Role of the Human Resource Management in Team Building

Mismanagement wastes the tremendous creativity and vitality of human beings. By a wide margin, the most valuable asset is its human capital. When implemented properly, HRM has the potential to unleash results that would be unattainable with the same amount of money or other material resources at your disposal. The late Renis Likert was right on the money when he remarked, "Managing the human component is the core and most essential responsibility since all else depends on how well it is done." That is, the efficiency, productivity, and success of a business rely on the skills, enthusiasm, and effort of its human organization (1). Human resource management (HRM) is the process of strategically planning, developing, and managing an organization's people-centric procedures. Human resource management encompasses a wide range of activities, including but not limited to: job analysis and design; hiring; training; performance assessment and review; compensation and benefits; employee advocacy; and organization development. All managers, all human resources experts, and frequently all workers, work together to plan, construct, and execute human resources systems in order to efficiently manage these activities (2). Human resource management, then, is an all-encompassing and multifaceted approach to running a company by taking care of its most valuable resource: its employees. Employees that like what they do are essential to any business's success. Effective utilization of people is the focus of human resource management, a discipline of management. Management, at its core, consists of

Human Resources play a significant role in developing both the official and informal working ties between managers and staff. Many firms' human resources departments have significant entertainment expenditures that aren't used for HR-related activities but instead for off-site events that help strengthen the company's culture. One of the most important functions of human resources (HR) is to help build a strong, effective team. Successful companies understand the importance of building great teams. Even when efficiency measures are not in place, managers are more likely to trust one another when they have a personal connection. Both the information and the collaboration between the managers spread swiftly. They're more inclined

The HR department may add a training session to the team building, but the managers require actual team building. The personnel in the firm should be acquainted with one another, and crucial ties between departments and units should be developed. Though the expense of the wine was enormous, HR should be held accountable for investing in these ties, which may eventually save the firm (5). Human resources must recognize its relevance in team building and aggressively foster the establishment of informal ties among employees. Although the benefits to the business are difficult to put a price on, the success of these initiatives in raising managers' HR knowledge is observable. Uniting Teams - The ability to bring people together around a shared objective and boost productivity is a result of effective team building abilities. Build it into Your Companies Objectives - In addition to revealing how well your staff works together as a unit, team building exercises let you tailor assignments to achieve specific business goals. You may do this by planning events that are focused on your company's goals for the next year. It's a terrific time to get answers to any questions or hear suggestions from staff members about how to enhance the company's operations. Engaged Workforce - It has been shown that when a corporation values its employees, it shows in every facet of the organization. Employees that are invested in their work produce higher quality work, have more productive communications, and generate more original ideas. In addition to providing a welcome diversion from the daily grind, team building activities may also boost morale and productivity. Employees who are invested in their work are also less inclined to quit, which makes it easier for HR managers to fill open positions and boosts retention. Removing Conflict - Workplace tensions are inevitable at times. These disagreements may be resolved in a number of ways, all of which can be facilitated by team building exercises. If you and another person can create a link, resolving disagreements and becoming closer to one another becomes much simpler. Communication - Hands-on team building exercises are a great way to raise low levels of communication in the workplace. Team building exercises may help workers who are shy or reserved around others speak out and feel more at ease when interacting with others in a group setting. This provides a fresh environment in which team members may have more fruitful conversations with one another (6). Selecting an activity that is both novel and somewhat out of the ordinary may spark new forms of collaboration among participants. There are many options for group bonding Develops Problem-Solving Skills - Working together to find solutions to challenges is a great way to foster teamwork and encourage employees to think critically and strategically. Teams that see the signs of trouble and are prepared to address them are in a better position to lead during actual crises. Increases Trust - Employee trust may be boosted via team building exercises. Too much of a gulf is often felt between the leadership and the workforce, leading to a lack of communication and a rift in the workplace. Leadership may boost morale and teamwork by participating in team building activities as an equal rather than a superior. Meeting New People - Some members of management and staff may not have previously worked closely together, but team building allows them to do so. This benefit often goes unnoticed, but who doesn't want a day off to do something they enjoy? The value of having a good time at work and the magnitude of the accomplishments that may be made with a focus on having a good time may be emphasized via team building exercises. Builds Responsibility - In a group, everyone plays an important part. Accepting responsibility for one's actions increases the likelihood that a task was completed or that valuable lessons was learnt. Taking up and fulfilling responsibilities are highlighted as vital to a team's success during team building exercises. Improving Results - Outcome-oriented team building exercises are possible to plan. Consider using a team-building exercise to come up with innovative marketing strategies for your business. Reinforcing Work Culture - As a means of reinforcing the values of the company and adding to its culture as whole, team building activities may be quite beneficial. Team building exercises may either help sustain an existing culture or help shape a new one from the ground up. Causes may be shown by the fact that a team has to be formed. Lack of understanding or management commitment; reduced productivity; discouragement and lack of involvement; self-complaint; poor induction; lack of imagination and innovation; reliance on routine actions to address complex issues; conflicts or hostility among staff; inefficient personal meetings; limited involvement; minimal decision-making efficiency. One of the primary objectives of team building is to strengthen the relationships between team members (7). The term "team building" refers to any activity in which members of Efficiency and originality are both improving as a result. Motivating team members to achieve goals is another objective of team abilities boosts morale and solidarity. When employees of different backgrounds and specializations learn to work together, productivity and morale both rise (8). Globalization has boosted the profile of workplace cooperation and group problem-solving. Loss of productivity may be substantial if team members were unable to work together effectively, as might happen if they were separated physically. Historically, teams likely haven't been especially successful because they haven't had the appropriate training. When there are problems with performance or production, when there are more and more complaints from team members, when there are conflicts or antagonism among team members, when team meetings are ineffective, and when decisions are misunderstood or not followed properly, then teambuilding is necessary (9). But as the world becomes more interconnected, training for internationally dispersed teams takes more time and money. As geographically distant teams grow increasingly widespread, there is an urgent need for creative approaches to communicate. Since face-to-face interaction between teams is becoming increasingly rare in today's workplaces, academics are exploring team-building activities that utilize non-face-to-face communication methods. The conventional and commonly utilized framework for team development activities is regular face-to-face meetings; however this may be difficult and expensive for geographically scattered enterprises. But the current generation of two-dimensional online meeting technologies may not deliver the impression of proximity and unity necessary for teamwork. Businesses frequently hold "team building" events where employees take part in a wide variety of activities in an effort to increase team efficiency. This method of structuring occupations considers employees in terms of the contributions they may make to bigger, more cohesive teams rather than as individual contractors. Team building is essential in every context because it seeks to maximize a group's potential by fostering personal development, positive communication, effective leadership, and a collective dedication to problem resolution. Employees are more likely to be productive while working toward a common goal than than competing for individual recognition and praise. Though each employee has limited capabilities, via teambuilding they may learn to function as a cohesive one that recognizes and appreciates the strengths of the others (10). Since the 1980s, when they began to replace the highly regulated, centralized, and mechanical methods that had previously been the norm, team-based structures have become the standard in corporations. With better leadership and teamwork, it is hoped that productivity and morale would increase, which has led to the widespread adoption of teams. Synergies may be achieved if more people joined the workforce. An effective organization relies on the efforts of its worker contributes to the company's success. They have accomplished this together with the help of other team members. Team members have specific responsibilities and report to different divisions within the company, yet they collaborate as a whole to accomplish the company's objectives. Their actions are guided by a greater purpose, and they contribute to that end through the parts they play. When people are respected and heard instead of exploited and dictated to, collaboration is more likely to occur. Love and spirituality offer humanity, respect, and compassion to the workplace, hence Heap (1996) claims they are crucial to a successful team building plan. Compared to working alone or under other management systems, or even in smaller groups, teamwork yields better results (11). When people decide to take affairs into their own hands, they frequently develop into a highly efficient organization.

1. Human capital value: it is essential to have internal human resources function. An internal staff or an expert on personnel resources may help to improve the comprehension of the importance of human capital for the enterprise. In particular, human capital is important for small organizations since so many smaller companies have cross-functional workers. When just one person quits the smaller employees, the enterprise has an enormous gap and a possible risk to the profitability of the business. 2. Conflict Resolution: Because of the diversity of employees, styles, experience, and backgrounds, conflicts in the workplace are inevitable. An employee who is specially qualified in dealing with relationships between the employees or between management and staff may identify problems and resolve these disputes and restore good relationships. 3. Control the budget: Human resources limit excess expenditure by finding ways to cut labor expenses, including negotiating improved rates of benefits such as healthcare. Furthermore, human resources guarantee that pay is competitive and reasonable based on labor market research, employment trends, and wage analyses based on the functions of the workforce. Given the budgetary limitations of certain small companies, this role of human resources is particularly useful. 4. Training and Development: Human resources need assessments to determine the kind of training and staff development necessary to enhance your company's abilities and skills. Companies may have training requirements for current employees during the starting or expansion stages. The expense of hiring more employees or suitable applicants is

5. Workforce contentment: Personnel experts are frequently asked to determine the degree of satisfaction of employees often unclear at best. The human resources analyses what causes employee discontent and tackles these problems to inspire workers, via well-planned surveys, focus groups, and the Exit Interview Strategy. 6. Improved performance: Human resources create methods for the management of performance. The personnel may wind up in positions not appropriate for their talents and experience without the creation of a strategy that evaluates performance. In addition, workers whose achievements fall below the expectations of the company may remain on their salary, thereby providing poor performance individuals with the waste of money. 7. Cost savings: costs for employers, particularly small companies, maybe excessive to recruit new or replacement employees, including training and ramp-up time. The personnel department may reduce the costs of advertising job listings, educate the new workers and enroll new employees into benefit plans with a well-constructed recruiting and selection process. 8. Sustained business: The firm finds individuals with the required ability and promise to ultimately become leadership positions with the company via succession planning that develops personnel. This is an essential task as it may ensure the stability and future prosperity of the company. 9. Corporate image: companies want the "employer of choice" to be recognized. Employers of choice are those businesses for which workers are recognized, for whom people desire to work. They are companies. To become an employer of choice is to attract the most skilled applicants, choose the most appropriate applicants and retain the most brilliant workers. 10. Reliability: the staff guarantees that the philosophy and the business principles of the firm are taken into account. The creation of a coherent work atmosphere is crucial from the point of view of a small company. This must be achieved by employing smart recruiting choices that identity desired professional features, guidance, and embarkation programs.

Human Resource Management is needed to achieve the following objectives.  To supply, develop, use and encourage workers to achieve corporate objectives.  Strengthening the company through training and development, offers facilities, motivation capacities, i.e. effective use of human resources;  To establish a sense of belonging and to promote workers' ideas.  To support the maintenance indo- and outside of ethical policies and conduct.  To retain inside the Organization a healthy moral and human relationship.  Ensure individual and group integration in ensuring organizational efficiency  To manage the joint benefit of people, groups, organizations, and society.  Ensuring that unemployment, inequality, the implementation of merit recognition and the contribution of employees, and the stabilization of employment are not threatened.  To maximize the pleasure with the work and self-actualization of the employee, it seeks to speed up and encourage everyone to achieve their potential. Most studies, and many evaluation and reward systems, continue to focus on evaluating individuals, despite the growing prevalence of teamwork. An argument in favour of using effective assessment in teams is that the more efficiently a team functions, the more profit it will reap from its team structure (12). Assuming that creating teams would automatically boost output, effectiveness, and morale is unrealistic. While there are a variety of methods for assessing a team's efficiency, none of them are tailored to assisting human resources in better incorporating its rules and procedures into everyday operations. People from all walks of life and with different objectives and outlooks make up today's business teams. Attempts by academics and managers to draw meaningful comparisons across teams operating in various roles, departments, or geographical areas may be met with some difficulty. As a result, it is essential for team leaders to determine the most effective means of aligning the hopes and dreams of all team members with the overall objectives of the project (13). Team members can benefit from regular assessments of their cooperation; one method is to have team members and leaders evaluate the current state of affairs and offer comments on what's working, what isn't, and how things could be improved. Improved quality, productivity, safety, and morale are just few of the outcomes commonly attributed to high-performing teams in the workplace (14). Our understanding of how human resources departments might best foster teamwork has been expanded by these studies. Researchers in the insurance industry looked at the factors that lead to productive teamwork and employee output. accomplishments. This study will fill a critical gap in the academic literature by examining the relationship between team effectiveness, team performance, and, ultimately, organizational success. These findings may be useful for managers since they provide light on the connections between productive teams and their leaders (15). They'll have the knowledge and skills necessary to motivate their coworkers to pool their resources and talents using HR practices and to cultivate a high-performing team by focusing on important variables that contribute to its success.

Members of cohesive teams cooperate to set and achieve objectives, maintain an atmosphere of open and honest communication, freely exchange ideas, and constructively address disagreements. They also enjoy working together, have positive relationships with one another, and are motivated to succeed in spite of setbacks. Strong cohesion is crucial for these organizations to do their routine activities. Incorporating surveys to assess the degree of team effectiveness in target teams improves the value of already existing metrics for monitoring goal accomplishments. This study will fill a critical gap in the academic literature by examining the relationship between team effectiveness, team performance, and, ultimately, organizational success. These findings may be useful for managers since they provide light on the connections between productive teams and their leaders. They'll have the knowledge and skills necessary to motivate their coworkers to pool their resources and talents using HR practices and to cultivate a high-performing team by focusing on important variables that contribute to its success.

1. Anil Kumar Singh, HRD Practices & Organization Culture in India, Indian Journal of Industrial Relations, Vol. 45, No. 2 (October 2009), pp. 243- 254 2. Beich, E. (Ed.). (2001). The Pfeiffer book of successful team-building tools. San Francisco, CA: Jossey-Bass/Pfeiffer. 3. Board, L. M. (2007). Coaching a stockholder on performance improvement option, ASTD International conference Bowen RB.Recognizing and Rewarding Employees. New York: McGraw-Hill, 2000. 4. Branham, L. (2005). Planning to become an employer of choice. Journal of Organizational Excellence, 24, 3, 57-68. 5. Dave Ulrich, 2012 (Dave Ulrich delivers a keynote address, “The future of HR – creating HR? The six competencies HR needs for today‟s challenges”. 6. Fong, P., and Lung, B. (2007). "Inter organizational teamwork in the construction industry." Of Construction Engineering and Management, 133(2), 157. 7. Glen, C. (2006). Key skills retention and motivation: The war for talent still rages and retention is the high ground. Industrial and Commercial Training, 38, 1, 37-46. 8. Michie, J., & M. Sheehan. 2005. “Business Strategy, Human Resources, Labor Market Flexibility and Competitive Advantage,” International Journal of Human Resource Management 16(3), 445-464. 9. Dianna (2006) Teams: Teamwork and Teambuilding, Prentice-Hall, New York. 10. Edger, E. H. and Thomas G. C. (1985). Organization Development and Change, West Publishing Company, St. Paul; New York. 11. Fajana S. (2002) Human Resources Management: An Introductory, Labofin and Company, Lagos 12. Heliriegel, S. W. (1986). Instructor's Resource Guide to Accompany Organizational Behavior 4th edition. West Publishing Company. 13. LaFasto, Frank M. J.; Larson, Carl (August 2001). When Teams Work Best. Thousand Oaks, CA: Sage. 14. Robbins, S.P. 1998, Organizational Behaviour: Concepts, Controversies, Applications, Prentice-Hall, New York.

Research Scholar, Shri Krishna University, Chhatarpur M.P.