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Let’s Understand HRM (Human Resource Management
- 3. Let’s Understand HRM (Human Resource Management)
- 4. What is HR ? HRM HRD Human resource management is concerned with practices involved in the acquisition, development, motivation and maintenance of the employee or people. Human resource development (HRD) means to develop available manpower through suitable methods such as training, promotions, transfers and opportunities for career development. ▪ HRD programmes create a team of well- trained, efficient and capable managers & subordinates.
- 5. Guess What ? This term “HRM” has been commonly used for about the last 10 to 15 years Before that it was Personnel Management
- 7. 1800 BC when Wage and Incentive Plans were included in the Babylonian code of Hammurabi 19th Century It took growth Industrial Revolution
- 9. Pre Industrial Revolution ▪ Agrarian economy- agriculture was the main source of income ▪ Handicrafts started- pottery making, Jewellery designing, weaving etc.. ▪ Cottage industries were set up in homes. ▪ Factory system/ capitalism came giving rise to 2 classes mgmt and workers. ▪ Exploitation of workers increased because employers wanted to achieve profit maximization.
- 10. During Industrial Revolution ▪ Industrial revolution marked the conversion of economy from agriculture based to industry based. ▪ The workers 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.
- 11. Post Industrial Revolution ▪ The term Human resource Management saw a major evolution after 1850 – various studies, experiments gave HRM altogether a new meaning and importance. ▪ Frederick W. Taylor gave principles of scientific management (1857 o 1911) led to the evolution of scientific human resource management . ▪ Development of Industrial Psychology - fulfilling social and psychological needs of workers. ▪ Organizational behavior developed as a diff. field of study - how to deal with individuals and groups. ▪ Human relation movement started- Hawthorne studies by Elton Mayo - increasing the productivity of workers good relations are required.
- 12. Post Industrial Revolution ▪ Industrial relations started becoming better after first world war (1914-1918). ▪ International labour org. ILO (1919) ▪ Royal commission on labour (1931) recommended “labour officers” in order to protect conditions of workers.Frederick W. Taylor gave principles of scientific management (1857 o 1911) led to the evolution of Scientific Human Resource Management.
- 13. Post Independence ▪ Factories act 1948, there must be “welfare officers” inside factories having 500 or more workers. ▪ 3 imp. Acts - Factories act, Min. Wages Act and ESI Act supported the welfare of working community. ▪ Later on dev. of 5 year plans also supported growth of human relations ▪ In 1970s to 1980s there was dev. Of personnel management. ▪ During late 1980s or early 1990s HRM developed as a separate field. ▪ After globalization (1991), need for HRM and strategic HRM was realized. ▪ Thus, human resource func. In India has grown through several stages- LABOUR WELFARE, INDUSTRIAL RELATIONS, LABOUR ADM., PERSONNEL MGMT, HRM AND FINALLY TO HRD.
- 14. BASIS FOR COMPARISON PERSONNEL MANAGEMENT HUMAN RESOURCE MANAGEMENT Meaning The aspect of management that is concerned with the work force and their relationship with the entity is known as Personnel Management. The branch of management that focuses on the most effective use of the manpower of an entity, to achieve the organizational goals is known as Human Resource Management. Approach Traditional Modern Treatment of manpower Machines or Tools Asset Type of function Routine function Strategic function Basis of Pay Job Evaluation Performance Evaluation Management Role Transactional Transformational Communication Indirect Direct Labor Management Collective Bargaining Contracts Individual Contracts Initiatives Piecemeal Integrated Management Actions Procedure Business needs Decision Making Slow Fast Job Design Division of Labor Groups/Teams Focus Primarily on mundane activities like employee hiring, remunerating, training, and Treat manpower of the organization as valued assets, to be valued, used and
- 15. HR Functions HR Planning & Management Recruitment & Selection Training / Learning & Development Performance Management System Career / Succession Planning Compensation & Benefits Rewards & Recognition Policy Formulation Employee Engagement Health & Safety Disciplinary Action Compliance & Labour Laws Industrial Relations Payroll
- 17. JD Of HRBP • Conducts weekly meetings with respective business units. • Consults with line management, providing HR guidance when appropriate. • Analyzes trends and metrics in partnership with the HR group to develop solutions, programs and policies. • Manages and resolves complex employee relations issues. Conducts effective, thorough and objective investigations. • Maintains in-depth knowledge of legal requirements related to day-to-day management of employees, reducing legal risks and ensuring regulatory compliance. Partners with the legal department as needed/required. • Provides day-to-day performance management guidance to line management (e.g., coaching, counseling, career development, disciplinary actions). • Works closely with management and employees to improve work relationships, build morale, and increase productivity and retention. • Provides HR policy guidance and interpretation.
- 18. • Develops contract terms for new hires, promotions and transfers. • Assists international employees with expatriate assignments and related HR matters. • Provides guidance and input on business unit restructures, workforce planning and succession planning. • Identifies training needs for business units and individual executive coaching needs. • Participates in evaluation and monitoring of training programs to ensure success. Follows up to ensure training objectives are met. • Performs other related duties as assigned. • Develops contract terms for new hires, promotions and transfers. • Assists international employees with expatriate assignments and related HR matters. • Provides guidance and input on business unit restructures, workforce planning and succession planning. • Identifies training needs for business units and individual executive coaching needs. • Participates in evaluation and monitoring of training programs to ensure success. Follows up to ensure training objectives are met.