Introduction to Human Resource Management

1. Human Resource Management
An Introduction
“The only vital value an enterprise has is the experience, skills, innovativeness and
insights of its people”

2. c
a
s
e
Infosys
Infosys Limited was started in 1981 by seven
people with US$ 250. Today, we are a global
leader in consulting, technology and outsourcing
with revenues of US$ 6.994 billion (FY12).
Infosys provides business consulting, technology,
engineering and outsourcing services to help
clients in over 30 countries build tomorrow’s
enterprise.
Introduction to HRM
Infosys and its subsidiaries have
149,994 employees as on March 31,
2012.

3. Introduction to HRM
People make or Mar the organization
Working with Infosys is not a job. It's a journey. An
experience. There's so much to explore here - even about
yourself - that every day is a new day. You want a challenging
and enjoyable work environment. We want you to realize
your potential. You want to be recognized for your work. We
want you to fulfil your aspirations.
Today, Infosys is building tomorrow's enterprise. And guess who's making this
possible? Infoscions. Our people - yesterday, today and tomorrow. We believe there's
a bit of an Infoscion in everyone.

4. HRM
Meaning & Definition
“Human Resource Management is the planning, organizing, Directing and Controlling
of the procurement, development, compensation, integration, maintenance and
reproduction of human resources to the end that individual, organizational
and societal objectives are accomplished”
“Human resource management is the
effective use of human resources in order to
enhance organizational performance”
“Defined as the art of procuring, developing and
maintaining competent workforce to achieve goals of
an organization in an effective and efficient manner”
Integral Part of the Process of Management Comprehensive Function
Pervasive Function
People Oriented
Interdisciplinary Science as well as art Continuous process
Nature of Human Resource Management

5. Functions of HRM
Managerial
1. Planning
2. Organizing
3. Directing
4. Co-ordinating
5. Controlling
Operative
1. Procurement
2. Development
3. Compensation
4. Integration
5. Maintenance
“Human Resource Management is the planning, organizing, Directing and
Controlling of the procurement, development, compensation, integration,
maintenance and reproduction of human resources to the end that individual,
organizational and societal objectives are accomplished”
-Edwin B Flippo

6. Personnel Aspect: concerned with manpower Scope of HRM
planning,recruitment,selection,promotion,training
and development,incentives,productivity etc.
Welfare Aspect: deals with working conditions and
amenities such as canteen,creches,transport,medical
assistance,education,recreation facilities.
Industrial Relation Aspects: covers union-management
relations, joint consultation, collective bargaining,
grievances and settlement of disputes ,etc.
HR
Planning
Training &
Development
Compensation
Management
Performance
Management
Competence
Building
Leadership
Development
Career
Management
Process of HRM

7. Evolution of the Concept of HRM
1. The Commodity Concept 2. Factor of Production Concept
3. Paternalistic Concept 4. Humanitarian Concept
5. Behavioral Human Resource Concept
6. Emerging Concept
Period Emphasis Status Roles
1920-30 Welfare management Paternalistic
practices
Clerical Welfare Administrator
Policeman.
1940-60 Expanding the role to cover
Labour,Welfare,Industrial Relations
and Personnel Administration
Administrative Appraiser
Advisor
Mediator
Legal Advisor
1970-
1980
Efficiency, Effectiveness dimensions
added Emphasis on Human values,
aspirations, dignity, usefulness
Development Change Agent, Integrator
Trainer, Educator.
1990s-
Onwards
Incremental Productivity gains
through human assests
Proactive, growth
oriented
Developer, Counselor
Coach, Mentor, Problem
Solver

8. Difference Personal Management HRM
Nature of relations Contractual Unitarist
Strategic aspect Management of people employed. Management of Knowledge, Skills
and Abilities
Belief & Assumption Employees are cost centres,
Management controls cost.
Profit centre- invest capital for
development & future use.
Leadership and
management role
Emphasizes much on leadership style
which is very transactional.
HRM creates leaders who are
transformational.
Pay policies and job
design
Pay policies in personnel management
is merely based on skills and knowledge
required for the perspective jobs only.
encourages organizations to look
beyond pay for functional duties.
Key relation Labour Management Customer
Speed of Decisions Slow Fast
Communication Indirect Direct
Managerial Task vis-à-vis
labour
Monitoring Nurturing
Job Categories and
grades
Many Few
Job Design Division of Labour Team work
HRM VS Personal Management

9. Toyota maintains high profile in
its HRM policies and practices
Toyota’s HRM
framework
1. HRM strategy should have super ordinate goals linked
to organizational goals and these goals must be rendered
to core HRM practices.
2. The mix of local ethos with international practices to
obtain commitment and organizational integration of
workforce serves as a great learning tool.
3. Respect - To achieve
an environment where
all team members treat
other with dignity, trust
each other, and care
about the work we do,
we foster initiative and
creativity.
Treat the employees as
human beings

10. To help the organization reach its goals.
To ensure effective utilization and maximum development of human resources.
To ensure respect for human beings.
To ensure reconciliation of individual goals with those of the organization.
To achieve and maintain high morale among employees.
To provide the organization with well-trained and well-motivated employees.
To increase to the fullest the employee's job satisfaction and self-actualization.
To develop and maintain a quality of work life.
To be ethically and socially responsive to the needs of society.
To enhance employee's capabilities to perform the present job.
To equip the employees with precision and clarity in transaction of business.
To inculcate the sense of team spirit, team work and inter-team collaboration.
Objectives
Of HRM

11. To be close to the customer through employees
To respect the individuals, as people are the greatest assets.
To achieve & maintain leadership in people management
HRM
Objectives
@ Wipro
To govern individual and company relationships with the highest standard of
conduct & integrity.

12. HRM Systems & Techniques
Finance Marketing Production
R&D HRM Information
HRM as a
Central
Sub System
Development Employment
Compensation HRM Employee Relations
HRM as a
Sub System
Work Force
Human Resource Management Systems (HRMS) provide a link between human
resource and other resources and functional areas of management.

13. HRM System
Organization
Input Transformation Output
Feedback
Vision
Strategies
Goals
Skills
Talents
Knowledge
Technology
Policies
Creative Ideas
Knowledge
HR Policies
HR Practices
Motivation
Leadership
Communication
Performance
Market Share
Customer Service
Profit
Expansion
Diversification
Value Addition
Strategy
Implementation

14. HRM Function Techniques
Job Design Engineering Approach, Human Approach, Job Characteristics approach, Job
rotation, Job Enlargement, Job Enrichment
Recruitment Promotion, transfers, Present employees, Scouting, Advertisement, Walk-ins,
Consult-in, Head-hunting, Body shopping, Business alliances, Tele-recruitment.
Selection Application blank, test, interviews.
Human Resource Development Performance appraisal, training, Management development, Career development.
Performance Appraisal Graphic rating scales, ranking, paired comparison, forced distribution, check-list,
assessment centers.
Training & Development Vestibule training, role-play, lecture, programmed instructions, Job rotation,
coaching, job instruction.
Compensation Job evaluation, salaries in comparable organizations, ability to pay, productivity,
HRM Techniques
cost of living.

15. Importance of HRM
At the Enterprise level
Develop skills and competencies
Attract and retain talent
Train People for challenging Roles
At the individual level
Promote Team Spirit
Growth Opportunities to people
Develop loyalty and Commitment
Improve Job Satisfaction
At the Enterprise level
Generate Employment Opportunities
Increase Productivity and profit
Train People for challenging Roles
At the Enterprise level
Enhance Standard of Living