phenomenal for the manufacturing and service industry. HRD deals with up gradation of skills for labours and executives, planning and allocation of work, monitoring and assessment of performance. One of the most important tasks is upgrading the skills and knowledge of the human resource from time to time in tandem with the development of technology and trade. This upgradation is done through training and workshop/seminars. Collectively, HRD activities result in increased productivity, reduced cost and wastage, rightsizing of labour and staffs at the organization, organizational stability and flexibility to adapt to future changes.

2.1.1 Culture

HR manager have responsibility under HRD to make OCTAPACE culture climate in the organization.

T- Trust
P- Proactive ness
A- Authenticity
C- Collaboration
E- Experimentation

2.2 HRM in textile:

Textile is industry oriented field where lots of processes are there to carried out raw material\fibers to finished garment. In this we have required technical skilful and motivated peoples. For textile, a littlie bit differences in the scope, approach in HR concept, because here peoples think differently, expect differently. In textile, environment is different as compare to other origination or industry, here more interaction to be carryout around 80% manager spend time in handling of human resources . A very common problem always exist in every textile oriented that is conflict ( grievance) in intra department or in worker and management, so this HR(HRM) play as a tool to resoles this problem efficiently. HRM increase the communication ,coordination and involvement so that chances of misunderstanding will be minimum. Even in organizations with educated and experienced staff, due to the lack of cooperation on part of the management, the department cannot carry out its functions.

The basic concept of HRM is to attract and retain the right person at right place in right time with right remuneration. In textile HRM should appoint the skillful employ at the right ,appropriate ,correct place where hr express his capabilities ,because if we place sensitive people at spinning production then he will face so many problems. For textile, it is compulsory to that the company treat the employee as an asset of the company. A simple human transform as a asset by selection of right person for right place & trained him and provide adequate career development opportunity. In textile a major issues is the wages and salary with time (promotional), so HR took care about that and make structure in such way that it satisfies both ie worker(employees) and management .HR play just like a bridge between management and employees, some body termed this jobs as a thanks les job.

The textile industry had gone through a tough phase, but now textile industries want to capture the global market, so they are thinking on overall improvement. Many issues such as better productivity and production, infrastructure upgradation, social compliance, and labour problems, coordination, customer relationship are still grappling the industry and efforts at small levels towards the betterment of the existing scenario are on However, amidst realization and solutions to all these problems, one necessary aspect - human resource management ,which includes the human resource development - that can definitely help the industry go a long way, has been left out.

“The industry wasn’t doing very well because of some sectoral problems and problems with excise, customs, etc, but with the kind of packages that have been announced recently, we are now picking up. In fact in the last three-four months, the prices and demand of yarn, fabrics and shares have gone up, indicating an upward movement,” says Mr D K Nair, secretary general, Indian Cotton Mills Federation (ICMF).

“With the situation of the industry improving, the employment opportunities should surely improve,” he adds. At present time there is boom in textile sector ,as quota free result, so industries are doing a lot of efforts to meet increased demand in foreign as well domestic area. This has led to a shortage of skilled workforce. HRM would be a tool to handle this type of problem. In India there is 20% growth increasing in fabric production as compare to last year so there is a lot of employment opportunity, so HRM would be more important in Indian scenario. And now industry realized that if we not hired or trained employee then growth curve will fluctuating. Now industries require the more numbers of potential and skillful employees. A well-qualified technician would definitely add to their standard, and output towards the organization goals, and the main reason of shut down of many companies, is failure of HRM.

However, industries realized that the solution of all problems is one necessary aspect - human resource management, which includes the human resource development - that can definitely help the industry go a long way, has been left out.

The HRD centre at the South India Mills’ Association (SIMA) was started in 1995. The vision of the leaders of yesteryears at SIMA led to the development of the HRD centre. According to Mr Selvaraj, systematic and timely effort taken by few mills in training of workers and executives has helped them to wither the competition. “Apart from increasing productivity, our counselling sessions to union leaders has helped to bring a change in attitude”, he says. Training programmes offered by SIMA are management oriented and also focus on shopfloor management. Programmes are offered at SIMA units (mills) and at regional levels.
Training of trainers, textile costing, cotton selection, stores management, yarn marketing are some of the programmes on offer by SIMA. “All the programmes are need-based and are arrived at after a thorough diagnosis study at the mill”, informed Mr Selvaraj. A total of 2,864 participants have been trained over the years.

2.3 For textile HR can do

•Identification of people requirement i.e. why & how much to be required ,because in textile every process requires different numbers of peoples for say spinning section requires much more as compare to garment.
•After this, HRM find out where they are available, ie internal or external for say education institutes or competitors or etc.
•Next is training, textile training is very much important, because entire thing is depend on this. If training is wrong or doesn’t give result then origination looses the time, money and effort. In textile we should concentrate on training .In this, there are 4 types of training ie, internship, remedial, refresher, promotion training .HRM provide these by two methods ie on the job and off the job. Training should match with organizational goal, job profile, job description, characteristics of trainee.
•After this HRM should evaluate the training program by taking interview report submission or by field observation
•Next is performance appraisal
•Compensation and rewards have to be individually charted depending on the intellect brought in by the employee along with the time frame for its delivery. The company should have reward programs on a group basis for knowledge workers. The Performance Appraisal system must have built in rewards for system creators

Flow chart for fresher engineer

Their role is to create virtual teaming skills, enterprise problem solving databases and corporate information database.


1. Dr.C.B. Gupta “Human Resources Management”
2. Mr.Aswathappa “Human Resources Management
3. Mr.John M. ivancevich “Human Resources Management”
4. Sabeen Jamil “Human resource management - a fad in quandary”
6. www.globalhrm.com
7. Nidhi Srivastava: Textile industry in need of trained technicians

About the about:

Ajay Joshi is Lecturer in the Department of Textile Department,
Shri Vaishnav Institute of Technology and Science,
Baroli (Indore-Sanwer Road), Dist: Indore (M.P) Pin-453331
E-Mail ID: joshi303@rediffmail.com

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