HUMAN RESOURSE

MANAGEMENT IN
PERSPECTIVE
NATURE AND SCOPE OF HRM

 Human resources may be

defined as the total knowledge,
skills, creative abilities, talents
and aptitudes of an
organization’s workforce, as
well as the values, attitudes,
approaches and beliefs of the
individuals involved in the
affairs of the organization.
 It encourages It is all about people
it is pervasive in It tries to help
Its focus is on results employees to give at work, both as
nature as it is present employees develop
rather than on rules. their best to the individuals and
in all enterprises. their potential fully.
organization. groups.

It helps an It tries to build and

It tries to put people organization meet its maintain cordial
on assigned jobs in goals in the future by relations between It is a multi-disciplinary
order to produce providing for people working at activity, utilizing knowledge
good results. competent and well- various levels in the and inputs drawn from
motivated organization. psychology, economics,
employees.

NATURE OF HRM
HUMAN RESOURCE MANAGEMENT IS A PROCESS OF BRINGING PEOPLE AND
ORGANIZATIONS TOGETHER SO THAT THE GOALS OF EACH ARE MET. THE
VARIOUS FEATURES OF HRM INCLUDE :-
Personnel aspect-This is concerned with
manpower planning, recruitment, selection,
placement, transfer, promotion, training and
development, layoff and retrenchment,
remuneration, incentives, productivity etc.

SCOPE OF
Welfare aspect-It deals with working
conditions and amenities such as canteens,
HRM
cr?ches, rest and lunch rooms, housing,
transport, medical assistance, education,
health and safety, recreation facilities, etc.

Industrial relations aspect-This covers union-

management relations, joint consultation,
collective bargaining, grievance and
disciplinary procedures, settlement of
disputes.
HRM FUNCTIONS
The functions can be divided into two categories

1) MANAGERIAL FUNCTIONS

a) PLANNING

b) ORGANIZING

c) DIRECTING

d) CONTROLLING
 a) Recruitment/Hiring
b) Job Analysis & Design
c) Performance Appraisal
d) Training & Development

2) OPERATIVE e)

f)
Salary Administration
Employee Welfare
FUNCTIONS g) Maintenance
h) Labour Relations
i) Personal Research
j) Personal record
 HRM MODELS
 They provide an analytical framework for studying
HRM for example, situational factors, stakeholders,
strategic choice levels, competence.

1. The Fombrun Model

2. The Harvard Model
3. The Guest Model and
4. The Warwick Model
1) THE FOMBRUN MODEL
2) THE
HARVARD
MODEL
3) THE GUEST MODEL
4) THE WARWICK MODEL

 The Warwick proposition centers itself

on 5 elements
1. Outer context (macro environmental
forces)
2. Inner context (firm specific or micro
environmental forces)
3. Business strategy content
4. HRM context
5. HRM content
 PERSONNEL MANAGEMENT
1. Personnel management includes the function of employment,
development and compensation- These functions are
performed primarily by the personnel management in
consultation with other departments.
2. Personnel management is an extension to general
management. It is concerned with promoting and stimulating
competent work force to make their fullest contribution to the
concern.
3. Personnel management exist to advice and assist the line
managers in personnel matters. Therefore, personnel
department is a staff department of an organization.
4. Personnel management lays emphasize on action rather than
making lengthy schedules, plans, work methods. The problems
and grievances of people at work can be solved more
effectively through rationale personnel policies.
5. It is based on human orientation. It tries to help the workers to
develop their potential fully to the concern.
6. It also motivates the employees through it’s effective incentive
plans so that the employees provide fullest co-operation.
7. Personnel management deals with human resources of a
concern. In context to human resources, it manages both
individual as well as blue- collar workers.

FUNCTIONS OF PERSONNEL
 Manpower Planning
 Recruitment
 Selection
 Training and Development
 ELEMENTS OF PERSONNEL MANAGEMENT

ORGANIZATION JOB PEOPLE

JOB ANALYISIS

 Job analysis is primary tool in personnel

management. In this method, a personnel
manager tries to gather, synthesize and
implement the information available regarding
the workforce in the concern. A personnel
manager has to undertake job analysis so as to
put right man on right job.
 There are two outcomes of job analysis :
1. Job description
2. Job specification
 JOB DESCRIPTION
 JOB DESCRIPTION is an organized factual statement of job contents in the form of
duties and responsibilities of a specific job. It tells in brief the nature and type of
job. This type of document is descriptive in nature and it constitutes all those facts
which are related to a job such as :-
1. Title/ Designation of job and location in the concern.
2. The nature of duties and operations to be performed in that job.
3. The nature of authority- responsibility relationships.
4. Necessary qualifications that are required for job.
5. Relationship of that job with other jobs in a concern.
6. The provision of physical and working condition or the work environment
required in performance of that job.
JOB SPECIFICATIONS
 JOB SPECIFICATION is a statement which tells us minimum acceptable human
qualities which helps to perform a job. Job specification translates the job
description into human qualifications so that a job can be performed in a better
manner. Job specification helps in hiring an appropriate person for an appropriate
position. The contents are :
1. Job title and designation
2. Educational qualifications for that title
3. Physical and other related attributes
4. Physique and mental health
5. Special attributes and abilities
6. Maturity and dependability
7. Relationship of that job with other jobs in a concern
HUMAN RESOURCE DEVELOPMENT
Human Resource Development (HRD) is the framework
for helping employees develop their personal and
organiational skills, knowledge and abilities.

A set of systematic and planned activities designed by

an organization or HR department to provide its
members with the necessary skills to meet current and
future job demands.

HRD activities can be a stand-alone function, or it can

be one of the primary functions within the HRM
department.

HRD activities are intended to ensure that organizational

members have the skill or competencies to meet current
and future job demands.
 HRD FUNCTIONS

Training and Development (T&D)

Organizational Development

Career Development
 STRATEGIC HUMAN RESOURCE MANAGEMENT

 Strategic human resource management is the connection between a company’s

human resources and its strategies, objectives, and goals. The aim of strategic
human resource management is to:
1. Advance flexibility, innovation, and competitive advantage.
2. Develop a fit for purpose organizational culture.
3. Improve business performance.
 Strategic HR can be demonstrated throughout different activities, such
as hiring, training, and rewarding employees.
 Strategic HR involves looking at ways that human resources can make
a direct impact on a company’s growth.
 STRATEGIC HRM IMPORTANCE

 Strategic HR carries out analysis of employees and determines the

actions required to increase their value to the company. Strategic
human resource management also uses the results of this analysis to
develop HR techniques to address employee weaknesses.
 The following are benefits of strategic human resource management:
1. Increased job satisfaction.
2. Better work culture.
3. Improved rates of customer satisfaction.
4. Efficient resource management.
5. A proactive approach to managing employees.
6. Boost productivity.
 SEVEN STEPS TO STRATEGIC HRM
 Before you implement strategic human resource management,
you will need to create a strategic HR planning process using the
steps below:
1. Develop a thorough understanding of your company’s
objectives
2. Evaluate your HR capability
3. Analyze your current HR capacity in light of your goals
4. Estimate your company’s future HR requirements
5. Determine the tools required for employees to complete the job
6. Implement the human resource management strategy
7. Evaluation and corrective action
HUMAN RESOURCE ENVIRONMENT
 Environment of HR refers to the aggregate of conditions, events
and influences that surround and affect it.
 HR Environment can be divided into 2 categories:
1) External Environment:
TECHNOLOGICAL ECONOMIC
FACTORS
FACTORS

POLITICAL-LEGAL SOCIAL AND

FACTORS CULTURAL
FACTORS

UNIONS HRM PROFESSIONALISM

2) INTERNAL ENVIRONMENT:
Internal environment comprises of the factors which affect an
organization’s human resources from inside the organization’s
boundaries. mission, hr policies, organization culture, hr system etc.
are the variable of hr internal environment.

HR SYSTEMS MISSION

ORGANIZATIONAL ORGANIZATIONAL
STRUCTURE CULTURE

ORGANIZATIONAL
CONFLICTS
HRM POLICIES
CHANGING ROLE OF HR
 The roles and responsibilities of Human Resources departments
are undergoing tremendous changes as the modern business is
under the pressures of globalization.
 There is a need to place greater emphasis on attracting human
capital rather than financial capital. The multinational companies
which are willing to adapt their human resource practices to the
changing environment will be able to attract and retain high
performing employees.
 In 50's and 90's the role of Human Resource Management was
more of "Personnel Management", but in the last decade, the
Human Resource rolehas changed from Personnel Management
to HR Business Partner. HR Business partner is a major link
between HR and different business units. What is most required is
work force.
1) SUPPORTING THE 2) EMPLOYEE 3) CHANGE
BUSINESS ENGAGEMENT MANAGEMENT
 THANK YOU
GROUP 3 : M. AKSHAYNI
RAJANI BANERJEE
SRIKAR SHARMA
SIDDHART SURANA
SUDARSHAN N
SUJEETH SAHU