2. Human resource management is concerned with the development and
implementation of people strategies, which are integrated with corporate
strategies, and ensures that the culture, values and structure of the
organization, and the quality, motivation and commitment of its members
contribute fully to the achievement of its goals.
Definition: HRM is the process of acquiring, training, appraising, and
compensating employees, and of attending to their labor relations, health
& safety, and fairness concern.
3. With the advent of resource centric organizations in recent decades, it has
become imperative to put “people first” as well as secure management
objectives of maximizing the ROI (Return on Investment) on the resources.
This has led to the development of the modern HRM function which is
primarily concerned with ensuring the fulfillment of management
objectives and at the same time ensuring that the needs of the resources are
taken care of.
In this way, HRM differs from personnel management not only in its
broader scope but also in the way in which its mission is defined.
HRM goes beyond the administrative tasks of personnel management and
encompasses a broad vision of how management would like the resources
to contribute to the success of the organization.
4. Human Resources are heterogeneous.(Different people, different
personalities, different needs, attitudes and values).
Human resources are dynamic and behave differently.(They react to
the same situation in quite different ways).
HR are the most important element in an organization. The effective
utilization of all other resources depend upon the quality ofHR.
The term HR is wider than the term Personnel. HR include all
dynamic components of all the people at all levels in the
organization, whereas personnel means the employees working in
the organization.
5. To help organization attain its goals by providing well trained and well
motivated employees.
To employ the skills and knowledge of employees efficiently and
effectively, i.e., to utilize HR effectively.
To enhance job satisfaction of employees by encouraging and assisting
every employee to realize his full potential.
To establish and maintain productive, self-respecting and internally
satisfying working relationship among all the members of the
organization.
To bring about maximum development of individuals by providing
opportunities for training and development.
To maintain high morale and good HR within the organization.
To help maintain ethical policies and behavior inside and outside the
organization.
To recognize and satisfy individual needs and group goals by offering
appropriate monetary and non-monetary incentives.
6. Traditionally the term personnel management was used to refer to
the set of activities concerning the workforce which included
staffing, payroll, contractual obligations and other administrative
tasks.
In this respect, personnel management encompasses the range of
activities that are to do with managing the workforce rather than
resources.
Personnel Management is more administrative in nature and the
Personnel Manager’s main job is to ensure that the needs of the
workforce as they pertain to their immediate concerns are taken
care of.
Further, personnel managers typically played the role of mediators
between the management and the employees and hence there was
always the feeling that personnel management was not in tune
with the objectives of the management.
7. 1. The procurement function- obtaining of a proper kind
and number of personnel necessary to accomplish an
organization’s goals.
2. The development function- personnel development of
employees, training.
3. The compensating function- securing adequate and
equitable remuneration to personnel.
4. The Integration function- an “integration” of human
resources with organization through job enlargement, job
evaluation, variable compensation plans, disciplinary
action programs.
5. The maintenance function- maintaining the physical
conditions of employees (health and safety measures) and
employee service programs.
8. As managers none of us would like to make the following mistakes:
To hire the wrong person for the job.
To experience high turnover .
To find our people not doing their best.
To waste time with countless and useless interviews.
To be quoted under bad example of unsafe practices.
To have some of your employees think their salaries are unfair and
inequitable relative to others in the organization.
To allow a lack of training to undermine your department's effectiveness
To commit any unfair labor practices .
9. The Industrial Revolution
Trade Unionism
Scientific Management
Industrial Psychology
HR Movement
Behavioral Science
Employee
Welfare
10. The Industrial Revolution: Development of Machinery, Linking
power to machines, establishing factories etc.
Trade Union: Workers formed their unions to improve their lots so
that management could be forced to redress grievances.
Scientific Management: F.W.Taylor: (a) development of a true
science.(b) Scientific selection and training of workers.(C)
Friendly cooperation between management and workers.(d)
Development of every worker to hid fullestpotential.
Industrial Psychology: It stressed on matching of employees skills
with job. Contributions made to analyze the jobs in terms of their
mental and emotional requirement and development of testing
devices.
HR Movement: Researches focused on the attitude and feelings of
workers and their influence on productivity. The role of informal
groups in industry were highlighted. It was suggested that
interpersonal relationships should be improved.
11. Behavioral Science: Research in anthropology
, sociology, psychology, etc. has provided the subject matter for
HRM. Behavioral Science era led to the development of new
techniques of motivation and leadership e.g., employee
participation, 2 way communication, management by objectives
etc.
Employee welfare: With the dawn of welfare era, scope of HRM
increased. It is not only concerned now with recruitment,
selection, and training of employees. It manages employee
benefits programmes and industrial relations system in industry.
19. Staffing - Process through which organization ensures it always has
proper number of employees with appropriate skills in right jobs at right
time to achieve organizational objectives.
Job analysis - Systematic process of determining skills, duties, and
knowledge required for performing jobs inorganization.
Human resource planning - Systematic process of matching the internal
and external supply of people with job openings anticipated in the
organization over a specified period of time .
Recruitment - Process of attracting individuals on a timely basis, in
sufficient numbers, and with appropriate qualifications, to apply for jobs
with an organization.
Selection - Process of choosing from a group of applicants the individual
best suited for a particular position and the organization.
22. Benefits to the consumer: Variety of products and services at
low cost (Ex: From computer to car).
Threat: More competent and knowledgeable people required,
Outsourced from other countries.
Ex: Indian IITS, Engineers move abroad for projects.
24. What is a Policy:
A policy is a predetermined course of action established as a guide toward
accepted objectives and strategies of the organization.
A vision is formulated, business processes are analyzed, and policy and
procedure systems to support the vision are born. As policies and
procedures are written, approved, published, and implemented, the
company’s vision is articulated.
25. Manpower planning
Manpower Planning which is also called as
Human Resource Planning consists of putting
right number of people, right kind of people at the
right place, right time, doing the right things for
which they are suited for the achievement of goals
of the organization. Human Resource Planning
has got an important place in the arena of
industrialization. Human Resource Planning has
to be a systems approach and is carried out in a set
procedure.
26. Need of Manpower Planning
1. Shortages and surpluses can be identified so that quick action can
be taken wherever required.
2. All the recruitment and selection programmes are based on
manpower planning.
3. It also helps to reduce the labour cost as excess staff can be
identified and thereby overstaffing can be avoided.
4. It also helps to identify the available talents in a concern and
accordingly training programmes can be chalked out to develop
those talents.
5. It helps in growth and diversification of business. Through
manpower planning, human resources can be readily available and
they can be utilized in best manner.
6. It helps the organization to realize the importance of manpower
management which ultimately helps in the stability of a concern.
27. Objectives of manpower
planning
Demonstrate skills in conducting training needs analysis.
Formulate strategies for addressing identified training needs, prepare
and design training modules and develop curriculum for training
course and cost estimates.
Demonstrate the abilities to have the human resources development
plan approved by the appropriate decision making body.
Design different training programmes to meet specific needs of
particular group.
Formulate detailed implementation schedule.
Design evaluation tool.
Implement training and development activities, programmes and
plans.
Write a professional report.
Demonstrate knowledge on using relevant analytical tools for planning.
28. Policy manuals are developed to help staff and management teams run
the organization.
In best use situations, policies play a strategic role in anorganization.
They are developed in light of the mission and objectives of the company
and they become the media by which management’s plans, rules, intents,
and business processes become documented and communicated to all
staff.
Carefully drafted and standardized policies and procedures save the
company countless hours of management time.
The consistent use and interpretation of such policies, in an evenhanded
and fair manner, reduces management's concern about legal issues
becoming legal problems.
29. To provide fair, acceptable & efficient leadership
To provide an opportunity for expansion & voice in management
To strengthen & appreciate the human assets continuously by providing
training & developmental programs
To provide facilities & conditions of work & creation of favorable
atmosphere for maintaining stability of employment
To attain an effective utilization of human resources in the achievement
of organizational goals, etc
30. Employment Policies
These are the policies that guide hiring practices, orientation of new
employees, compliance with employment laws, and confidentiality.
Employment Status & Records
These are the policies that define such issues as employment
classifications, access to personnel files and guidance on how
background checks and performance reviews are to be performed.
Employee Benefits
These are policies that explain employee benefits such as insurance,
vacations, holidays, leave, and employee reimbursements.
Payroll
These are policies that are related to salary and wage administration
including deductions, pay advances, and time keeping.
31. Workplace Guidelines
These policies are quite varied and their purpose range from defining
certain work arrangements such as flex time and telecommuting to offering
guidelines on the use of company assets and record retention.
Employee Conduct
These policies are guidelines that control employer behavior and conduct
on the job. The mainstay of this section is a code of conduct but also
important are policies regarding substance abuse, smoking, harassment, and
workplace violence.
E-Policies
These policies guide staff in the use of the organization’s information
technology. Policies defining acceptable and prohibited activities and use of
e-mail and the Internet make up a majority of these policies
