.

INTRODUCTION WHAT IS MANAGEMENT? Planning -goals,objectives,forecasts Organizing delegation,direction,channels of authority and communication,coordination Staffing recruitment,selection,setting performance standards, compensating, evaluating performance, counselling, training Leadinggetting others to get the job done, maintaining morale, motivating subordinates Controlling setting standards such as sales quotas, quality standards, comparing actual performance with these standards, Taking corrective measures

. Human Resource Management is the process of acquiring, training, appraising and compensating employees and of attending to their labour relations, health and safety and fairness concerns.

IN OTHER WORDS..

Human Resource Management is, An effort to develop the employees in an organization To get the best out of people To manage them and their needs well The process of bridging the gap between employee expectations and organizational needs

HRM is..
Bringing the people and organization together so that the goals of both are met. It is realising that people are the greatest assets of any organization DEFINITION : HRM is the art of procuring, developing and maintaining a competent workforce to achieve the goals of an organization in an effective and efficient manner.

IMPORTANCE OF HRM
Good HR practices help, Attract and retain talent Train people for challenging roles Develop skills and competencies Promote team spirit Develop loyalty and commitment Increase productivity and profits Improve job satisfaction Enhance standard of living Generate employment opportunities

NATURE OF HRM Organizations are not mere bricks, mortar, machineries or inventories. It is the people who staff and manage organizations. Therefore, HRM is concerned with the peoples dimension in organizations. HRM involves the application of management functions and principles in people management.

NATURE OF HRM
HRM is pervasive in nature HRM has strategic significance. HRM has futuristic orientation too HRM is integrative in nature HRM is a staff function HRM is a comprehensive function HRM is a multidisciplinary function. HRM as a function is continuous in nature.

LINE AND STAFF ASPECTS OF HRM Authority : right to make decisions, to direct the work of others and to give orders Line Authority Vs Staff Authority : Line authority gives managers the right to issue orders to other managers or employees. It creates a superiorsubordinate relationship. Staff authority gives the manager the right (authority) to advise other managers or employees. It creates an advisory relationship. Staff mangers have staff authority.HR managers are staff managers.

LINE MANAGERS HRM RESPONSIBILITIES

Analysis of manpower requirements Assist the HR department in job analysis and developing job description. Orienting the new recruits towards the job and organization Training employees on personal/Professional skills Improving the job performance

LINE MANAGERS HRM RESPONSIBILITIES

Gaining creative cooperation and developing smooth working relationships Interpreting Companys policies and procedures. Controlling labor costs Creating and maintaining departmental morale Ensuring safety, welfare etc.

SCOPE OF HRM
.
STRATEGIC ASPECTS Nature of HRM EMPLOYEE HIRING

INDUSTRIAL RELATIONS

HUMAN RESOURCE MANAGEMANT

REMUNERATION

EMPLOYEE MAINTENANCE

EMPLOYEE MOTIVATION

HRM OBJECTIVES

PERSONAL

Functi onal ORGANIZA TIONAL & SOCIETAL

PERSONAL OBJECTIVES To assist employees in achieving their personal goals, at least as far as these goals enhance the individuals contribution to the organization.  Training and development  Appraisal  Placement  Compensation  Assessment

HRM OBJECTIVES

HRM OBJECTIVES FUNCTIONAL OBJECTIVES To maintain the departments contribution at a level appropriate to the organizations needs. They remind HRM that it should not become too expensive at the cost of the organization ,it serves. Appraisal Placements Assessments

HRM OBJECTIVES ORGANIZATIONAL OBJECTIVES To recognise the role of HRM in bringing about organizational effectiveness. Human Resource planning Employee relations Selection Training and Development Appraisal Placement Assessment

HRM OBJECTIVES
SOCIETAL OBJECTIVES To be ethically and socially responsible to the needs and challenges of the society while minimising the negative impact of such demands upon the organization. Legal Compliance Management of Union relations Benefits

EVOLUTION OF HRM The industrial revolution Scientific management Approach Trade Unionism Human relations approach Human Resources approach

EVOLUTION OF HRM The Industrial Revolution Machines were brought in for the first time. Technology made rapid progress. Jobs were fragmented Due to increase in speed and efficiency workers were treated like glorified machine tools Production targets were the focus area.

EVOLUTION OF HRM SCIENTIFIC MANAGEMENT The scientific management approach suggested that managers should adopt a scientific and objective approach to determine how work can be designed and carried out most efficiently.

EVOLUTION OF HRM
SCIENTIFIC MANAGEMENT

Fredrick Taylor regarded as the father of scientific management, focused on the study of motions that were required for each job, the tools used, and the time needed to accomplish each task. Based on such scientific study, fair performance standards were determined for each job, and workers who produced more than the standard output were given incentives. The time-and-motion studies of Taylor were highly standardized, required little mental effort, and replaced the rule-of-the-thumb work methods with one best way of doing a job.

EVOLUTION OF HRM
SCIENTIFIC MANAGEMENT During the early years of the twentieth century, the concept of economic man was embraced by managers. According to this concept, economic gains motivated a worker, and financial incentives were alone sufficient to maximize the output of a worker. The economic man concept led Taylor to propound the differential piece-rate system where workers got a higher rate of pay for every unit of output that exceeded the daily output standard.

EVOLUTION OF HRM TRADE UNIONS The workers joined hands to protect against the exploitative tendencies of the employers. Unions tried to improve the state of the workers through collective bargaining(Wagner Act), resolving employee grievances ,etc.

EVOLUTION OF HRM
HUMAN RELATIONS APPROACH

The Hawthorne studies, conducted by Elton Mayo and F. J. Roethlisberger during the 1930s and 1940s, forced organizations to shift their attention from the scientific management approach to the human relations approach. The results of these studies suggested that employee productivity was affected not only by the way the job was designed and economic rewards but also by certain social and psychological factors like work conditions such as group relationships and management support.

EVOLUTION OF HRM
HUMAN RELATIONS APPROACH It was recognized that treating employees with respect would improve employee satisfaction and help in achieving higher productivity. Weakness of this approach : The approach was based on the managements assumption that a happy worker is a hard worker but this was not applicable to all workers.

EVOLUTION OF HRM
Weakness of Human Relations approach :

The approach failed to recognize other factors that could influence employee satisfaction and productivity, like performance management, career development, job enrichment, and career planning. Thus, during the 1950s and 1960s, the human relations approach began to be considered as outdated and was discarded by many organizations.

EVOLUTION OF HRM
HUMAN RESOURCES APPROACH

The human resources approach treats organizational objectives and employee needs as mutual and compatible, and as issues which can be dealt together

EVOLUTION OF HRM
HUMAN RESOURCES APPROACH The human resources approach is based on the following principles. Employees are considered assets of an organization. Policies, programs, and practices should meet the needs of employees, and these should assist them in their work and personal development. A favorable work environment should be created and maintained in order to encourage employees to develop and harness their knowledge and skills for the benefit of the organization.

Evolution Of HRM in India In 1920s,post First World War, State intervention was necessary, due to the difficult and pathetic conditions of the workers in the backdrop of the British regime. Unfair labour practices and Jobber system of recruitment, selection, arbitrary fixation of wages, reduction of wages, undue exercise of coercion.

Evolution Of HRM in India The Royal Commission on Labour in India in 1929 with J.H.Whitley as its Chairman recommended the appointment of labourwelfare officers to deal with the selection of workers and to settle their grievances.

Evolution Of HRM in India

State government legislative measures for creation of machinery for redressal of employee grievances and promotion of industrial harmony, Bombay trade Disputes Conciliation act of 1934 came into effect. In 1941,the Govt of India convened the Tripartite Labour Conference to evolve uniform pattern of labour policy for entire India.

Evolution Of HRM in India

The Factories Act 1948, made appointment of welfare officers compulsory in industrial establishments employing 500 or more workers each.

Evolution Of HRM in India Two professional bodies, the Indian institute of Personnel Management (IIPM) and National Institute of Labour (NILM). During 1960s, the personnel function began to expand beyond the welfare aspects, with labour welfare, IR and personnel administration integrating into the emerging profession called personnel management.

Evolution Of HRM in India

Second Five Year Plan laid lots of emphasis on heavy industries and the accelerated growth of the public sector shifted focus towards professionalisation of management. By 1970s , there was a shift from welfare to efficiency. In 1980s HRM and HRD came into limelight.

THE CHANGING ENVIRONMENT OF HUMAN RESOURCE MANAGEMENT

Competitive trends Globalization and Competition Technological Advances- The internet

based communications made it feasible for Merrill Lynch to outsource its security analysis jobs to India, all BPO are able to handle outsourced work due to technology support.

THE CHANGING ENVIRONMENT OF HUMAN RESOURCE MANAGEMENT The Nature of Work Jobs are becoming knowledge intensive and high tech. Technology based employees need new skills and training to excel at these more complex jobs. Service Jobs Between 2004 and 2014,almost all the 19million new jobs added in the United States will be in services and not in goodsproducing industries.

THE CHANGING ENVIRONMENT OF HUMAN RESOURCE MANAGEMENT Human Capital Human capital refers to the knowledge, education, training, skills and expertise of a firms workers. The center of gravity in employment is moving fast from manual and clerical workers to knowledge workers, who resist the command-and control model .

THE CHANGING ENVIRONMENT OF HUMAN RESOURCE MANAGEMENT Demographic Trends

1. U.S workforces demographics are becoming older and more multiethnic. 2. A shift to nontraditional workers-multiple jobs, part time workers, freelancers, etc. 3. The entry of Generation Y- work centric approach, high performing 4. Woman workers 5. Retirees

THE CHANGING ENVIRONMENT OF HUMAN RESOURCE MANAGEMENT Managing Cultural Diversity Outsourcing- Several years ago BP Oil outsourced to Hewitt Associates, its payroll, relocation and benefit administration functions.

HUMAN RESOURCE MANGEMENTS CHANGING ROLE

Supporting top managements strategic planning efforts. Acting as the firms internal consultant for identifying and institutionalizing changes that will help the Companys employees better contribute to the Companys success.

IMPORTANT HUMAN RESOURCE MANGEMENT ISSUES TODAY Strategic Human Resource Management SHRM means formulating and executing human resource policies and practices that produce the employee competencies and behaviors needed by the Company to achieve its strategic aims. HR and Technology Managing Ethics Lean and Mean organizations Life style changes

IMPORTANT HUMAN RESOURCE MANGEMENT ISSUES TODAY

Creating a high performance culture Talent retention Moving from patriarchic and hierarchical management to a more team based, informal organizational culture. Linking training with performance Compensating knowledge workers Going global