Human resource management

1. Introduction to Human
Resource Management

2. Syllabus
• Introduction :
Nature and scope of human resource management, HRM
objectives and functions, HRM policies, HRM in globally
competitive environment, Strategic human resource management
• Acquiring Human Resources:
Human resource planning, Job analysis and job design, Employee
involvement, Flexible work schedule, Recruitment, Types of
recruitment, Selecting human resources, Selection methods,
Various types of tests, Placement and induction, Right sizing.
• Developing Human Resources
Employee training, Training need assessment, Training methods
and evaluation, Cross-cultural training, Designing executive
development program, Techniques of executive development,
Career planning and development.

3. Introduction
• Enhancing and Rewarding Performance
Establishing the performance management system, Establishing
reward and pay plans, Employee benefits, Ensuring a safe and
healthy work environment
• Definition, Disciplinary procedure model, Grievance procedures,
Termination of employment: retirement, resignation and
termination of contract, Layoff and exit interviews, Dealing with
the human aspects of terminations and counseling

4. Text Books
1. Dessler, Gary and Varkkey, Biju; Fundamentals of Human
Resource Management; Pearson Education
2. DeCenzo, David, A. and Robbins, Stephen P.; Fundamentals of
Human Resource Management; John Wiley and Sons
Reference Books
1. Khanka, S.S; Human Resource Management: Text and Cases; S.
Chand and Co.
2. Rao, V.S.P; Human Resource Management: Text and Cases;
Excel Books
3. Ivancevich, John M; Human Resource Management; Tata
McGraw Hill
4. Aswathappa, K.; Human Resource and Personnel Management;
Tata McGraw Hill

5. S.No. Continuous Evaluation Component Weightage %
1 Two Mid-Terms Examination 20
2 Quiz Tests (Best of two) 15
3 Assignments/Presentations 10
4 Class Participation 5
Total 50
Evaluation Scheme

6. LOGO
Introduction to
Human Resource Management
• Introduction
• Nature and scope of HRM
• HRM objectives and
functions
• HRM policies
• HRM in globally
competitive environment
• Strategic HRM
Ms. Preeti Bhaskar
Assistant Professor,
IMS Unison University

7. Introduction
Look at the questions given below and try answering them.
• Whom do you send your resume to when you see a job opening that
interests you?
• Who gives you the job offer and discusses your pay package with you?
• Who inducts you into the organization when you are a new employee?
• Whom do you contact when you have any doubts regarding your pay
package, perks, benefits, conveyance, leave management etc.?
• Who helps you in the final exit formalities when you leave an organization?
• Who takes care of your training and development needs?

8. Introduction
You must have guessed correctly. It is the Human
Resource Managers and people from the HR
Department who take care of you right from the
time when you apply to a company, you get the job,
you join the company, are working with the
company till the time you leave the company.
Hence, in your entire lifecycle of involvement with
the company, the HR always stands by you and
supports you during your tenure with the company.
Hence, HR managers are also known as ‘People
Managers’, ‘People Enablers’ and they practice as
‘Human Resource or People Management’.

9. What is Human Resource Management (HRM)?
HRM is all about people in organizations. No wonder that some
MNC’s (Multinationals) call the HR managers as People Managers,
People Enablers and the practice as People Management. In the 21st
century organizations, the HR manager or the people manager is no
longer seen as someone who takes care of the activities described in
the traditional way.
In fact, most organizations have different departments dealing with
Staffing, Payroll, and Retention etc. Instead, the HR manager is
responsible for managing employee expectations vis-à-vis the
management objectives and reconciling both to ensure
employee fulfillment and realization of management objectives.

10. HRM - Definition
Edwin Flippo defines-
HRM as
“planning, organizing, directing,
controlling of procurement,
development, compensation,
integration , maintenance and
separation of human resources
to the end that individual,
organizational and social
objectives are achieved.”

11. LOGO
A rich man purchased a healthy cow and poor man
purchased sick cow from the same market.
The rich man displayed his cow at the entrance to
his house, while poor man invested a lot of money
and efforts on his sick cow. In course of time, the
rich man’s cow become weak, while poor’s man
cow gained health.
People are the most vital and valuable resource of
any organization. Material resources depreciate,
while Human Resources are appreciate
The Mantra : Understand and Nurture People

12. LOGO
Societal Organizational
FunctionalPersonal
Objectives of HRM
1. Legal compliance.
2. Benefits.
3. Industrial relations
1. H R Planning.
2. Employee Rel.
3. Selection
4. Training & Dev.
5. Appraisal
6. Placement
7. Assessment
1. Appraisal
2. Placement
3. Assessment
1. Training and dev.
2. Appraisal.
3. Placement.
4. Compensation.
5. Assessment.

13. Role of Human Resource Manager
Rewards and Recognitions
Hiring (Recruitment
and Selection)Grievance Handling
Payroll Management
Training and Development Industrial Relations
HR planning
Employee and Labor Relations
Therefore, HRM is about developing and managing harmonious relationships at workplace
and striking a balance between organizational goals and individual goals.
Talent Management and Development
Promote team spirit
Improve Job
satisfaction
Develop loyalty and
commitment
Worker Protection

14. MANAGERIAL
FUNCTIONS
• Planning
• Organizing
• Directing
• Controlling
OPERATIVE
FUNCTIONS
• Procurement
• Human Resource Development
• Compensation Management
• Employee relation
• Maintenance
• Emerging issue
OF HUMAN RESOURSE
Functions of HRM

15. EMPLOYEE
RELATION
COMPENSATION
and MOTIVATION
MANAGEMENT
HUMAN
RESOURSE
DEVELOPMENT
PROCUREMENT
• Job analysis
• Human
Resource
Planning
• Recruitment
• Selection
• Induction
• Placement
• Internal
Mobility
• Training and
development
• Career planning
• Organization
changes
• Organization
development
• Job design
• Job evaluation
• Work
scheduling
• Motivation
• Performance
appraisal
• Wages & salary
administration
• Fringe benefits
• Grievance
redressal
• Discipline
• Collective
bargaining
• Trade unions
• Participative
management
• Teams and
teamwork
• Industrial
Relation
MAINTAINACE
• Health and
Safety
• Security
measures
• Welfare
schemes
EMERGING
ISSUES
• Personal
records
• HR Audit
• HR Research
• HR
Accounting
• Human
Resource
Information
System
• Stress
Counseling
• International
HRM
Operative Function OF HRM

16. Challenges faced by HRM
Shift from public
sector to private
sector
Preferred
location
Environmental
challenges
Ready to take
challenging jobs
Shift in locations
Industry
preference
Lifestyle changes
Automation
Computerizati
on
Training
Changes in
technology
Highly qualified
workers
Financial and
non-financial
demands
More exposure
in new areas
Employee
expectation
Glass ceiling
effect
culture
level of
education
Composition of
workforce
MNC’s
Pay structure
Living standard
Status
Size of workforce

17. Skills of HR Professionals

18. HRM Policies
• Policies for hiring people
• Policies of remuneration, promotion, transfer, and
layoff
• Policy for medical assistance
• Policy regarding housing, transport, uniform and
allowances
• Policy for training and development
• Policy regarding industrial relations

19. LOGOYOUR COMPANY NAME or YOUR SITE ADDRESS
Some employers with good HR practices…
Source : http://fortune.com/best-companies/

20. • Treats its employees as its key asset
• High level of senior management commitment:
– Communicates & share information with employees on regular basis
– Stand in lunch queue as everyone else
– Play active role in employees events
– No hierarchy & everyone is equal
– Take input from employee before taking decision
• Dynamic recruitment process
– Interviews with HR manager, Potential supervisor, Supervisor’s manager, Potential
peers & Skill assessment
– Employees referrals
• Social events are organized regularly where employee & their family both participate
• “Petit infoscion” is held in which employee's children get an opportunity to visit parent’s
workplace
• Company’s stocks are given to its employees
• Every employee receives avg. of 47 hrs of training per year
Infosys

21. • “Has strong Concern for people”
• Accommodation is provided as per the number of family members of the employee and marital status
of employee and not based on the seniority
• Health facility
– Unlimited medical coverage
– Education on health management
– First aid workshop
– Stress reduction workshop
– Newsletter on health
– Subsidized health club facility
• Relocation : Many of the P & G (India) are relocated in Singapore for this :
– Education about new location is given
– For next 2 years company will take care of any education, training or job of spouse of employee
• Flexi time working, telecommuting, job sharing, reduced hours of work, etc are in place
• Dedicated data base which collects employees suggestions about anything
P & G (India)

22. • Flexi time, telecommuting & reduced hour employment in place
• Personal need based leaves besides statuary leaves are there
– 10 days for getting married, 10 days for preparing for competitive exams, 8 weeks
for legal adoption of a child, 5 days for a employee who has suffered demise in
family, 5 days for a new father
• “Sound of success” is the HP tune which is played at employee’s B’day or at other
achievement occasions in the entire building
• Annual family party
• On “Special day” employee can take his family out for dinner at company’s cost once a
year (eg B’Day)
• Employee’s importance - Any important decision is communicated to employees
couple of hour before media release and Communication is given due importance –
every employee gets update of company each morning along with CEO’s message
• All employees are eligible for stocks
• Employees are encouraged to develop themselves by training & tuition
• Common lunch room for all
• Annual picnic is organised
• Clubs like president’s club & regional club are there and top performers are given
membership to them
Hewlett-Packard Company (HP)

23. • Internal portal is ICICI universe
• Recruitment through employee referrals is preferred
• Welfare Activities such as:
– Company takes care of employee ward’s admission into a school
– Holiday homes
– Flexi hours are used sometimes
– Camera linked crèche
• “Saturday Kid’s club” – employee’s kids are brought to workplace and there is a special
instructor for “learn through fun”
• “Wise guy” is knowledge management portal which is accessible to all the employees
• Recognition is integral part of culture
ICICI Bank

24. • It has 8 week induction program named “oasis”
• Stocks are given to employees
• Pay revision in six months
• Loyalty awards –
– On completion of one year – watch
– On completion of five year – paid holiday
• Regular parties and celebration of festivals
• Inter industry competition b/w welfare activities
• Popular awards like –
– Best trouble shooter
– Best mentor
– Best leader
• Regular health checkup camps
Hughes Communications India Ltd. (HCIL)
HCIL is the largest satellite service operator in India providing a comprehensive range of
broadband networking technologies, solutions, and services for businesses and governments,
including Managed Services to meet every communications challenge.

25. ICICI
WIPRO
TCS
Mahindra
and
Mahindra Co.
• Offers choice of working in over 170 offices across 40 countries.
• Provisions of Paternity leave for adoption of a girl child
• Identifies potential talented staff and offer alternative stock
option and quicker promotion
• Carry Practice called “Reverse Mentoring” where young people
are given opportunity of mentoring their seniors
• It has “Wings Within” program where existing employees get
chance to quit their current job role and join a different department
within organization
Mahindra
and
Mahindra Co.
Microsoft India • Offers excellent sporting and wellness facilities.
• Employees are allowed to choose a flexible working schedule.

26. Personnel
Aspect
SCOPE
of
HRM
Welfare
Aspect
Industrial
Relation
Aspect
•Manpower planning
•Recruitment
•Selection
•Placement
•Transfer
•Promotion
•Training and development
•Retrenchment
•Remuneration
•Working Condition
•Basic amenities-:
 Canteens
 Rest and lunch hours
 Housing
 Transportation
 Health and safety
 Medical Assistance
•Union Management relation
•Collective bargaining
•Grievances
•Disciplinary Approach
•Settlement of Disputes
Scope of HRM

27. Difference between PM , HRM & HCM
Personnel
Management
(PM)
Human Resource
Management
(HRM)

28. Benchmarks Personnel
Management (PM)
Human Resource Management
(HRM)
Evolutionary Succeeded Industrial Relation but
preceded HRM
Succeeded PM , gained
worldwide acceptance and
recognition
Emphasis Routine activities Employees are treated as
valuable assets
Outcome of
People
Management
Value for money Added Value
People
Management
Activities
Focused on service delivery , not
project Management
Numerous small and tactical
projects
Measurement Efficiency of employees activities
and compliance
Effectiveness of employees
Output against business plan
Reporting Regulators Investors and stakeholders
References Ingham, J. (2006). Strategic Human Capital Management: Creating Value through People. Butterworth Heinemann.

29. Difference between traditional and
strategic HRM
Traditional HRM Strategic HRM
Responsibility for HRM Staff specialists Line managers
Focus Employee relations Partnerships with internal and
external customers
Role of HR Transactional, change follower,
and respondent
Transformational, change leader
and initiator
Initiatives Slow, reactive, fragmented Fast, proactive, integrated
Time horizon Short term Short, medium, long (as
necessary)
Control Bureaucratic-roles, policies,
procedures
Organic-flexible, whatever is
necessary to succeed
Job design Tight division of labor,
independence, specialization
Broad, flexible, cross-training,
teams
Key investments Capital, products People, knowledge
Accountability Cost center Investment center

30. HRM in globally competitive
environment
• Globalization refers to the tendency of firms to extend
their sales, ownership, and/or manufacturing to new
markets abroad.
• It has triggered changes in how companies organize,
manage, and use their HR departments.
• More globalization means more competition, and
more competition means more pressure to lower
costs, make employees more productive, and do
things better and less expensively.

31. Strategic HRM
• Strategic HRM refers to the process of
developing practices, programmes and policies
to achieve organizational objectives.
• Strategic HRM considers the implications of
business strategy for all HR systems within the
firm by translating company objectives into
specific people management systems.

32. FIGURE 1: Trends Shaping HRM

34. Michigan/
Matching model
(The Fombrun,
Tichy & Devanna
Model (1984))
The Warwick
Model of HRM
(1990)
The Harvard
Model (1992)
The Guest Model
(1997)
HRM MODELS

35. Human Resource
Development
Appraisal
Rewards
Selection
Organisational
Effectiveness
The Fombrun, Tichy & Devanna Model (1984)
Emphasizes the
interrelatedness and the
coherence of HRM
activities/policies.
Prescriptive: Ignores
stakeholder interests,
situational factors and notion
of strategic choice.

36. 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
The Warwick Model of HRM
Maps the connections between
the outer and inner contexts and
explores how HRM adapts to
changes in context.

37. 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
Employee
Influence
HR Flow
Reward System
Work system
Human
Resource
outcomes
Commitment
Competence
Congruence
Long-Term
Consequence
s
Individual well-
being
Organisational
Societal well-
being
The Harvard Model
Classifies inputs and outcomes at both organizational and societal
level. Absence of a coherent theoretical basis for measuring the
relationship between HR inputs, outcomes and performance.

38. HRM
Strategy
HRM
Practices
Hiring
Training
Appraisal
Compensation
Relations
HR
Outcomes
Commitment
Quality
Flexibility
Behavioral
Outcomes
Motivation
Co-
Operation
Organisationa
l Citizenship
Performance
Outcomes
Positive
Productivity
Innovation
Quality
Negative
Turnover
Financial
Outcomes
Profits
ROI
The Guest Model (1997)
Reflects view that a core set of integrated HRM practices can achieve superior individual and
organizational performance.

39. Any Queries???

40. Additional Reading Material
Books:
• Human Resource Management : P. Jyothi & D.N. Venkatesh ; Oxford University Press
• Human Resource Management: Uday Kumar Haldar & Juthika Sarkar; Oxford University
Press
• Human Resources Management: Sarah Gilmore & Steve Williams; Oxford University Press
• Human Resource Management: Text and Cases: K. Aswathappa ; McGraw-Hill Global
Education
• Human Resource Management: H. John Bernardin; McGraw-Hill Education
• Human Resource Management: John M Ivancevich; McGraw-Hill Education
• Strategic Human Resource Management: A General Managerial Approach, 2/e : Charles
R. Greer
• Human Resource Management, 14/e : Wayne Mondy ; Pearson Education
• A Framework for Human Resource Management, 7/e : Gary Dessler ; Pearson Education
Articles :
• http://www.humanresourcesiq.com/articles
• https://www.peoplematters.in/
• https://hbr.org/topic/human-resource-management
• http://www.hrdaily.com.au/
• https://www.journals.elsevier.com/human-resource-management-review/recent-articles

42. The evolution of HRM can be classified into three stages:
a. Period before industrial revolution ( before 1760)
b. Period of industrial revolution (1760 - 1850)
c. Post Industrial revolution ( after 1850 )
Evolution of HRM

43. • The society was primarily an
agriculture economy with limited
production.
• Number of specialized crafts was
limited and was usually carried out
within a village or community with
apprentices assisting the master
craftsmen.
• Communication channel were
limited.
Period before industrial revolution

44. • Industrial revolution marked the conversion of
economy from agriculture based to industry
based.
• Modernization and increased means if
communication gave way to industrial setup.
• A department was set up to look into workers
wages, welfare and other related issues. This led
to emergence of personnel management with
the major task as
 Worker’s wages and salaries
 Worker’s record maintenance
 Worker’s housing facilities and
health care
Period of industrial revolution (1750 to 1850)

45. An important event in industrial revolution
was growth of Labour Union (1790)
• The works working in the industries or
factories were subjected to long working
hours and very less wages.
• With growing unrest, workers across the
world started protest and this led to the
establishment of labour unions.
• To deal with labour issues at one end and
management at the other Personnel
Management department had to be capable
of politics and diplomacy, thus the industrial
relation department emerged.
Cont.

46. • The term Human resource Management saw
a major evolution after 1850. Various studies
were released and many experiments were
conducted during this period which gave
HRM altogether a new meaning and
importance.
Frederick W. Taylor gave principles of
scientific management (1857 - 1911) led to the
evolution of scientific human resource
management approach which was involved in
– Worker’s training
– Maintaining wage uniformity
– Focus on attaining better productivity
Post Industrial revolution

47. Hawthorne studies, conducted by Elton
Mayo & Fritz Roethlisberger (1927 to
1940).
• Observations and findings of Hawthorne
experiment shifted the focus of human
resource from increasing worker’s productivity
to increasing worker’s efficiency through
greater work satisfaction.
Douglas McGregor Theory X and Theory
Y (1960) and Abraham Maslow’s
Hierarchy of needs ( 1954)
• These studies and observations led to the
transition from the administrative and
passive Personnel Management approach to a
more dynamic Human Resource Management
approach which considered workers as a
valuable resource.
Cont.

48. • As a result of these principles and
studies, Human resource management
became increasingly line management
function, linked to core business
operations.
• Some of the major activities of HR
department are listed as;
– Recruitment and selection of
skilled workforce.
– Motivation and employee benefits
– Training and development of
workforce
– Performance related salaries and
appraisals.
Cont.