Defining of HRM:

Human recourse management can be defined as the process of

accomplishing organizational goods by acquiring relining termination
developing and property using the human recourse in as organization. The
field of management involves planning organization defeating and
controlling functions of processing developing monitoring and utilizing a
labor process.

Goals of HRM:

 Strategic HR planning involves estimating the size and making up the

work force for future.
 Recruiting is the discovering of potential applicants for the actual or
potential vacancies and organization.
 Selection is senses of steps that starts with the initial screening and
ends with a wiring be sinus.
Four phases of training and development
 Employee training
 Employee development
 Organization development
 Career development
The Motivation Function:
 Job design
 Setting performance standards
 Establishing effective compensation and benefits programs
 Understanding motivational theories
Maintenance Function
 Safety
 Communications
 Employee assistance programs

Principals of HRM:
1. Deal with people as complete individuals.
2. Make employees feel work while and related.
3. Be fair but also to be fair.
4. Reward should be earned not given.
5. Supply employees with relevant information.
6. Do not underestimate the intelligent and strength of the employees.
7. Sell personal program so that they learn by themselves one for other if
management does not teach other.

What type of knowledge HRM manager should have:

1. Education 2. Personality 3. Age 4.Honesty 5.Decision making
capability
 6. Philosophy 7.Ethic 8.Logic 9.Psychology 1O.Sociology 11.History
12. Economics 13.Management 14.Political Science

Authority and Responsibility:

Authority: Means power in broader sense authority means the right to
command the performance of other.
Responsibility: Means obligation the specific terms to be perfumed and to
lemon is accountable.
Relation between authority and responsibility:
Relationship better authority and responsibility does not.
Responsible: Misuse / Over exercise
Authority: Does not.

Formal Structure:
The line from of structure is simplicity useful. Employees are given compete
charge pf a work assigned to them subject only the superior to whom they
report.
Line form of Structure:

President

Production Sales Mng. Financial Mng

Mng.

Unit Divisional Treasurer

Superintendent mng

Supervisor
 Local mng Supervisor

Clarks
Sales man
Advantage:
Work

1. It is simple to nature.
2. It helps quick decision making.
3. It is easily to determine the responsible person for a specific task.

Disadvantage:
1. Where the company is not beginning complex and fluently quickly this
from creates problem.

Functional Structure: A Structure in which each and or department has a

different set of activities and responsibilities.
President

VP production VP Marketing VP Finance

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Manufacturin
fyproductionppp Financial
gppppppproduction
Product Sales Office Deposit
Production Office
Advantage of Functional Structure:
1. It maintains power and prestige of major functions.
2. It follow the principles of occupational specialization.
3. It simplifies training.
 4. It furnishes tight control of top mgt.
Disadvantages of Functional Structure:
1. Responsibility for profit is at the top.
2. It makes set slow adaptation of changes in environment.
3. It reduces co-ordination between functions.

Line and staff from of structure: The most widely used from of structure
in HR works is line and staff. The most striking feature of line and staff from
of structure that each person reports to one and only one superior but also
receives specialized service and help from various experts.
Line and staff form of stratus:
President

VP VP HRD VP Sales
Production

Superintende Employmen Service Divisional Sales

nt t Mgt

Supervisor Local Sales Mng

Advantages:
1. It makes more communication.
2. It makes the share of talent and resources.
Disadvantages:
1. Conflict arises between the line and staff people.

Which are the factors that affect specific design of HR department?

1. Attitudes of top executives.
2. Interacted of personal and structure.
3. Physical factors.
4. Affect on legislation and unions upon structure.
5. Problem faced.
Test for a good structure / how you will test the effectiveness of a good
structure?
 1. Stability
2. Flexibility
3. Growth
4. Balance
5. Simplicity
6. Objectivity
Functions of HR Manager:
Managerial = Planning, Organizing, Leading and Controlling.
Operating = Recruitment, Development, Compensation, Maintenance and
Separation.
Manpower Planning: Manpower planning is the process by which
organization ensures that it has the right number of people and the right kind
of people at the right place at the right time doing things they are
economically mast useful.
Objectives of Manpower Planning:
1. To take some necessary steps so that no scarcity of competent
employees in future.
2. To ensure the organization not to employ excess employee or over
qualified employ in organization.
3. To optimum use of human resources.
4. To arrange the training program for existing employees.
5. To forecast the future vacancies.

Manpower Planning Process:

1. Manpower Inventory: Existing manpower and assessment of
available resources. 2. Manpower Forecast: Determination of future
requirement.
3. Manpower Plan: Action steps to meet manpower need.
4. Implementing and controlling: Manpower plan.

Why Manpower Planning is Needed:

 Nature of human resources.
 Scarcity of skill manpower.
 Rapid technical change.
 Cost recruitment and hiring highly skilled personal.
 Reduction of wastage.
  Size of the firm.
 Profitability.
The Process of Selection:
1. Reception of applicants
2. Preliminary interview
3. Application bank
4. Employment test
5. Interview
6. Investigate past history
7. Preliminary selection
8. Final selection by the line boos
9. Physical examinations
10.Placement
Constraints in recruitment efforts:
 Image of the company
 Attractiveness of the job
 Internal organization policies
 Company law
 Government policies
 Recruitment cost

Selection from an internal prospective:

 General qualification
1. Education 2.Experience 3.Age 4.Nationality
Additional Capacity:
1. He/she should have the mentality to work abroad.
2. He/she should have the knowledge of culture.
3. He/she should have the knowledge of law.
4. He/she should have the ability to work multicultural
5. He/she should sound physical condition
6. He/she should have goods mental status