PEOPLE CAN

MOVE
MOUNTAINS

ADI GODREJ
It is a really important for me to spend more time
with my people.
We have had a number of HRD consultants, but HRD
initiatives are time consuming & one has to be
patient for cultural & mind set changes.

 PHILIPS
According to Rama Chandran,MD,Philips India
My human Resource Department is the centre of
competence

 A.F.Ferguson & Co
Arvind Mahajan,Director The only way you can be
different is in a way you manage people

 Brian Friedman
It is important to realize that employees are
your greatest asset.
Unlike other assets, people are the only
asset which does not, depreciate over time.
On the contrary the more you use them ,the
better they get over time.
Their value keeps on appreciating with the
passage of time(on his visit to India --- 1998)

 HLL
At Hindustan Lever the accent is on hiring people
who are even better than the ones at HLL.
HLL now is a people & strategy company.

 Marico industries:
Harsh Mariwala,owner I am very sensitive about
losing star performers.
If the guy is valuable ,we give him far higher
remuneration to keep him happy.

 America ErickMayer created history on 25.5.2001 by

becoming the first blind person to scale Mount
Everest.
Erick at 32 who lost his eyes sight due to generative
disease at the age of 13 ,set foot on the 8848 meter
peak along with 17 other members of an expedition
team after an unsuccessful attempt earlier due to
bad weather conditions

 An hour before Erick Brand ford Bull earned the

distinction of being the oldest climber to set foot
atop the worlds highest peak at the age of 65
along with his son.

NATURE & SCOPE OF HUMAN

RESOURCE MANAGENT
Human Resources: People with

required skills to make an

organisation are generally referred
to as human resources

WHAT IS HUMAN
RESOURCES?
RESOURCES

HUMAN

H-HEARS
U-UNDERSTANDS
M-MOVES
A-ADJUSTS
N-NEGOTIATES

R-RESEVER
E-EDUCATE
S-SKILL
O-OBJECTIVES

U-UNDERSTANDING
R-RESEARCH
C-CAPABILITY
E-ENERGIES
S-STRENGTH

 Meaning of Human
resources
According to
Leon.C.Megginson,the
term HR can be
thought of as the total
knowledge ,skills,
creative abilities,
talents & aptitudes of
an organization's
workforce ,as well as
the value ,attitudes &
beliefs of the
individuals involved.

MEANING
MEANING && DEFINITION
DEFINITION OF
OF HRM
HRM
In simple sense HRM
means employing the
people ,developing their
resources
,utilising,maintaining &
compensating their
services in tune with
the job & organisational
requirements with a
view to contribute to
the goals of the
organisation,individual
& the society..

MEANING
MEANING AND
AND DEFINITION
DEFINITION OF
OF HRM
HRM
Definition In short: HRM
may be defined as the art of
Procuring, Developing,
Motivating and Maintaining
competent workforce to
achieve the goals of an
organisation in an effective
and efficient manner.
HRM is the art of
managing people at work in
such a manner that they
give their best to the
organization.

Meaning
Meaning of
of HRD:
HRD:
Human resource is an important
resource in an organization. Human
resource is utilized in the best
possible way to reach
organizational goals.
The enhancement of the utilization
value of human resource depends
on the important of the human
resource aspects like, skill,
knowledge, creative abilities and
talents in accordance with the
changing requirement of groups,
organizations and society at large.
This is the essence of Human
Resources Development; therefore
human resources development

HUMAN
HUMAN RESOURCE
RESOURCE
DEVELOPMENT
DEVELOPMENT CENTRE
CENTRE

EX of a HRD
centre.
Located at
Peshawar
. To develop the
managerial and
technical skills of
community
members.
To design &
implement the
managerial and
technical capacity
building training
of community
members,
identified by their
respective
community
organizations

 HRD is mainly concerned with developing the skills,

knowledge, and competencies of people and it is
people oriented concept. HRD can be applied both
for the national level and organization level. HRD is
not essentially training and development. HRD is
having broader meaning apart from training and
development.
T.Venkateswara Rao has worked extensively on HRD.
He defines HRD in the organizational context as a
process by which the employees of an organization
are helped in a continuous,

 planned way to acquire or sharpen

capabilities required to perform various
functions associated with their present or
expected future roles.
Develop their general capabilities as
individuals and discover and exploit their
own inner potentials for their own / or
organizational development purposes.
Develop an organizational culture in which
superior-subordinate relationship, team
work and collaboration to the professional
well-being, motivation & pride of
employees.

 HRD from the organizational point of view is

a process in which the employees of an
organizational are helped/ motivated to
acquire and develop technical, managerial
and behavioral knowledge, skills and
abilities.
And mould the values, beliefs and attitudes
necessary to perform present and future
roles.
By realizing the highest human potential with
a view to contribute positively to the
organizational, group, individual & social
goals. Information technology is extensively
used in HRD.

Features
Features of
of HRD
HRD
HRD is a systematic and planned approach
for the development of individual in order to
achieve organizational, group & individual
goals.
HRD is a continuous process for the
development of techniques, managerial,
behavioral & conceptual skills & knowledge.
HRD develops the skills and knowledge not
only at the individual level, but also at
dyadic level, group level and organizational
level.

 HRD is multi-disciplinary. It draws inputs

from engineering, technology, psychology,
anthropology, management, commerce,
economics, medicine etc
HRD comprises of techniques & processes.
They include performance appraisal,
training, management development, career
planning and development, organization
development, counseling, social & religious
programmes, employee involvement /
workers participation, quality circles etc
HRD is essential not only for manufacturing
and service industry but also for
information technology industry.

Need
Need for
for HRD
HRD
Changes in economic policies: (LPG)
Changing job requirements: dynamic
jobs
Need for multi-skilled human resource:
cost reduction
Organizational viability & transformation
process: changing as per the
environment
Technological advances: latest machines
Organizational complexity: complex
products & manufacturing technology
Human relations: respecting human
relations , in the changing environment.

Role
Role of
of training
training in
in HRD
HRD
HRD plays vital role in Human
resources management process.
Training plays the most
important role in the HRD.
Training helps the organization to
impart basic technical skills and
knowledge to the employees.
Technical skill is the basic
component of human resource
that is most essential for
employee performance.
No organization can get a
candidate who exactly matches
with the job and the
organizational requirements.
Hence training is important to
develop the employee and make
him suitable to the job.

 Job and organizational requirements are dynamic.

They are changed from time to time in view of
technological advancement and trends.
Hence total quality management (TQM) is essential
in the world of Globalization and competition in a
continuous manner.
TQM can be achieved by training the employees
continuously. Trained employees are the assets of a
company.

 Hence training is very important and contributes to

the HRD, which in turn contributes to the
organizational efficiency, productivity, progress and
development to a greater extent.
Thus training plays an important role in the framing
of HR policies and objectives & strategies.

 Hence HRD strategies in the era of

Globalization in India would be listed as
below
1. Right sizing of employees
2. Empowerment of employees
3. Competence building
4. Commitment building
5. TQPM (total quality & productivity
management)
6. Continuous improvement process (CIP)
7. Developing value system
8. Creating learning organizations
9. Developing the skills of adoptability
10. Encouraging creativity & innovation

DIMENSIONS
DIMENSIONS OF
OF GLOBALISATION
GLOBALISATION

Role
Role of
of HRD
HRD Manager:
Manager:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.

HR Manager has a versatile role in an organization

. these include
HR planning
Recruitment
Selection
Placement
Induction & recreation
Performance appraisal
Training & development
Career planning
Organizational development
Compensation
Social & cultural performance
Quality circles
Team work
Coordination with top management & workers

SCOPE
SCOPE OF
OF HRM
HRM
Objectives of HRM.
Organization of HRM.
Strategic HRM.
Employment.
Development.
Wage & salary administration.
Maintenance.
Motivation.
Industrial Relations.
Participative management.
Recent developments in HRM

Nature of HRM

EMPLOYEE
HIRING

Employee Scope of HRM Industrial

remuneration
relations
Employee
maintenance

Employee
motivation

 4. It applies to the
employees in all
the types of
organizations in
the world like
Industry
Service.
Commerce.
Economic.
Social.
Religious.
Political &
government depts

5.HRM is continuous & never ending process.

6.It aims at attaining the goals of:
Organisation.
Individual.
Society
7.HRM is a responsibility of all line mangers &
a function of staff mangers in an
organisation..
8.It is concerned mostly with managing human
resources at work.

9.HRM is the central subsystem of an organisation & it

permeates all types of functional management namely

Production Management
Marketing Management.
& Financial Management
10.HRM aims at securing unreserved cooperation from all
employees in order to attain predetermined goals.

History
History of
of HRM
HRM
1800-early 1900
Scientific
Management
Movement
Focus on
processes, cost
reduction and pay
for performance
Job simplification
and focus on rules

Human Relations
Model 1920-1940s
View from
employees
perspective
Focus on social
environment
working conditions,
supervisors style,
mgmt philosophy

History
History of
of HRM
HRM
HRM Movement started
back in the 1900present
Increase of HR
department
responsibilities from
strictly admin to
include: legal
compliance,
performance
appraisals, recruitment,
screening, corporate
change etc.

Closer examination of
worker motivation
beyond previous two
based on nature and
scope of job, social
influences,
compensation, incentive
systems, organizational
culture, climate
supervisors style, and
individual needs and
values

PERSONNEL MANAGEMENT
IS DEAD ,
HUMAN RESOURCE
MANAGEMENT IS
ALIVE..

Meaning
Meaning and
and Definition
Definition of
of PM
PM
E.B FLIPPO- The personnel function is concerned
with the procurement development,compensation
,integration, and maintainance of personnel of an
organisation for the purpose of contributing toward
the accomplishment of that organisations major goal.
Hence Pm is planning organising,directing and
controlling of the functions.

It is that part of mangement

funtion which is primarily
concered with human
relationships with in the
organisation.

Differences
Differences B/w
B/w Personnel
Personnel
management
&
HRM
management
&
HRM
PM
HRM
Personnel means
persons employed.
PM views man as
an economic man
who works for
money or salary.
It is narrow in
scope

HRM treats people

as human beings
having
economic ,social,&
psychological
needs
It is broader in
scope

Dimension
Beliefs &
assumptions

PM

HRM

Guide to
management

Clear rules,
procedures

Business
need

Behaviour
referrent

Norms/customs Values/Mission

Managerial
Monitoring
Tack v/s Labour

Nurturing

Nature of
relations

Pluralist

Unitarist

Conflict

Institutionalized De-emphasized

Strategic Aspects
Key relations

Labour
management

Customer

Corporate plan

Marginal to

Central to

Speed of
decision

Slow

Fast

Line
management
Management
Role

Transactional

Transformation
al Leadership

Communication Indirect

Direct

Standardization High

Low

Prized
management
skills

Facilitation

Negotiation

Key Levers
Selection

Separate, Marginal
Test

Integrated, Key
Task

Pay

Job Evaluation fixed

Grades)

Performance
Related

Conditions

Separately Negotiated Harmonization

Job
Categories

Many

Few

Communicatio Restricted Flow

n

Increased Flow

Job Design

Division of labour

Team Work

T&D

Controlled Access

Learning
Companies

Function
Function of
of personnel
personnel department
department
MANAGERIAL
FUNCTIONS
1. Planning
2. Organising
3. Directing
4. Motivating
5. Controlling

PLANNING
PLANNING CYCLE
CYCLE

OPERATING
OPERATING FUNCTIONS
FUNCTIONS
1. Procurement
2. Development
3. Compensation
4. Integration
5. Maintenance
6. Records, Research
and Audit

NEED
NEED FOR
FOR HR
HR
1.

It manages Ms(Man,Money,Material,Machine)efficiently
and effectively.
2. It is essential for cost reduction(time and money).
3. It controls wastage of resources and activities of
production.
4. No organisation can function without human
resources.
5. The success of organisation is is determined by the
quality of HR.

Difference
Difference between
between PM
PM and
and HRM
HRM

1.

2.
3.
4.

PM
It is the management
of employees
skills(talent,abilities)
Employees is treated
as economic man
Employees is viewed
as commodity or tool
Employees is treated
as cost center.

HRM
1. It is management of
people employed
2. Employees are treated
as social man
3. Employees are viewed
as resources.
4. Employees are treated
as profit center.

Difference
Difference between
between PM
PM and
and HRM
HRM
PM

HRM

5.They are used for

organizational benefit.
6.It was considered as an
auxiliary function.
7.It includes division of
labor.
8.Decision making is
slow.
9.Indirect communication.

5.They are used for

mutual benefit.
6.It is strategic
management function.
7.It includes teamwork
8.Decision making is fast.
9.Direct communication

Primary
Primary Functions
Functions of
of HRM
HRM
1.
2.
3.
4.
5.
6.
7.

Human resource planning

Equal employment opportunity
Staffing (recruitment and selection)
Compensation and benefits
Employee and labor relations
Health, safety, and security
Human resource development

Secondary
Secondary HRM
HRM Functions
Functions
1.
2.
3.

Organization and job design

Performance management/ performance
appraisal systems
Research and information systems

Functions
Functions of
of HRM
HRM
HRM Concerned with two sets of functions
1. Managerial Functions
2. Operative Functions

Managerial Functions

Planning:

Recruitment, Selection & training

Organinsing : Grouping Personnel activities, Assignment, &

Delegation Authority.
Directing: Supervising, Guiding & Motivating the Personnel.
Controlling:

Measuring Employees Performance, Correcting

negative deviations & assuring accomplishment of
Plans.

OPERATIVE
OPERATIVEFUNCTIONS
FUNCTIONS

Employment

HRD

Compensation

Human
Relations

HR Planning
Recruitment

Per.App.

Job Evaluation

Training

Wage & Salary

Admn.

Selection

MDP

Placement

Career
Planning

Incentives

OD

Fringe Benefits

Induction &
Orientation

Bonus

Social Security
Measures

Interaction

Effectivenes
Of HRM

Job Satisfaction
Labour turnover
Absenteeism
Productivity

HRM
HRM as
as aa Central
Central Subsystem
Subsystem

Finance

Technology

Marketing

HRM

Production

Materials

Information

 MANEGERIAL
FUNCTIONS.

OPERATIVE
FUNCTIONS

1.Planning.
2.Organising.
3.Directing.
4.Controlling

1.Employment.
2.HRD.
3.Compensation.
4.Huamn Relations.
5.Industrial Relations.
6.Recent Trends in
HRM

MANAGERIAL
MANAGERIAL FUNCTIONS
FUNCTIONS
1.Planning.
It is predetermined course of action.
Planning pertains to formulating strategies of
personnel programmes & changes in advance that
will contribute to the organisational goals.
In other words it involves planning of human
resources requiremnets,selection,training.

2.Organising
An organisation is a means to an end.
It is essential to carry out the determined
course of action.
Complex relationships exist b/w the
specialized & general departments as many
top managers are seeking the advice of the
personnel manager
Thus an organisation establishes
relationships among the employees so that
they can collectively contribute to the
attainment of company goals.

3.Directing
Execution of plan.
The basic function of personnel management at any
level is motivating,commanding,leading,& activating
people.
The willing & the effective co-operation of
employees for the attainment of organisational goals
is possible through proper direction.

4.Controlling
Controlling involves checking, verifying, &
comparing the actuals with the plans,identifiaction
of deviations if any & correcting of identified
deviations.
Thus action & operation are adjusted to
predetermined plans & standards through control.

OPERATIVE
OPERATIVE FUNCTIONS
FUNCTIONS
The operative functions of HRM are related to
specific activities of personnel management
namely
Employment.
Development.
Compensation.
Relations

Operative
Operative Functions
Functions
1.Employment
First operative function of HRM.
Employment is concerned with securing &
employing the people possessing the required kind
& level of human resources necessary to achieve the
organisational objectives.
It covers functions such as
Job Analysis.
Human Resource planning.
Recruitment.

Selection.
Placement .
Induction.
Internal Mobility
HRP It is a process for determination &
assuring that the organisation will have an
adequate no of qualified persons, available at
proper times ,performing jobs which would
meet the needs of the organisation& which
provide satisfaction for the individual
involved.

Recruitment: It is a process searching for

prospective employees & stimulating them to
apply for jobs in an organisation.
Selection: It is process of ascertaining the
qualifications ,experiences,skills,knowledge
etc of an applicant with a view to appraising
his/her suitability to a job.
Placement: It is a process of assigning the
selected candidate with the most suitable job
in terms of job requirements. It is matching
employee specifications with job
requirements.

Induction & Orientation:

These are the techniques by which anew employee
is rehabilitated in the changed surrounding &
introduced to the practices,policies,purposes &
people of the organisation.

HRD:
It is a process of
improving,moulding,
& changing the
skills, knowledge,
creative
ability,aptitude,value
s,commitment etc
based on the
present & future
requirements

CHANGE & ORGANISATION

DEVELOPMENT
PROMOTION
PERFORMANCE APPRAISAL

CAREER PLANNING
& DEVELOPMENT

HUMAN
RESORCE
DEVELOPMENT

TRANSFER

TRAINING

INTERNAL MOBILITY
MANAGEMENT DEVELOPMENT

DEMOTION

+ Performance Appraisal
It

is a systematic evaluation of individuals

with respect to their performance on the job
& their potential for development.
Training:
It is a process of imparting to the employees
technical & operating skills & knowledge.
Management Development
It is a process of designing & conducting
suitable executive development
programmmes so as to develop the
managerial & human relations skill of
employees.

Career Planning: It is planning of ones career

& implementation of career plans by means of
education, training, job search & acquisition of
work experience.
It includes internal & external mobility.
Internal mobility includes vertical &
horizontal movement of an employee within
an organization.
It consists of transfer, promotion, demotion.

Transfer

It is a process of placing
employees in the same level jobs where
they can be utilised more effectively in
consistence with their potentialities &
needs of the employees & the organization.

Promotion--

deals with upward

reassignment given to an employee in the
organization to occupy higher position
which commands better status keeping in
view the HR of the employees & the job
requirements.

Demotion:

It deals with downward

reassignment to an employee to an
employee in the organization.

Change

& organization development:

Change implies the creation of

imbalances in the existent pattern or
situation.

OD is a planned process designed to

improve organizational effectiveness &
health through modifications in individual
& group behavior culture & systems of the
organization using knowledge &
technology of applied behavioral sciences.

3.Compensation
Job evaluation It is a process of determining
relative worth of jobs.
Select

suitable job evaluation techniques.

Classify

jobs into various categories.

Determining

relative worth of jobs.

Wage & salary administration

This

is a process of developing & operating a

suitable wage & salary programme. It covers

Conducting

wage & salary survey.

Determining the wage & salary rates based on various

factors.

Administering wage & salary programmes.

Evaluating its effectiveness.

Incentives: It is a process of formulating ,administering,&

reviewing the schemes financial incentives in addition to
regular payment of wages & salary.

It includes:

Formulating incentive payment schemes.

Helping functional mangers on the operation.

Review them periodically to evaluate effectiveness

Bonus: It includes payment of statutory bonus according

to the payment of Bonus act 1965.

Fringe Benefits: These are the various benefits

at the fringe of the wage.
Management provides these benefits to
motivate the employees & to meet their lifes
contingencies.
These benefits include
Disablement
Housing

Facilities.

Educational
Canteen

benefit.

facilities to employees & children.

Facilities.

Recreational

facilities.

Conveyance facilities.

Credit facilities.

Legal clinics.

Medical, maternity facilities.

Welfare facilities.

Company Stores.

Social security Measures

4.HUMAN RELATIONS
It

is a process of interaction among human

beings.

Human

Relations is an area of management in

integrating people into work situations in a
way that motivates them to work together
productively ,co-operatively& with
economic ,psychological & social satisfaction.

It

includes the following

Motivating
Boosting

the employees.

Employee morale.

Developing

the communication skills.

Developing the leadership skills.

Redressing employee grievances properly .

Counseling the employees.

Providing a comfortable work environment .

Improving quality of work life.

5.INDUSTRIAL RELATIONS
Industrial Relations refers to the study of relations among
employees employer,govt,& trade unions. It includes the
following:
Indian Labour Market.
Trade Unionism.
Collective bargaining.
Industrial conflicts.
WPM.
Quality circles.

Recent trends in HRM

Quality of work life.

Total quality in HR.

HR accounting.

HR audit.

Research.

QUALIFICATION OF HR.MANAGER
PERSONAL ATTTRIBUTES

1.

INTELLIGENCE

2.

EDUCTIONAL SKILLS

3.

DISCRIMINATING SKILL

4.

EXECUTING SKILL

5.

EXPERIENCE AND TRAINING

6.

PROFFESTIONAL ATTITUDES

7.

QUALIFICATIONS

HRM PROGRAMMING
HRM OBJECTIVES

HRM POLICIES

HRM PROCEDURES

HRM PROGRAMMES

+ HRM Policy:
A policy is a plan of action.
Brewster & Rich bell defined HRM Policies as set of
proposals & actions that act as a reference point for
managers in their dealings with employees.
Personnel policies constitute guides to action.
They furnish general standards or bases on which decisions
are reached.

Their genesis lies in an organization s

values,philosophy,concepts & principles
Personnel policies guide the course of
action intended to accomplish personnel
objectives.
What is HRM Procedure?
Policies are general instructions where
as procedures are specific applications.
A procedure is a course of action.
It prescribes the specific manner in
which a piece of work is to done.

Procedures are Action guidelines". They are generally

derived from policies .
Policies define a broad field, procedures show a
sequence of activities within that area.
The emphasis is on chronological, step-by step
sequence of required actions.
The basic purpose of a procedure is to spell out clearly
the way one is to go about doing something.

Comparison b/w Policies &

Procedures
Policies are general
instructions where as
procedures are
specific applications
Policies define a
broad field,
procedures show a
sequence of
activities within that
area
The emphasis is on
chronological, stepby step sequence of
required actions

A procedure is a
course of action.
It prescribes the
specific manner in
which a piece of work
is to done.
Procedures are Action
guidelines". They are
generally derived from
policies .
The basic purpose of a
procedure is to spell out
clearly the way one is
to go about doing
something.

Personnel Programmes

Personnel Programmes are complex sets of goals

,policies, procedures, rules, steps to be taken,
resources to be employed & other elements necessary
to carry out a given course of action.

Rules & programmes are aids to policy.

LINE & STAFF RELATIONSHIPS.

The relationship with which the mangers in an
organization deal with one another are broadly classified
as
1.Line Relationship.
2.Staff Relationship

Operating mangers/Departments---- Line

Service Departments---- Staff

Line & Staff are characterized by relationship but not by

departments.

Line relationship
The relationship existing b/w 2 managers due to
delegation of authority & responsibility & giving or
receiving instructions or orders is called line relationship.
Line refers to those positions of an organization which
have responsibility ,authority & are accountable for
accomplishment of primary objectives.
Line authority represents series of authority &
responsibility delegating down the management
hierarchy.

Line authority
BOARD OF DIRECTORS

MANAGING DIRECTOR

GENERAL MANGER

DEPARTMENTAL HEADS

HR DEPARTMENT

FINANCE DEPT

SUPERVISOR

SUPERVISOR

PROD DEPT

SUPERVISOR

LINE AUTHORITY

STAFF RELATIONS
The relationship b/w 2 mangers is said to be a staff
relation ,when it is created due to giving & taking advice
,guidance ,information, help or assistance in the process of
attaining organizational goals.
Staff mangers analyze problems ,collect information,&
develop alternative suggestions
Help line mangers to make right decisions quickly.

Staff control is monitoring& reporting which brings the

results of information to the a attention of the line
mangers for action by the line.
Thus they reduce the workload of the line mangers &
allow them to concentrate on their operative issues.

ROLE OF HR
MANAGER
HR Manger plays a vital role in the modern organization.
He plays various strategic roles at different levels in the
organization.
The roles of the HR manager includes roles of conscience,
counselor, company spokesman, problem solver & a change
agent.

The Conscience Role:

Conscience

role is that of a humanitarian

who reminds the management of its morals
& obligations to its employees.

The Counselor
Employees

who are dissatisfied with the present job

approach the personnel manger for counseling.

Employees

facing various problems like martial .

health, children education, mental, physical &
career also approach the personnel managers.

The

Personnel Manager counsels the employees &

offers suggestions to solve problems of the
employees.

The Mediator

As a mediator the personnel manger plays the role of a

peace maker.

He settles the disputes b/w the employees & the

management.

He acts as a communication link b/w both of them.

The spokesman

He is a frequent spokesman or representative of the

company.

The problem Solver

He acts as a problem solver with respect to the issues

that involve human resources management & overall
long range organizational planning.

The Change agent

He acts as a change agent & introduces changes in

various existing programmers'.

HR MANAGER Roles also include: 5Cs & 5 Rs

Conscience

reminding the Mgmt. of its morals and obligations

to its employees.

Counseller-

Personal & official problems

Change Agent -

Facilitating change

Champion

Employeess voice

Communication Empathetic, Mediator settling the disputes betwn

Labor & Management.
5 Rs HR Role & Responsibilities
Resourcing
Recruiting the right talent
Retaining the talent
Restructuring Down sizing & Right sizing
Retraining

+ Duties and responsibilities of a HR

manager:

1.

Providing purposeful direction to the firm.

2.

Managing survival and growth.

3.

Maintaining firms efficiency in terms of profits

generation.

4.

Meeting the challenge of increasing competition,

change and technology.

5.

Managing for innovation.

6.

Building human organization.

7.

Retaining talent and creating sense of loyalty.

8.

Sustaining leadership effectiveness.

9.

Maintaining balance between creativity and

conformity.

10.

Learning new management techniques.

ROLE OF A PERSONNEL
MANGER

ADVISORY

MANPOWER
PLANNING

R & D & ORG

PROBLEMS

MANGING
SERVICES,
TRANSPORT,
CO-OPERATIVES

T& D

ASSESSMENT
OF INDIVIDUAL
BEHAVIOUR

GROUP DYNAMICS,
GROUP COUNSELLING,
MOTIVATION,
LEADERSHIP,
COMMUNICATION

TIME KEEPING

SALARY &
WAGE ADMIN

MAINTENCE OF
RECORDS

HUMAN
ENGINEERING
MAN MACHINE
REATIONSHIP

GRIEEVANCE
HANDLING

SETTLEMENT
OF DISPUTES

HANDLING
DISCIPLINARY
ACTIONS

COLLECTIVE
BARGAINING,JOINT
COLLECTION

QUALITIES OF
HRM

Personnel attributes

Intelligence.

Educational skills.

Discriminating skills.

Executing skills.

Experience.

Training.

Professional attributes.

Qualifications.

The HR Environment &

Challenges
Economic

Demographic

Technological

Legal

Political

Cultural

Social
Demographic

OBJECTIVES OF HRM

Objectives--- are the predetermined goals to which individual

or group activity in an organization is directed.

Objectives of personnel management are influenced by

social objectives,organisational objectives, functional
objectives.

Objectives of various organizations:

1.Economic Institutions--- To earn profits.

2.Educational Institutions to impart education.

The fundamental objective of any organization is

survival .

The objectives of HRM are as follows:

1.

To create & utilize an able & motivated workforce,

2.

To accomplish the basic organiosational goals.

3.

To establish & maintain sound organisational structure.

4.

Develop desirable working relationships among all the

members of the organisation.

. 5. To secure the integration of individual & groups within

the organization co-ordination of the individual &
group goals with those of the organization.
6. To create facilities & opportunities for individual or group
development so as to match with the growth of the
organization.

+ 7.To attain an effective utilization of human resources in the

achievement of organisational goals.

8. To identify & satisfy individual & group needs by providing

adequate & equitable wages ,incentives, employee
benefits,& social security & measures for challenging
work,prestige,recognition,,security,status.

Objectives Of HRM

SOCIAL OBJECTIVES

ORGANISATIONAL OBJECTIVES

FUNCTIONAL OBJECTIVES

INDIVIDUAL OBJECTIVES

Objectives of HR Management
Mission

- to improve
production
contribution of
individuals while
attempting to attain
other societal and
individual employee
objectives

Objectives of HR Management
Organizational

- need
to focus on companies
needs and goals 1st
before HRs

Societal

- need to
respond to needs and
changes of society,
while minimizing the
neg. impact on the
organization

Objectives of HR Management
Employee

objectives - assist
employees in
meeting their
objectives along
with the
organizational ones

Example

Flood

- 1997

HR Responsibilities
Can

include:

Job analysis
Labour planning
Selecting employees
Orientation
Training
Compensation management
Counseling
Communications
Performance appraisals
Health & safety

HR Department
Sets policies normally
in writing
Monitors trends
Offers advice
Performs additional
research
Act as change agent

Strategic HR Management
Need

to have an
HR strategy to
have direction and
game plan

must

encompass
the large picture
for the Co.
priorities, mission

To

be effective
must obtain,
develop, maintain,
retain the right
combination of
worker to facilitate
these such goals

Strategic HR Management
Provide

environment
scanning

information

about

competitors
policies/programs
Aid

in determining
companys strengths
and weaknesses

Aid

companys in
preparing for their
strategic plans
i.e.. expansion,
cost cutting
measures,
mergers etc.

Proactive HR Management
Strategic

approach
helps to ID &
anticipate
problems B4
damage is caused

production

maintained or
interruptions
reduced

Process

of HRM:

[A person is an identifiable flow of

interrelated events moving toward some
good purpose or end]

A process includes a flow of inputs

(material, energy or information). A processor
or transforming mechanism (a massive or the
human being doing the work) and a flow of
outcomes or outputs (the product or serious
and wast). This process system may also
have a mechanism of feedback.

Various process of personnel management is as

follows:
The leadership process includes in influencing the
individual and group behavior toward achievement
of organization goals. It is concerned with traits,
philosophy and behavior of the leader, the
characteristics of subordinates and the superiors.
The justice determination process is concerned
with the giving of awards and penalties to the
employees in proportion to their relative contribution
to the output this provide for equal treatment to all
and a fair compensation for the work

The task specialization process is the

division of the total task into individual jobs.
It consists of setting of organization
objectives, job designing, job description
and performance standards and training, job
specification and work.
The staffing process is the more complex
process, involving manpower planning,
authorization, staffing, developing sources
for recruitment, evaluation of applicants,
employment decisions offers, indention and
orientation, transfer, promotions, demotions
and separations etc

The performance appraisal process is

concerned with continuous evaluation of the
employees work for the purpose of
promotion, pay rises, transfer, training etc.
Training and development process which
aims at correcting the quality of work of the
individual through T & D Programmes,
employee counseling, offering suggestions
etc.

Compensation and reward process

determines the mechanism and form for
giving financial and non financial rewards,
brings benefits etc. for employee motivation.
Collective bargaining process is process
that determines the relationships between
the union and the employer in regard to
wages, benefits and working conditions etc.
Organization development process is the
systematic, integrated and planned
approach to improve the organizational
effectiveness it is designed to solve the
problems at all levels.

From the above, it is obvious that HRM is a

major component of the management
process and has roots and branches
extending throughout and beyond each
organization. Personnel manager
responsibilities include planning for people,
organizing, staffing, directing, developing and
controlling the people.

HR Audit
Evaluates

the HR departments
effectiveness

Involves

3 areas:

Strategic effectiveness

Legislative compliance

Effectiveness and costliness of programs

Often

compared to other organizations

plus cost vs. benefit analysis

Organization of HR Department
L g C o m p a n y H R D e p a rtm e n t
P r e s id e n t/C E O
VP HR
M anager
E m p lo y m e n t

M anager
C o m p e n s a tio n

M anager
T r a in in g

M anager
S a fe ty

M anager
U n io n

r e c r u ite r (s )

a n a ly s t

tr a in e r (s )

s a fe ty
s p e c ia lis t

e m p lo y e e
c o u n s e llo r s

-many HR duties are assumed by management

-HR dept size grows as these duties increase
-HR dept increases in size as need grows
-specialization also increases with size of dept

Service Role of HR Department

Exists

to serve internal customers

(managers, employees and organization)

normally

has an advisory role

can

also have authority to make

decisions if permitted by Co.

these

can include decisions normally

made by operations and/or decisions in
certain areas for efficiency and
consistence (ie benefits)

HRM Professional
Provincial

certification
(CHRP) certified HR
professional

Also

Canadian
certification (CCHRA)
national body

plus

various degrees
with HR specialty

Economic
Economic Challenges
Challenges
A specific countrys
economic conditions
Global Trade
international
trade, global
economy
expansion of
Canadian Co to
other countries
and labor markets

Labour
Labour Market
Market Conditions
Conditions && Labour
Labour Unions
Unions
Labour Market
where an
organization recruits
employees from
Local economic
conditions
Local climate
Is our workforce
unionized?

HR
HR && Productivity
Productivity
Outsourcing is
becoming increasing
popular
assists in decreasing
inputs and increase
flexibility
decreases no of
permanent workers
just contract as required

HR
HR && Productivity
Productivity
Can help increase
productivity by ensuring
workers are happy
involves:
finding better/more
efficiency ways to
meet objectives
working on improving
quality of life
retraining and
outplacement

Technology
Technology
Computerization - increased
flex., when & where work is done
decreases geographical barriers
New issues arising:
Concerns over data control
Rights to privacy
Using technology to monitor
employees
Use of HRIS systems to aid HR
departments

Changing
Changing Work
Work Force
Force
2 main categories of
workers ID:
information workers: data
use, transmission, and
those who produce the data
(fastest growing segment)
non-information workers:
those working in mfg and
service sector

Significant portion of work

force in service sector =
86%

Demographic
Demographic Challenges
Challenges
Refers to the composition
of the workforce
increased no of women in
the workplace (70% of
employment growth)
Increased no of
immigrants coming to
Canada
Aging workforce

Demographic
Demographic Challenges
Challenges
Need for increased
accessibility for
disabled persons
Shift in worker
focus and changes
in attitudes towards
work life balance

Cultural
Cultural Challenges
Challenges
ethnic diversity - Can a
cultural mosaic
bringing additional
challenges and
opportunities

Internal
Internal Environment
Environment
Organizational culture =
values beliefs and
assumptions
positive culture =
retention and recruitment
success
Organizational Climate =
atmosphere of
organization

Question
Question bank
bank
1.Expalin the meaning of HRM?
2.What are the functions of HRM?
3.Explain the scope of HRM?
4.What are the essential qualities of an HR manager?
5.Discuss the role of HRM department in the changing
environment?
6.Discuss the various factors that affect formulation of
HR policies in a company?

 7.Define HRM?
8.Mention any three distinguishing features
of HRM v/s personnel management?
9.clarify FIVE operative functions of HRM
/personnel management?
10.Give a brief account of any FIVE functions
of an HRD a manager?
11.Expalin Human Resource manageemnt?
(HRM)
12.What are the objectives of Human
Resource Management?
13.What are the future challenges of HRM?

 14.What is HRM?How does it relate to management?

15.How does the external environment influence
HRM within an organisation?
16.State the changes in the concept of employee that
has led to the emergence of HRM?
17.How does HRM differ from personnel
mangement?
18.Discuss the impact of technological
,political,legal,& cultural factors on HRM functions?

 19.Discuss the emerging role of an HR manager?

THANK
YOU