4. “ HRM is the function performed in
organizations that facilitates the most
effective use of people to achieve
organizational and individual goals.”
- Ivancevich and Glueck
5. The HRM process consists of planning,
attracting, developing, and retaining the
human resources (employees) of an
organization.
9. Human Resources Approach (1970s)
Principles
Employees are assets
Policies, programmes and practices - help in work and
personal development
Conducive environment
11. Staff is the most
important resource of
an organization.
Human resource is
the key ingredient to
success.
“Human resource”
creates organizational
accomplishments and
innovations.
20. 1. Understanding and relating to employees as
individuals, thus identifying individual needs
and career goals.
2. Developing positive interactions between
workers, to ensure collated and constructive
enterprise productivity and development of a
uniform organizational culture.
21. 3. Identify areas that suffer lack of knowledge
and insufficient training, and accordingly
provide remedial measures in the form of
workshops and seminars.
4. Generate a rostrum for all employees to
express their goals and provide the necessary
resources to accomplish professional and
personal agendas, essentially in that order.
22. 5. Innovate new operating practices to
minimize risk and generate an overall sense of
belonging and accountability.
6. Recruiting the required workforce and
making provisions for expressed and promised
payroll and benefits.
23. 7. Implementing resource strategies to
subsequently create and sustain competitive
advantage.
8. Empowerment of the organization, to
successfully meet strategic goals by managing
staff effectively.
24. 9. The human resource department also maintains
an open demeanor to employee grievances.
Employees are free to approach the human
resource team for any conceived query or any
form of on-the-job stress that is bothering them.
10. Performance of employees is also actively
evaluated on a regular basis. These are checks
conducted by the HR to verify and thereby
confirm the validity of the employees actual
performance matching the expected performance.
25. 11. Promotions, transfers or expulsion of
services provided by the employee are some
duties that are enforced by the human
resource department. Promotions are
conducted and are predominantly based on the
overall performance of the individual,
accompanied by the span or tenure he has
served the organization.
26. 12. Looks at the possibilities of the employee
from one job to another, maintaining the
hierarchy in the company and considering the
stability of post and the salary obtained over a
period of time.
31. 11. Pay slip Distribution
12. Timesheet Management
13. Employee Information/Skill
management
14. Employee Survey
15. Exit Interviews & Process
16. Health & Safety
32. These activities may vary from
one workplace to another. Large
workplaces are more likely to employ
at least one HRM/personnel. Large
org. might divide HRM activities
among several managers; one
specialist for recruitment and
selection, and one for employee
trainings and development.
33. HRM functions and activities are
the heart of the organization. Getting
the right people to do the right job and
in the right places will go a long way
to ensure the overall achievement of
the goals of the organization.
Therefore, the functions must be well
towards excellence.
35. The Role of Human Resources Department
As a specialistAs a specialist
As a facilitatorAs a facilitator
As a change agentAs a change agent
As a controllerAs a controller
36. Value of Human Resource
Competitive advantage
Human Resource
Accounting – It is
measurement of the cost and
value of people for an
organization
39. Understanding the manpower requirement
Drafting the job description
Sourcing candidates
Screening candidates
Encouraging the employees to provide reference
for better prospectus
40. Conduct technical interview
Communicating the employment status to
the candidates
Maintain and update the data base of the
candidates
Back ground verification of selected
candidates
42. Issuing the appointment letter with brief working
agreement.
Describe the culture and policies followed by the
company.
Filing the relevant document of the new joiner as
required.
Introduce the team and management to the joiner.
Explaining the mode of communication
Coordinating with the IT team to get his Email ID
made.
46. Keeping a track of attendance of the
employees
Filing leave forms and keep the track of
leave taken
Seeing to that there is not much absenteeism
on any given day
take correct decisions on irregular
employees
50. Keeping a track on employee turnover
and exist.
Taking initiatives to engage the staff to
their work.
Taking the surveys in order to understand
their engagement level and accordingly
take actions.
Planning events or activities with the
support of top level management.
52. Handling the staff so that people are not
dissatisfied with each other.
Handling cross culture things
See to it that there is no grouping or
dissatisfied person
Other employee related issues.
56. Conduct exit interview of the candidate who
is resigning.
Trying to get feedback for company and
implement corrective measures.
Helping the person to be relieved properly
Issuing relieving letter and letter of
experience.
Doing the full and final settlement of the
person.
62. Worker productivity
Quality improvement
The changing attitudes of workforce
The impact of the government
Quality of work-life
Technology and Training
66. Planning for the future personnel needs of an
organization,
taking into account both internal activities and
factors in the external environment
66
HR Planning
67. Job Design
usually done prior to recruitment
the process of describing the work that needs to be
done by an employee and
specifying the requirements needed in fulfilling
the job
67
HR Planning
68. Recruitment
development of a pool of job candidates in
accordance with a human resource plan
its purpose is to provide mgmt. with enough
candidates from which they can select qualified
employees
internal versus external
68
Attracting Employees
69. Selection
the mutual process whereby the organization
decides to make a job offer and the candidate
decides whether or not to accept it.
69
Attracting Employees
70. 70
Steps in selectionSteps in selection
Job Application
Initial Interview
Testing
Background Investigation
In-depth Interview
Physical Exam
Job Offer
71. Orientation
a program designed to help employees fit
smoothly into an organization
71
Developing Employees
72. Training
a process designed to maintain or improve current
employee performance
Development
a process designed to develop skills and attitudes
necessary for future work
72
Developing Employees
74. Training is for the current improvement in
the job while developmental program is for
improving the skill which will be used in the
future.
Both managers and non-managers receive
help from training and developmental program
but mostly non-managers are concerned with
training while the managers are concerned
with developmental programs.
76. To improve three types of
skills
1) Technical skills
2) Interpersonal skills
3) Problem solving skills
77. Training Methods
1) Most training takes place on the job because
this approach is simple and inexpensive.
2) Some skill training is too complex to learn on
the job. in such cases it should take place
outside the work setting.
78. Performance Appraisal
process of providing feedback to subordinates
regarding their performance on the job.
78
Developing Employees
80. Informal Performance Appraisal:
“The process of continually feeding back to
subordinates information regarding their work
performance”
Formal Performance Appraisal:
“A formalized appraisal process for rating work
performance, identifying deserving raises or
promotions, and identifying those in need of further
training”.
82. Compensation
The adequate and
equitable
remuneration of
personnel for their
contribution in the
achievement of
organization
objectives.
82
Retaining Employees
83. Compensation and benefits
Benefits of a Fair, Effective, and Appropriate
Compensation System
Helps attract and retain high-performance
employees
Impacts on the strategic performance of the firm
Types of Compensation
Base wage or salary
Wage and salary add-ons
Incentive payments
Skill-based pay
84. Factors That Influence Compensation and Benefits
Level of
Compensation
and Benefits
Employee’s Tenure
and Performance
Size of
Company
Kind of
Job Performed
Company
Profitability
Kind of
Business
Geographical
Location
Unionization
Management
Philosophy
Labour- or
Capital-Intensive
How long has employee
been with company and
how has he or she performed?
Does job require
high levels of skills?
What industry is job in?
Is business unionized?
Is business labour- or
capital-intensive?
How large is the
company?
How profitable is the
company?
Where is organization
located?
What is management’s
philosophy toward pay?
85. Labor relations
Entails recognizing the validity of unions, negotiating
for the collective bargaining agreement, and being
able to handle strikes and other forms of mass action.
85
Retaining Employees
86. Maintenance
the process of providing the
following services to employees:
career counseling
safety & health programs
Also involves the minimization
of absenteeism and tardiness
86
Retaining Employees
87. Separation
the process of re integrating employees to
society; entails the following:
employees should be terminated for a just
cause
a retirement plan must be provided for old
employees as an aid when they leave the
company.
87
Retaining Employees
93. Organizational plans
and objectives
Organizational plans
and objectives
Identify future human
resource requirements
Identify future human
resource requirements
Compare with the
current HR inventory
Compare with the
current HR inventory
Determine the redundant
numbers
Determine the redundant
numbers
Determine the numbers,
levels & criticality of vacancies
Determine the numbers,
levels & criticality of vacancies
Analyze the cost & time involved
in managing the demand
Analyze the cost & time involved
in managing the demand
Analyze the cost & time
required for managing surplus
Analyze the cost & time
required for managing surplus
RetrenchRetrench
Choose the resources &
methods of recruitment
Choose the resources &
methods of recruitment
RedeployRedeploy
HUMAN
RESOURCE
PLANNING MODEL
HUMAN
RESOURCE
PLANNING MODEL
94. Job analysis
HR inventory
Generate a fairly accurate picture
existing situation
Assessing current human resources and
making inventory
95. Compare future needs with current availability
Analyze companies change plan
Forecasting methods used are Time Series Analysis,
Regression Analysis and Productivity Ratios
Forecasting
101. Summary
HRM is a tool that helps managers to plan,
recruit, select, train, develop, remunerate,
motivate and make maximum utilization of
human and non human resources for the
organization and society at large.
102. “One machine can do the work of fifty
ordinary men. But, No machine can do the
work of one extraordinary man.”
- Elbert
Hubbard