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HUMAN RESOURCE

MANAGEMENT

Prof. Krishna Sawant

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MEANING OF HUMAN RESOURCE

According to Leon C. Megginson, the

term Human Resources can be defined

as the total knowledge, skills, creativeabilities, talents and aptitude of an

organizations workforce, as well as the

value, attitudes and beliefs of theindividuals involved.

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DEFINITION OF HUMAN RESOURCE

MANAGEMENT

Human Resource Management can be defined

as the field of Management which has to dowith Planning, Organizing, Directing and

Controlling the functions of procuring,

developing, maintaining and utilizing a laborforce

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FEATURE OF HRM

Concerned with employees

Concerned with the development of Human

Resources Covers all levels and categories of employees

Applies to all types of organizations

Continuous Process

Integrated Approach

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GOALS OF HRM

Provide a range of services which supportthe achievement of corporate objectives.

Enable the organization to obtain and retain

the skilled, committed and well-motivatedworkforce.

Create a climate in which productive and

harmonious relationships can be maintainedbetween management and employees, thusdeveloping mutual trust.

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GOALS OF HRM

Ensure that people are valued andrewarded for what the do and achieve.

Ensure that equal opportunities areavailable to all.

Maintain and improve the physical

and mental wellbeing of employees.

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SCOPE OF HRM AND ITS FUNCTIONS

Human resource planning: HRP is one of the keyand prime jobs of human resource management.Decreasing the layer of the organization structure,

over emphasis on of the decentralization etc. areincreasing the scope of the HRM.

Employees remuneration and its administration

Employees motivation

Maintenance of Industrial Relations

Potential development of employees

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Main Difference between PM and HRM

PM is workforce centered, directed mainly at the

organizations employees; such as finding and

training them, arranging for them to be paid,

explaining managements expectations, justifying

managements actions etc.

HRM is resource centered, directed mainly at

management, in terms of developing theresponsibility of HRM to line management,

management development etc.

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MAINDIFFERENCE BETWEEN PM AND

HRM

PM is basically an operational function,concerned primarily with carrying out the day today people management activities.

HRM is more proactive than PM. PM is aboutmaintenance of personnel and administrativesystems, HRM is about the forecasting oforganizational needs, the continual monitoring

and adjustment of personnel systems to meetcurrent and future requirements, and themanagement of change.

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OBJECTIVE OF HRM

Personal Objectives: Personal objective of employees must be

met if employees are to be maintained, retained and motivated.

Functional Objectives: To utilize the scare human resources to

full fill the organizational demand. It facilitates the organizationto accomplish the mission and vision.

Organizational Objectives: HRM is continuous process. It is not

an end in itself but to assist the organization with is primary

objectives.

Societal Objectives: HRM ensures ethically healthy workingculture where there is no discrimination with anybody and equal

employment opportunity, safety and quality of work life.

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OBJECTIVE OF HRM

HRM : OBJECTIVES

Organizational Societal Functional Personnel

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FUNCTIONS OF HRM

Efficiently employing the skills and ability of the

workforce in the perspective of unique work

demand.

Making a co-ordination among diverse workforce. Achieving quality of work life.

Effective communication of HRM policies to all

levels. Managing change.

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FUNCTIONS OF HRM

H

R

M

Acquisition:

HRP

Recruitment

Selection

Socialization

Development:

Training

Management

Development

Career

Development

Motivation:

Job design

Reward

Performance appraisal

Job evaluation

Maintenance:

Labor Relation

Health and safetyCustomer Relation

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COMPONENTS OF HRM

Five M are the main aspects of any kind ofbusiness activities and for any kind oforganization to run its functions smoothly. These

are Men, Machines, Material, Money and Minuti.e. Time. But the most important asset for anybusiness organization is the first M i.e. Men.

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COMPONENTS OF HRM

Four major components have been identified for

effective and efficient human resource

management. These are values, emotions, skills,

and motivation.

Values: Values generally influence attitude

and behavior. Managing human resources

requires great values of employees so that teamspirit and sound culture can be imagined.

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COMPONENTS OF HRM

Emotions: It is a kind of cognitive factor bywhich emotional intelligence can be imagined.The control over mind, making dedication and

ensuring enthusiasm are the response of emotions.Skills: A kind of attribute of a person which

embarks competencies for achieving the goal.Technical skills, Human skills and Conceptual

skills are essential for HRM.

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COMPONENTS OF HRM

Motivation: Motivation is important as oxygen is

important for life. There are number of factors

which motivate employees in the organization

like; responsibility, authority, working conditions,

organizational culture and organizational policy

etc.

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HRM MODEL

HR professional become strategic partners when

they participate in the process of defining

business strategies, when they help in converting

strategy to action, and when they design HR

practices that align with the overall business

strategy. By fulfilling this role, HR professional

increase the capacity of a business to execute itsstrategies.

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HRM MODEL

HR planning is very much align to the overall

business strategy of the organization.

HR strategy needs to be in sync with the business

objectives, and the systems and process

incorporated must also support the required

results.

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HRM MODEL

The three Ps make the sense of all about the

HRM.

These are: People, Process andPerformance. People, are the common

factor while process involves the

organizational process and performance islinked with the return on investment.

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HRM MODEL

Changes in socio-economic, technological

innovation and political conditions are

bound to bring about change in theenvironment within the organizations.

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HRM MODEL

People

Shareholder

Management

Government

Employees

Community

Process

HRP

T&P

Reward System

HR Policies

HRM

IR

Performance

HR Outcomes

Congruence

Commitment

Cost

effectiveness

Corporate Strategy

Business Strategy

HRM

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HRM PRACTICES

Todays organization need to develop and managepeople who can think, lead and act from a globalperspective, and who must possess a global mindset

as well as global skills. These HRM practices are:

* Transformation of ideas, skills and practices.

* Stress on enhancing capability, not only

capacity.

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HRM PRACTICES

* Developing leadership and management

capability, so that everybody can act and think

like a manager.

* Developing team spirit.

* Addressing spirituality so that everybody can

following organizations ethics without any kind

of enforcement but by their own willingness.

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HRM PRACTICES

Inputs:

QWL

Culture

Satisfaction

Outputs:

Motivation

Team Spirit

Values

HRM

HRD

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APPROACHES TO HRM

Hard and Soft approaches to HRM.

Hard approach to HRM in which employees are

viewed as a resource to be managed like any other

factor of production.

In this approach, the critical task for management

is to align the formal structure and HR systems of

the organization so that they drive the strategicobjectives of the organization.

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APPROACHES TO HRM

The strategic model of HRM developed by

Fomburn et al(1984)argued that an over-emphasis

cannot be ignored if business strategies is to

succeed.

Soft' approach to HRM in which employees are

viewed as a valuable asset whose commitment

will assist in achieving organizational success.

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APPROACHES TO HRM

The objective for organization in such anapproach is to integrate HR policies with thestrategic planning process, to gain the willing

commitment of employees, to achieve flexibilitythrough avoidance of rigid bureaucratic structuresand to improve quality.

The most well known soft model of HRM,

known as the Harvard Model of HRM (Beer et al1984), views business strategy as just onesituational factor which influences managementsapproach to HRM.

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ROLE OF STAKEHOLDERS IN

HRM Key stakeholders: Government Is a key stakeholder.

The significance of this stakeholder is of particular

relevance for public sector organizations, because

government act as both stakeholder and employer.Government may act as a key driving force for HRM

reform.

Key stakeholders: Management Storey(1992)

argues that the real appeal of HRM for top

management is its apparent ability to bring coherence,

direction and form to a cluster of existing personnel

policies.

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ROLE OF STAKEHOLDERS IN HRM

Key stakeholders: Unions As key

stakeholders in Organizational decision

making. It includes direct involvement of

employees, in addition to representation by

unions on behalf of employees.

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PROGRAM OF STUDY

Module 1-Nature and Scope of Human Resource

Management.Module 2- Organization of Personnel Functions.

Module 3- Manpower Planning, Job description,Scientific Recruitment and Selection Methods.

Module 4- Motivation Strategies, incentive schemes,job enrichment, job satisfaction, Personnel turnover.

Module 5- Performance Appraisal System.

Module 6- Training and Development.

Module 7- Organization Development Organizationstructures, Re-engineering multi skilling, BPR.

Module 8- Management of Organization Change.

Module 9-HRD strategies for long term planning andgrowth, Productivity and HRM

Module 10- Introduction to Human Audit.