Management is the process

of designing and maintaining

an environment in which
individuals, working together
in groups, efficiently
accomplish selected aims.


DEFINITION OF MANAGEMENT



Management is classified into three
branches in accordance with the
type of resources it deals with, i.e.

TYPES OF MANAGEMENT
RESOURCES
Finance.
Material.
Human Resources.
MANAGEMENT
Finance Management.
Materials Management.
The Human Resources
Management.
Human Resource
Management is
The branch of
Management of
The Human Resources
HUMAN RESOURCE
MANAGEMENT
HRM
EVOLUTION OF HUMAN
RESOURCES MANAGEMENT
The industrial revolution
The emergence of free collective
bargaining
Scientific management
US civil services commission
Private industrys approach to personnel
management
Human relations movement
The behavioral sciences
DEVELOPMENT OF HRM

Pioneer Work.
Behavioral Science
Movement.
Organizational
Development Movement.
The Corporate Culture
Cult.
The Art of Japanese
Management.
Peter Drucker (1950)
Douglas Mcgreger.
Maslows Hierarchy of
Needs. (1960)
1960-1970.
1970-1980.

1980-1985.
GROWTH OF HUMAN
RESOURCES MANAGEMENT
File Maintenance Stage.
Government Accountability
Stage.
Organizational Accountability
Stage.
Strategic Partner-ship Stage.
Stage 1
Stage 2
Stage 3
Stage 4
File
Maintenance
Government
Accountability
Organizational
Accountability
Strategic
Partner
PRESENT CONCEPT OF HRM
Human resource management in its present form is an approach to the
management of people based on four fundamental principles.
Human resources are the most important assets of
an organization. Their Management is the key to its
success.
Success is most likely if the personnel policies and
procedures are closely linked with, objectives and
strategic plans.
The corporate culture and values, organizational
climate and managerial behavior culture influences
the achievement of excellence. This culture be
managed.
HRM is concerned with integration. Getting all the
members of the organization involved in working
together with a common sense.
HRM CONCEPT
It involves all the management decisions and
actions that affect the nature of the relationship
between the organization and employees i.e., Its
HR.

It communicates the instrumental values about
people and that people be viewed and managed as
assets.

The development of trust between employees,
managers and unions
HRM CONCEPT
Human Resource Management is the responsibility of
all those who manage people.
It is the management concerned with people at work
and with their relationship within an enterprise.
It applies to all fields of employment.
It aims at achieving both efficiency and justice.
It seeks to brings together and develop into an
effective organization, all the people of an enterprise,
to make there best contribution to its success both as
an individual and as member of working group.
It seeks to provide fair terms and conditions of
employment and satisfying work for the employed.
Three basic traditions.
Personnel Administration.
Labor Relations.
Organizational Development.
Changes in basic values of society.
Fundamental shift in ideology to the concern for
the whole and not a part of community.
Concern with the rights of the managed not
just the managers.
A shift towards greater concern for the systems
of the organization.
Contd..
EMERGING TRENDS IN HRM
Employee involvement and union-management
collaboration.
To identify problems and develop processes.
Increased emphasis on training and
development activities, performance appraisal
and improvement processes.
Competence and commitment issues given
attention.
Traditional control on information flow giving
way to more opennes to employees.
Shift from short term perspective to long term
perspective to problems and their solutions.
Contd..
A concern for the outcomes not just the role
and policies
Flexibility in application of HR policies to
individuals and the business
Flexibility in control at the top to a more
participative and collaborative management
Willingness to talk about the problems in
organization
Change in attitudes towards conflicts
HRM concerned with the groups of
shareholders, employees, the union and the
government

Difference between Personnel
Management V/S HRM
Personnel Management HRM
1. Management has a short-term
focus and therefore deals with
certain simple problems only with
piece meal solution.
1. HRM is proactive in nature and
makes system wide intervention
before any problem or change takes
place the integration of HRM. It is
long-term approach.
2. Personal management regards
investment in people as variable
cost.
2. HRM regards investment in
people as social capital.
Increased education of the work
force.
More concern with career and life
satisfaction.
Changing values of the work force.
Change in workforce demography.
CURRENT PRESSURES AND
DEMANDS ON HRM
CURRENT PRESSURES AND
DEMANDS ON HRM
Increased international competition.
Increasing complexity of size of
organizations.
Slower growth, and receding
advancement opportunity to
employees.
Greater involvement of governments
in human resource practices.
Recrutiemnt Selection Wages & Salary Administration
Compensation & Benefits
Employeee Relation Employee Training
Health & Sefety Employee Development
Management Development Organizational Development
Research Organiztional Communication
Change Management Organizational Behaviour
Benefits & Services Industrial Psychology
Legal Regulations Human Relations
Socio Cultural Public Relation
EX PERSONNEL DEPARTMENT
Now HR DEPARTMENT
HUMAN RESOURCES PHILOSOPHY
Or
(HR Contribution in Company growth & Success
A firms HR philosophy is generally a broad statement about how
it regards its people, the role they play in the overall success of a
business, and how they are to be treated and managed.
Empowering people to drive to business from the closest point
to the market.
Developing the skills to be the best in the business.
Building career opportunities.
Building teamwork.
Helping people succeed by the building an environment with
high integrity, strong and consistent values, and continuous
improvement.
Changing environment towards effective time management,
cost consciousness and improving interaction for increasing
productivity by proactive support to line managers.

ORGANIZATIONAL STRATEGY
Initiates the process of identifying strategic business
needs and provides specific opportunities to them
STRATEGIC BUSINESS NEEDS
Expressed in mission or vision statements and translated
into strategic business objectives
INTERNAL
CHARACTERISTICS
EXTERNAL
CHARACTERISTICS
STRATEGIC HUMAN RESOURCES MANAGEMENT ACTIVITIES








Human Resources Philosophy expressed in
statements defining business values and culture.
Human Resources Policies expressed as
shared values (guidelines).
Human Resources Programs articulated as
Human Resources strategic.
Human Resources Practices for leadership,
managerial and operational roles.
Human Resources processes for the
formulation and implementation of other activities.
Express how to treat and value people.

Establishes guidelines for action on people
related business issues and HR program.
Coordinates efforts to facilitate change to
address major people related business
issues.
Motivates needed role behaviors.

Defines how these activities are carried out
STRATEGIC HRM ACTIVITIES
HR Philosophy
HR Policies.
HR Programs.
HR Practices.
HR Processes.
Responsibilities:
Staffing.
Retention.
Development.
Adjustment.
Managing Change.
OBJECTIVES OF HRM DEPARTMENT
BROAD OBJECTIVE
TO OPTIMIZE THE USEFULNESS OF ALL WORKERS
IN AN ORGANISATION

SPECIAL OBJECTIVE
TO HELP LINE MANAGERS MANAGE THOSE
WORKERS MORE EFFECIVELY.
The HR Department accomplishes this special
objective through policy initiation and formulation,
advice, service and control in resonance with line
managers.
THUS THE HR RESPONSIBILITIES ARE SHARED BY
THE HR DEPARTMENT AND LINE MANAGERS.
CRITICAL HR PROCESSES
Training and Development
Policies Implementation
Systems Update and Procedures
Improvement
Practices and Processes Development
Knowledge, Skills and Abilities Development
Identification of Future Hr Requirement
Leadership Development
HRM IN Nepal

HRM in Nepali Environment.
Current Trends Of HRM in Nepal


Phase I
Labor Officers
Labor Welfare Officers
Responsibilities
Day To Day Administration
Protection Against Violations
Labor Legislation
Security
Phase II
Administration Officers
Ex Army Personnel Or
Physically Robust Personalities
HRM IN NEPALI ENVIRONMENT
Phase III
Multinationals
Brought Knowledge, Skills And Philosophy
Of Personnel's Functions
Personnel Officers
Personnel Administration
Personnel Management
Employee Relations
Labor Relations
Phase IV
Personnel & Industrial Relations Manager
Phase V
Human Resources Management.
HRM IN NEPALI ENVIRONMENT
CURRENT TRENDS OF HRM
IN NEPAL
Multinationals.
Public Limited Companies.
Government and Semi Government.
Private Industry.
ROLES OF HR MANAGER
Business Person.
Shaper Of Change.
Consultant to the Organization and Partner
to Line Managers.
Strategy Formulator and Implementers
Talent Manager (ie.,Network With Professional
Colleagues, Including Recruiters,line Managers,
and Other Hr Professionals)
Asset Manager and Cost Controller (Based on
Understanding Financial and Accounting
Procedures.)
CHALLENGES FACED BY
HR MANAGERS
Changing Mix of Work Force.
Changing Personal Values.
Expectations of Employees.
Levels Of Productivity.
Demands and Government Regulation.
HRM & PHILOSOPHY OF HINDU
Authority and Responsibility.
Participative Management.
Rewards and Performance.
Equal Opportunities Concept.
Leadership.
Evaluation and Improvement.
Commitment and Motivation.
Balanced Approval.
HR CONTRIBUTION IN COMPANY
GROWTH & SUCESS
Empowering people to drive business to the market.
Developing the skills to be the best in business.
Building career opportunities.
Building team work.
Helping people to succeed by building an
environment with high integrity, strong and
consistent values and continuous improvement.
Changing environment towards effective time
management, cost consciousness and improving
interaction for increasing productivity by proactive
support to line managers.