Human resource management is resource-centred activity providing and deploying human resources catering to management needs. It is aligned to management interest being a management activity. Demand rather than supply is the focus of the activity. HRM emphasised on planning, monitoring and control. Human resources issues and problem solving is undertaken with other members of the management.

Management of human resources is similar to other aspect of management in the organisation and an integrated part of it. Providing employees with considerate treatment during work, career development and meeting their competence needs, will result in effectiveness and
efficiency in their work; through efficient management and a mutually harmonious working relationship. Here, the specialist role of HRM, is deployed towards getting the right personnels with the right skills and price, in supporting other managers in their organisation towards people management and contributing to the strategic changes.

HRM involves strategies planning and decision making which emphasized on the organization competitive advantage over that of his competitors.

In human resource planning the manager is concerned with motivating people a process in which costs, numbers, control and systems interact to play a part.

Trigger For Change To Human Resource Management.

Human resource management is identified with management interests, as it is effective and able to understand and articulate the aspirations of the workforce. Therefore formulation and application of strategy to improve on the competence and competitive advantage of the organization has become the core for HRM, taking priority and implementing decision making functions over the stereotyped personnel management functions as in the 1980s. HRM assumed centre stage in the 1990s where there was pressure for change to a more strategic management of the organization's competitive resources i.e. its human resources.

This change was brought about by changes in business environment.

In 1992 a single European market was formed by EEC; with end of Cold War gradually opening up Eastern Europe. This coupled with social changes, technological change and opening up of markets globally (globalization) has put competitive pressures on organizations. This had resulted in radical responses and changes within organizations including radical changes in employment relationship

Throughout the 1980s and 1990s there has been an urgent

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