Human Resource Management is the process of acquiring,training,appraising,and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.

2.  Human Resource Management is
the process of
acquiring,training,appraising,and
compensating employees, and of
attending to their labor relations,
health and safety, and fairness
concerns.

3.  Following are the concepts and techniques
which are required to perform the “people” or
personnel aspects of your management job.
 These include:
 Conducting job analyses(determining the
nature of each employee’s job)
 Planning labor needs and recruiting job
candidates
 Selecting job candidates
 Orienting and training new employees

4.  Managing wages and
salaries(Compensating employees)
 Proving incentives and benefits
 Appraising Performance
 Communicating(interviewing,counselling,d
iscipling)
 Training and developing managers
 Building employee commitment

5.  Line Aspects and Staff Aspects of Human
Resource Management
 All managers are, in a sense,human resource
managers,because they all get involved in
activities like recruiting,interviewing,selecting
and training.Yet most firms also have human
resource departments with their own top
managers.How do the duties of this human
resource manager and his or her staff relate to
“line” managers’human resource duties?

6.  Authority is the right to make decisions,to
direct the work of others,and to give
orders.In management,we usually
distinguish between line authority and staff
authority.
 Line authority gives managers the right(or
authority)to advise other managersor
employees.It creates an advisory
relationship.

7.  Line managers have line authority.Staff
managers are staff authority.The latter cannot
issue orders down the chain of
command(except in their own departments).
 In popular usage,managers associate line
managers with managing functions(like sales or
production)that are crucial for the company’s
survival.Staff mangers generally run
departments that are advisory or supportive like
purchasing,human resource management,and
quality control.This distinction makes sense as
long as the satf department is,infact,purely
advisory.

8.  However,it’s really not the type of
department the person is in charge of or its
name that determines whether the manager
is in line or staff.It is the the nature of
relationship.The line managers can issue
orders.The staff mangers can advise.
 Human resource managers are usually staff
managers.They assist and advise line
managers in areas like recruiting,hiring and
compensation.However,line managers have
still human resource duties.

9.  The contributions HRM makes to
organizational effectiveness include the
following:-
 Helping the organization reach its goals.
 Employing the skills and abilities of the
workforce efficiently.Providing the
organization with well trained and well-
motivated employees.

10.  Increasing to the fullest the employes’s job
satisfaction and self actualization.Developing
and maintaining a quality of work life that
makes employment in the organization
desirable.
 Communicating HRM policies to all
employees.
 Helping to maintain ethical policies and
socially responsible behavior.
 Managing change to the mutual advantage
of individuals,groups,the enterprise,and the
public.

11.  Why is Human Resource management
important to all the managers?
 Human resource management concepts and
techniques are important to all the
management so that they do not conduct
personnel mistakes while managing.
 For example,
 Hire the wrong person for the job
 Expierience high turnover
 Have your people not doing their best
 Waste time with useless interviews

12.  Have your company taken to court because of
your discriminatory actions
 Have your company cited under occupational
safety laws for unsafe practices and accidents
 Have some employees think their salaries are
unfair relative to others in the organization
 Allow a lack of training to undermine your
department’s effectiveness
 Commit any unfair labor practices

13.  Carefully implementing human resource
management which helps to avoid
mistakes like these.And more important,it
can help you to ensure that you get
results-through people.A manager can lay
brilliant plans,draw clear organization
charts,set up world-class assembly
lines,and use sophisticated accounting
controls-but fail hiring the wrong people
or by not motivating sub-ordinates.

14.  On the other hand,many managers-
presidents,generals,governers,supervisor
s-have been successful with inadequate
plans,organizations or controls.They were
successful because they had the knack of
hiring the right people for the right jobs
and motivating ,appraising and
developing them.

15.  The strategic human resource management
means formulating and executing human
resource policies and practices that produce
the employee competencies and behaviours
the company needs to achieve its strategic
aims.Signicast’s new strategy required
employees with knowledge,skills and
motivation to run the new automated plant.

16.  Signicast’s strategic human resource plan
therefore included detailed guidelines
regarding what skills and knowledge,training
,and skills-“human capital”-in place,the new
plant could not function.

17.  Its strategic human resource plans enabled
the company to hire the employees who
could exhibit the behaviours the company
needed to accomplish its goals.(in this
case,make the the new plant succeed).