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SUNITA SHUKLA
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Strategic and coherent approach to themanagement of an organization's most valuedassets
Human resource (or personnel) management, inthe sense of getting things done through people
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It's an essential part of every manager's responsibilities,but many organizations find it advantageous to establisha specialist division to provide an expert servicededicated to ensuring that the human resource function
is performed efficiently "People are our most valuable asset" is a clich which no
member of any senior management team would disagreewith. Yet, the reality for many organizations is that theirpeople remain under valued
under trained under utilized poorly motivated, and consequently perform well below their true capability
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The rate of change facing organizations hasnever been greater and organizations mustabsorb and manage change at a much faster rate
than in the past. In order to implement asuccessful business strategy to face thischallenge, organizations, large or small, mustensure that they have the right people capable of
delivering the strategy
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The market place for talented, skilled people iscompetitive and expensive. Taking on new staffcan be disruptive to existing employees. Also, it
takes time to develop 'cultural awareness',product/ process/ organization knowledge andexperience for new staff members.
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As organizations vary in size, aims, functions,complexity, construction, the physical nature oftheir product, and appeal as employers, so do the
contributions of human resource management.But, in most the ultimate aim of the function isto: "ensure that at all times the business iscorrectly staffed by the right number of peoplewith the skills relevant to the business needs",that is, neither overstaffed nor understaffed intotal or in respect of any one discipline or workgrade.
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Human Resource are the only assets thatappreciate over a period while physical assets justdepreciate with years
Further human resource alone can produce anoutput larger than the input. This is possible dueto the creative skills of humans
Creative thinking is the process of predicting,envisioning and then inventing an idea, conceptor insight along innovative and alternative lines
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People in the organization are the only basis forsuch creativity and there is no obvious limit totheir imagination
Organizations require human resource ofdifferent types to operate all physical resources.Thus, they provide utility value to each one ofthe physical assets. In fact, the real worth of a
physical asset depends on the quality and caliberof the people working with it. An incompetentworkforce will spoil the physical resourcesavailable to it
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There is a growing realization that the felicity ofan organization depends more on people than onany technical factors. Modern equipment may
ensure quality and cost competitiveness but theoperational f lexibility which is core to productmodification and innovation, is provided only bythe employees. This is so since humans alone can
grasp situation adequately and respond suitably
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HRM is concerned with the peoples dimensionin the organization
Facilitating the competencies and retention ofskilled force
Developing management systems that promotecommitment
Developing practices that foster team work
Making employees feel valued and rewarded.
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HRM refers to acquisition, retention, motivation and
maintenance of Human Resources in an organization.
HRM is the planning, organising, directing & controlling
of the procurement, development, compensation
integration, maintenance and separation of human
resources to the end that individual, organizational and
social objectives are accomplished.
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VeryVast
Covers all majoractivities in the
working life of aworker from timean individualenters into anorganization until
he or she leavescomes under thepurview of HRM
PerformanceAppraisal
HRM
Nature ofHRM
Industrial
Relations
Employee
Maintenance
EmployeeHiring
Employee&
ExecutiveRemunera
tionEmployee
Motivation
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Functions of HRM include:
Facilitating the retention of skilled and competentemployees
Building the competencies by facilitating continuous
learning and development
Developing practices that foster team work and flexibility Making the employees feel that they are valued and
rewarded for their contribution
Developing management practices that encourage high
commitment
Facilitating management of work force diversity and
availability of equal opportunities to all.
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MANAGERIALFUNCTIONS
PlanningOrganizing
Directing
Controlling
OPERATIVEFUNCTIONS
StaffingDevelopment
Compensation
Motivation
Maintenance
Integration
IndustrialRelations
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STAFFING Job analysis, HRP, Recruitment,Selection, Placement, Induction,Internal Mobility
DEVELOPMENTDevelopment refers to bothemployees training and managementdevelopment. Competency profiling,Training and development,
Performance & potentialmanagement, Career management,360 degree feedback
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COMPENSATION& MOTIVATION
It refers to determination of thepay scale and other benefits forthe employees. Job design, Workscheduling, Job evaluation,Compensation administration,Incentives and benefits
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MAINTENANCEIt aims at retaining efficientand experienced employee inorg. Health, Safety, Welfare,
Social securityINTEGRATION Employment relations, Grievance,
Discipline, Trade unions,Participation, Collective
bargaining
Industrialrelations
Ethical & fair treatment indisciplinary action, grievanceredressal and career mgt
processes
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Societal objectives
To be ethically & socially responsible to the needs ofthe society while minimizing the negative impact ofsuch demands upon the organization
Organizational objectives
To recognize the role of HRM in bringing aboutorganizational effectiveness
Functional objectives
To maintain the departments contribution at a levelappropriate to the organizations needs
Personal objectives
To assist employees in achieving their personal goalsin a manner that their personal goals enhance theindividuals contribution to the organization
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Welfare (1920s-1930s)
Administration (1930s- 1940s)
Employee relations (1940-1960s)
Functional expertise (1970s-1980s)
Business partner / player
(1990s)
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Taking a look at people is a rewarding experience
People possess skills, abilities and aptitudes thatoffer competitive advantage to any firm
No computer can substitute human brain, no
machines can run without human intervention &no organization can exist if it cannot servepeoples needs.
HRM is a study about the people in the
organization-how they are hired, trained,compensated, motivated & maintained.
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To develop ICICI Bank into an organization thatis empowered by bright and talented individuals,working in teams and riding on the backbone of
world class technology ICICI BANK To be a globally respected corporation that
provides the best of breed business solutionsleveraging technology delivered by the best in
class people - INFOSYS
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Fairness & firmness Tact & resourcefulness Sympathy & consideration
Knowledge of labour laws & other terms Broad social outlook Academic qualifications Others (positive attitude, competence to perform
activities for betterment of people) Communication Skills Emotional Maturity Leadership & Motivational Qualities
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Line Managers handle all aspects of HR activitiesin small organizations, while in largeorganizations, the top mgt normally establishes
an exclusive HR dept to develop and mange HRprogrammes and policies
The line managers in these dept seek the adviceof the HR dept in handling labour related
matters
Main Functions Placing the right person on theright job
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Orientation of new employees in theorganization
Training the employees for jobs that are new to
them Improving the job performance of each person
Gaining creative cooperation and developing
smooth working relationships Interpreting the policies and procedures of the
company
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Controlling Labour cost Developing the abilities of each person Creating and maintaining the dept morale
Protecting the employees health & physicalcondition.
Line Mangers are those who are empowered to directthe work of the people assigned to them. Further
line mangers are directly responsible foraccomplishing the departmental goals and corporateobjectives. Egs of line managers are ProductionManager, Purchase Manager and Sales Manager.
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