1. Human Resource
Management
(HRM)

2. Definition of HRM
1. The strategic and coherent approach
to the management of an
organization’s most valued assets –
“the people”
2. The productive use of peoples in
achieving the organization’s strategic
business objectives and the satisfaction
of the individual

4. Challenges of Managing HR
 Changing employee expectations
 Rapidly changing technology
 Emphasis on increased productivity
 New Modalities of Employment –
Outsourcing
 Flatter Organization
Fall of the command-and-control
manager

5. Changing Employee Expectations
Generations are classified in 4 categories
1.Silent/Veteran Generation (before1946)
2.Baby Boomers (1946 – 1959)
3.Generation X (1960 – 1979)
4.Generation Y/the Nexters (1980 –
2008)

6.  Computers has changed jobs
 Automation has eliminated huge
numbers of jobs in ff:
manufacturing, finance, sales and marketing,
administration
New technology means to train and
develop employee’s skills
Rapidly Changing Technology

7. Multi-tasking jobs
 Most organizations hire applicants with
intangible aspects (attitude, values,
interpersonal skills)
Emphasis on Increased Productivity

8. 1. Cyclical Demands/Seasonal Workers
Ex. Dept Stores (peak season)
2. Temporary/Contractual/Casual
Employees
3. Business Outsourcing Process
New Modalities of Employment –
Outsourcing

9.  The results of layoffs, retrenchments,
redundancy and even transfer of HQ is
flattening the organizations
(must be let go with dignity)
 Restructuring of Organizations
 Security of tenure for those who were
spared
Flatter Organization

10.  Interpersonal relations must strongly
developed so that team work will prevail
Supervisors and Managers must act as
coaches or mentors
Fall of the Command-and-Control
Manager

11. Importance of HRM
• Policy – helps establish a workplace policy in which
employees understand the rules, regulations and boundaries.
• Talent Management – to keep track of the best
workers and make sure that those employees are content
and want to stay with the company.
• Outsourcing – A good HRM team can look at the
company’s overall picture and suggest how the labor can be
best utilized.
• Employee Engagement – refers to the level of
enthusiasm, motivation, confidence and satisfaction of
employees’ skills and talents to the workplace.

12. Scope of HRM…
• HRM in Personnel Management – its
objectives is to the certain individual growth,
development and effectiveness which indirectly
contribute to organizational development.
• HRM in Employee Welfare – determining
employees’ real needs and fulfilling them with active
participation of both management and employees.

13. • HRM in Industrial Relations – it is the are
and science of understanding employment (union-
management) relations, joint consultation,
disciplinary procedures, solving problems with
mutual efforts, understanding human behavior and
maintaining work relations.
The main aim is to safeguard the interest of
employees and management.
Scope of HRM…

14. Processes in HRM…
• Human Resource Planning
- Recruitment
- Selecting
- Hiring
- Training
- Induction
- Orientation
- Evaluation
- Promotion
- Layoff

15. • Employee remuneration and Benefits
Administration
• Performance Management
• Employee Relations
Processes in HRM…

16. Human Resource Planning
• Recruitment – attracting applicants that match a
certain Job criteria
• Selection – short list candidates that are nearest match of
a certain job.
• Hiring – Deciding the final candidate who gets the job
• Training and Development – up gradation of
employees on for his skills and abilities.

17. Employee Remuneration and Benefits
• The process involves deciding upon
salaries and wages, incentives, fringe
benefits, etc.
• Money is the prime motivator in any job
• Performing employees seek raises, better
salaries and bonuses

18. Performance Management
• Help the organization train, motivate and
reward workers
• To ensure that the goals organizational
goals are met with efficiency.

19. Employee Relations
Includes :
• Employee Retention
• Labor Law and Relations
• Working Environment
• Employee Health and Safety
• Employee-Employee Conflict Management
• Counseling

20. Wrap-up HRM

21. Case Study: The Case of the Boss’ Daughter
As head of the Human Resource Department, you received a phone call
from your boss who was also the board president and your godfather,
asking to determine whether or not you received his daughter’s
application for a current job opening. You indicated that it had, indeed,
come in, but that the closing date for the paperwork/filing of applications
passed.
“Oh,” he said, “you are not going to let a qualified candidate be excluded
because of a closing date, are you?” but le me not interfere”
As you hung up the phone, you replayed the conversation in your mind
and pondered the implications.
Later that day, your senior manager asked to see you. Despise offering
him a chair, he chose to stand by the door that he had just closed and said
“I heard that the boss’ daughter has applied for the opening. You are
going to consider her, are you? She worked here years ago, and there
were problems. The place will be up in arm if you take her back.” He
smilingly added, “I just wanted to let you know and to help.” Then he
turned on his heel and left.
IF YOU WERE FACED WITH THIS SITUATION, HOW ARE YOU
GOING TO RESOLVE THE DILEMMA?