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Transcript of HRM

  • HUMAN RESOURCE MANAGEMENTS. vivekanantha,Faculty Member, Department of Management StudiesKodaikanal Christian College, Kodaikanal

  • Personnel, Manpower, Human Resources and human resource Development

    The big difference between these terms

  • Why Human Factor is More Important?Human resources are unique in characterHR alone can produce an output greater than its inputHR is the only resource which are animateHR is most complex and unpredictable in its behaviorThis is the only resource which appreciates in its value with the passage of time.

  • Meaning and DefinitionNIPM CALCUTTA" Personnel Management is that part of the management function which is primarily concerned with human relationships within in organization. Its objective is the maintenance of those relationships on a basis which, by consideration of the well-being of the individual, enables all those engaged in the undertaking to make their maximum personal contribution in the effective working of the undertaking.

  • Edwin B Flippo The personnel function is concerned with the procurement, development, compensation, integration and maintenance of the personnel of an organization for the purpose of contributing towards the accomplishment of that organizations major goals or objectives. Therefore, personnel management is the planning, organizing, directing, and controlling of the performance of those operatives functions.

  • Difference between Personnel Management and Human Resource ManagementTake Home Compulsory Assignment.

  • Objectives and scope of HRMTo effective utilization of the human resources To establish and maintain an organizational structure To secure integration to the individuals and organization by reconciling individual group goals To generates maximum development of individuals groups To recognize and satisfy individual needs and group goals To maintain high morale and better human relations To develop and maintain a quality of work life To establish and maintain productive self-respecting working relationships

  • Features of HRMComprehensive FunctionPeople-OrientedAction OrientedIndividual OrientedDevelopment OrientedPervasive FunctionContinuous FunctionInterdisciplinaryNervous system.Young disciplineFuture-orientedChallenging FunctionScience as well an ArtStaff function

  • Functions of HRMI. Managerial Functions: a. Planningb. OrganizingC. Directingd. Controlling.II. Operative Functions:a. Procurement b. Development c. Compensation d. Integration e. Maintenance

  • What Is Strategic Management?Strategic ManagementThe ongoing process companies use to form a vision, analyze their external environment and their internal environment, and select one or more strategies to use to create value for customers and other stakeholders, especially shareholdersVisionContains at least two componentsa mission that describes the firms DNA and the picture of the firm as it hopes to exist in a future time period.

  • Parts of Strategic ManagementStrategyAn action plan designed to move an organization toward achievement of its visionMissionDefines the firms core intent and the business or businesses in which it intends to operate

  • The Strategic EnvironmentInternal EnvironmentThe set of conditions (such as strengths, resources and capabilities, and so forth) inside the firm affecting the choice and use of strategiesExternal EnvironmentA set of conditions outside the firm that affect the firms performance

  • Key Characteristics of Strategic ManagementStrategic management is:Performance orientedOngoing in natureDynamic rather than staticOriented to the present and the futureConcerned with conditions both outside and inside the firmConcerned with performing well and satisfying stakeholders

  • The Three Parts of the StrategicManagement ProcessStrategic leaders form a firms vision and mission.Firms analyze their external environment and their internal environment.Firms choose and implement a strategy that to creates unique mix of value for customers and satisfies other stakeholders.Strategy implementationthe set of actions firms take to use a strategy after it has been selected.

  • Vision and Mission StatementsVision StatementsMcDonalds To give each customer, every time, an experience that sets new standards in value, service, friendliness, and quality.NASDAQ To build the worlds first truly global securities market . . . A worldwide market of markets built on a worldwide network of networks . . . linking pools of liquidity and connecting investors from all over the world . . . assuring the best possible price for securities at the lowest possible cost.Petsmart To be the premier organization in nurturing and enriching the bond between people and animals.Wachovia Wachovias vision is to be the best, most trusted and admired financial services company.

  • Mission statements contdMission StatementsBristol-Myers Squibb Our mission is to extend and enhance human life by providing the highest-quality pharmaceuticals and health care products.GlaxoSmithKline GSKs mission is to improve the quality of human life by enabling people to do more, feel better and live longer.Merck The mission of Merck is to provide society with superior products and services by developing innovations and solutions that improve the quality of life and satisfy customer needs, and to provide employees with meaningful work and advancement opportunities, and investors with a superior rate of return.Wipro The mission is to be a full-service, global outsourcing company.

  • HUMAN RESOURCE PLANNINGDefinition: It is the process by which management determines how an organisation should move from its current manpower position to its desired manpower position. Through it management strives to have the right number and the right kind of people at the right places, at the right time, doing things which result in both the organisation, and the individual receiving, maximum long-rang benefit

  • Objectives of HRPTo ensure optimum use of existing HRTo forecast future requirements for HRTo provide control measuresTo link HRP with Organisational PlanningTo determine levels of Recruitment and Training To estimate cost of Hr and Housing needs of EmployeesTo provide a basis for MDPTo facilitate productivity BargainingTo meet the needs of Expansion and Diversification programmesTo assess shortage and surplus of Hr

  • Need and Importance of HRP

    To carry on its work and to achieve its objectivesHRP identifies gaps There is need to replace employeesHRP facilitates expansion and growthHRP helpful in effective utilization of HR and Technology

    HRP is useful in anticipating Cost of HR which facilitates budgeting easierHRP facilitates Career and succession planningHRP helps in planning for physical facilities like canteen staff quarters etc

  • Why HRP gained so much focus in recent timesEmployment situationTechnological ChangesOrganizational ChangesDemographic Changes

    Lead timeHiring costsIncreased MobilityShortage of SkillsLegislative ControlsPressure GroupsSystems Concepts

  • Process of HRP1. Analyzing Organizational Plans2. Forecasting Demand for HR3. Forecasting supply of HR4. Estimating Manpower Gaps5. Action Planning6. Monitoring and Control

  • Assignments1.What are the challenges of HR Executives in the present day business scenario? 2. State essential qualities of Successful HR Manager?3. Draw an organizational chart of an MNC known to you and state whether HR function line or Staff function.

  • Further Readings1. Human Resource Management Dr. C.B. Gupta Sultan Chand & Sons Pub.2. Human Resource Management S.S. Khanka S. Chand Pub.Personnel Management & Industrial Relations P.C. Tripathi Himalaya Pub.

  • HUMAN RESOURCE MANAGEMENTS. vivekanantha,Faculty Member, Department of Management StudiesKodaikanal Christian College, Kodaikanal

  • Job Analysis

    Job analysis is a formal and detailed study of jobsIt refers to a scientific and systematic analysis of a job in order to obtain all pertinent facts about the jobIt is essentially a process of collecting and analyzing all pertinent data relating to a job

  • Objectives of Job AnalysisJob RedesignWork StandardsRecruitmentSelectionTrainingPerformance appraisal Job evaluationSafety

  • Benefits of Job Analysis

    1. Organizational Design2. Human Resource Planning3. Recruitment and Selection4. Placement and Orientation5. Training and Development

    6. Performance Appraisal7. Career Path planning8. Job Design9. Job Evaluation10 Labour Relation11. Employee Counselling12. Health and Safety

  • The process of Job Analysis1. Organisational Analysis2. Organising Job Analysis Programme3. Deciding the uses of Job Analysis Information4. Selecting Representative Jobs for analysis5. Understand Job Design6. Collection of Data7. Developing a Job Description8. Preparing a Job Specification

  • Techniques of Job Analysis1. Job Performance2. Personal Observation3. Interview4. Questionnaire5. Critical Incidents6. Log Records

  • Differentiate between Job Description and Job Specification Job Description is a functional description of what the job entails. And define the purpose and scope of a job. It is a written record it contains title, location, duties, responsibilities, working conditions, hazards and relationship with other jobs.Job specification is a statement of the minimum acceptable human qualities required for the proper performance of a job. It includes physical, mental, social, psychological and behavioral characteristics of a person

  • Job EvaluationAccording to BIM, Job evaluation is the process of analysis and assessment of jobs to ascertai