1. BY:
KUNAL SINGHAL

2.  Nature and scope of HRM
 HRM functions
 HRM models
 Understanding concepts of Personnel Management,
HRD and SHRM
 HR Environment
 Changing Role of HR.
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3.  It’s the people who run organizations.
 Need to manage their skills, abilities & aptitude.
 HRM is study about people i.e. how they are hired,
trained, compensated, motivated & maintained.

4.  HRM is a management function that helps managers recruit,
select, train and develop members of an organisation.
 A series of integrated decisions that form the employment
relationship; their quality contributes to the ability of the
organisations and the employee to achieve their objectives.
 HRM is the planning, organising, directing and controlling of
the procurement, development, compensation, integration,
maintenance and separation of human resources to the end that
individual, organisational and social objectives are
accomplished.
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5. Nature of HRM
• Pervasive force
• Action oriented
• Future oriented
• People oriented
• Comprehensive function
• Individual oriented
• Inter disciplinary functions
• Continuous function
• Staff function
• Development oriented
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6. The scope of HRM is very wide. It is thus divided into three
categories:
A. Personnel aspect
B. Welfare aspect
C. Industrial Relation Aspect
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7.  HR Planning
 Recruitment
 Selection
 Placement
 Transfer
 Promotion
 Training and Development
 Remuneration
 Incentives
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8.  Working Conditions
 Amenities such as Canteens, Creches, Rest rooms, Lunch
rooms.
 Housing
 Transport
 Medical Assistance
 Education
 Health and Safety
 Recreation facilities
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9.  Union Management Relations
 Joint Consultation
 Collective Bargaining
 Grievance Redressal
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10. Procurement Development Motivation&
Compensation
Maintenance integration Emerging
issues
•Job Analysis
•HR Planning
•Recruitment
•Selection
•Placement
•Induction
•Internal mobility
•Training
•Executive
development
•Career planning
•Succession
Planning
•HRD Strategies
•Job design
•Work
scheduling
•Motivation
•Job evaluation
•Performance
and potential
appraisal
•Compensation
administration
•Incentives
benefits and
services
•Health
•Safety
•Welfare
•Social
security
•Grievances
•Discipline
•Teams and
teamwork
•Collective
bargaining
•Participation
•Empowerment
•Trade unions
•Employers’
association
•Industrial
relations
•Personnel
records
•Personnel
audit
•Personnel
research
•HR
Accounting
•HRIS
•Job Stress
•Counseling
•Mentoring
•IHRM
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HRM
Managerial
Function
Operative
Functions
-Planning
-Organizing
- Directing
-Controlling

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12.  The following models provide an analytical framework for studying
HRM and a means of linking OB theories to HR
 They thereby serves as an heuristic device relating to HR policies
 The Fombrun, Tichy and Devanna model (1984)
 An early model emphasising the interrelatedness of HR activities
 The Harvard mode
 An heuristic device for explaining HR practices
 Has an analytical base (factors/stakeholders/choices) but links with attitudinal
features (commitment/competence)
 The Warwick model
 Extends the Harvard framework
 The five elements of the model are: outer context; inner context, business
strategy content, HRM context and HRM content
 Shows links between HR end environmental factors

13. 13
Human Resource
Development
Appraisal
Rewards
Selection
Organisational
Effectiveness

14. 14
Stakeholder Interest
Shareholders
Management
Government
Community Unions
Situational Factors
Workforce Character
Business Strategy &
Conditions
Unions
Labour Market
Laws & Societal values
Human
Resource
Management
Policy Choices
Human
Resource
outcomes
Commitment
Competence
Congruence
Long-Term
Consequences
Individual well-
being
Organisational
Societal well-
being

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HRM
Strategy
HRM
Practices
Hiring
Training
Appraisal
Compensation
Relations
HR
Outcomes
Commitment
Quality
Flexibility
Behavioral
Outcomes
Motivation
Co- Operation
Organisational
Citizenship
Performance
Outcomes
Positive
Productivity
Innovation
Quality
Negative
Turnover
Financial
Outcomes
Profits
ROI

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17. Culture
Structure
Politics/Leaders
Task-Technology
Business Outputs
Role
Definition
Organisation
HR Outputs
HR Flows
Work Systems
Reward Systems
Employee-
Relations
Objectives
Product Market
Strategy & Tactics
Socio-Economic
Technical
Political-Legal
Competitive
Outer Context
Inner Context
HRM Context
HRM Content
Business Strategy Content
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18.  Personnel Management - Personnel Management is basically
an administrative recordkeeping function, at the operational
level.
 Personnel Management attempts to maintain fair terms and
conditions of employment, while at the same time, efficiently
managing personnel activities for individual departments etc.
 It is assumed that the outcomes from providing justice and
achieving efficiency in the management of personnel activities
will result ultimately in achieving organisational success.
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19.  Human Resource Development in the organization context is
a process by which the employees of an organization are
helped, in a continuous and planned way to:
a. Acquire capabilities required to perform various functions associated with
their present or expected future roles.
b. Develop their general capabilities as individuals and discover and exploit
their own inner potentials for their own and organizational development
purpose.
c. Develop an organizational culture in which supervisor-subordinate
relationship, teamwork, and collaborations among sub-units are strong and
contribute to the professional well being, motivation, and pride of
employees.
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20.  Strategic HRM is a process that involves the use of
overarching approaches to the development of HR strategies,
which are integrated vertically with the business strategy and
horizontally with one another.
 Linking HRM with strategic goals and objectives to improve
business performance and develop organizational cultures
fostering innovation and flexibility.
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21. External factors includes:
a) Economic factors (Customers, Suppliers, competitors & Globalization)
b) Political & Legislative factors ( The Legislative, the Employers, & The
Judiciary)
c) Technological Factors
d) Social & Cultural factors
e) Demographic factors
Internal factors include:
a) Shareholders
b) Customers
c) Suppliers
d) Government
e) Public
f) Unions
g) The employees
h) Top Management
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22.  The Management of Workplace Diversity
 Planning a Mentoring Program
 Organizing Talents Strategically
 Leading the Talk
 Control and Measure Results
 Motivational Approaches
 Managing Gain-sharing
 Managing Executive Information Systems
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