Introduction to Human Resource Management

TRINITY INSTITUTE OF PROFESSIONAL STUDIESSector – 9, Dwarka Institutional Area, New Delhi-75

Affiliated to Institution of G.G.S.IP.U, Delhi

Introduction to

Human Resource Management

BBA(B&I), 18309

Ritika KaurAssistant Professor


Topics covered

TQM


INTRODUCTION TO HRM

“Human Resource Management is a

process of bringing people and

organizations together so that

the goals of each are met.”


According to Flippo, Human Resource Management is:

"The planning, organizing, directing and controlling of the procurement,

development, compensation, integration, maintenance and reproduction

of human resources to the end that individual, organizational and societal

objectives are accomplished.”


• It is pervasive in nature as it is present in all enterprises.

• Its focus is on results rather than on rules.

• It tries to help employees develop their potential fully.

• It encourages employees to give their best to the organization.

• It is all about people at work, both as individuals and groups.

• It tries to put people on assigned jobs in order to produce good results.

NATURE


NATURE


NATURE

• It helps an organization meet its goals in the future by providing for

competent and well-motivated employees.

• It tries to build and maintain cordial relations between people working at

various levels in the organization.

• It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from

psychology, economics, etc


SCOPE

• Personnel aspect- This is concerned with manpower

planning, recruitment, selection, placement, transfer, promotion, training

and development, layoff and retrenchment, remuneration, incentives,

productivity etc.

• Welfare aspect- It deals with working conditions and amenities such as

canteens, crèches, 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, etc.


OBJECTIVES

1.Societal

2.Organizational

3.Functional

4.Personal


OBJECTIVES

• Societal

HRM may contribute ethically and socially regarding the needs and

challenges emerging in the society. If an organization fails to use its

resources for society benefits in ethical ways it may lead to restriction by

society. For example, society may limit the HR decisions through laws in

hiring, it may limit laws that address discrimination, laws regarding safety

or other areas of concern.


• Organizational

The main objective of HRM is to achieve organizational goals by bringing

organizations effectiveness. HRM is not an end but it is a means to assist

the organization in order to attain its objectives.

• Functional

Functional objective of HRM deals with contributions of each department

regarding their need and effectiveness in order to attain organization goal.

All the resource or skill set get wasted if HRM is not able to fulfill up with

the organizational demand.

OBJECTIVES


OBJECTIVES

• Personal

HRM also deals with personal objectives of the individuals so that personal

and organizational objectives can be met or order to achieve maximum

production and attain competitive advantage. These personal objectives

are important in order to maintain, retain and to motivate employees. If

this not done employees dissatisfaction and poor performance will result

in attrition or low productivity


• Recruitment and selection: The HR managers come up with plans and strategies

for hiring the right kind of people.

• Training: When needed, they also provide training to the employees according to

the requirements of the organization.

• Performance Appraisals: HRM encourages the people working in an organization,

to work according to their potential and gives them suggestions that can help

them to bring about improvement in it.

• Maintaining Work Atmosphere: A good working condition is one of the benefits

that the employees can expect from an efficient human resource team.

IMPORTANCE


IMPORTANCE

• Managing Disputes: In an organization, there are several issues on which

disputes may arise between the employees and the employers. You can

say conflicts are almost inevitable. In such a scenario, it is the human

resource department which acts as a consultant and mediator to sort out

those issues in an effective manner.

• Developing Public Relations: The responsibility of establishing good public

relations lies with the HRM to a great extent. They organise business

meetings, seminars and various official gatherings on behalf of the

company in order to build up relationships with other business sectors.


HRM VS PM

• HRM is proactive in nature. It is not

only concerned with the present

organizational conditions but foresees

future necessities and then acts

appropriately.

• HRM as a resource centered activity

focuses more on the managerial

aspects in terms of delegating the

responsibility of HRM to line authority

and management development.

• PM is mainly reactive in nature. It

satisfies itself by ensuring peaceful

measure management relations in

the present.

• PM which is employee centered ,

aims at hiring, training,

compensating, and maintaining the

existing force of the organization.


HRM VS PM

• HRM emphasizes open minded

contracts, which can be modified

depending upon the demand of the

business. Management assumes the

responsibility to motivate the

employees and constantly inspires

performance based upon team spirit.

• HRM is based on the principle that

better performance itself is a cause of

job satisfaction and morale.

• PM emphasizes the strict observance

of defined rules, procedures, and

contracts that govern the relationships

between the workforce and the

management; for example collective

bargaining and employment contracts.

• PM considers job satisfaction and

morale as a source of better

performance. It works on the

foundation that a contended worker is

a productive worker.


SHRM

• Before we try to explain the meaning of strategic HRM, let us

first define the terms ‘strategy’ and ‘strategic management’.

• The term ‘strategy’ is widely used in and presupposes

importance. In the words of the Oxford Concise Dictionary,

strategy means ‘generalship’.


SHRM

• Thus, strategy is associated

with the long-term decisions

taken at the top of the

enterprise. The original

literary meaning of strategy

is ‘the art and science of

directing military forces’.


SHRM

• According to Jauch and Glueck.

“Strategy is a unified, comprehensive and integrated plan that

relates the strategic advantages of the firm to the challenges

of the environment. It is designed to ensure that the basic

objectives of the enterprise are achieved through proper

execution by the organisation.”


SHRM

• Strategic management is the process of formulating,

implementing and evaluating business strategies to achieve

organisational objectives. Cunningham’ has defined strategic

management as a manner by which organisations plan to

deal with the various aspects of management like problem

perception, divergent thinking, substantial resources,

decisions making, innovations, taking risks and facing

uncertainty.


SHRM

• Strategic human resource management is to ensure that

human resource management is fully integrated into strategic

planning, that HRM policies cohere both across policy areas

and across hierarchies and that HRM policies are accepted

and used by line managers as part of their every day work,

opines Guest.


ROLE OF HRM IN STRATEGIC MANAGEMENT

• Role in Strategy Formulation: HRM is in a unique position to

supply competitive intelligence that may be useful in strategy

formulation. Details regarding advanced incentive plans used

by competitors, opinion survey data from employees, elicit

information about customer complaints, information about

pending legislation etc. can be provided by HRM. Unique HR

capabilities serve as a driving force in strategy formulation.


ROLE OF HRM IN STRATEGIC MANAGEMENT

• Role in Strategy Implementation: HRM supplies the company

with a competent and willing workforce for executing

strategies. It is important to remember that linking strategy

and HRM effectively requires more than selection from a

series of practice choices. The challenge is to develop a

configuration of HR practice choices that help implement the

organization’s strategy and enhance its competitiveness.


HUMAN CAPITAL

• Human capital is the

sum total of a

person's knowledge

and skills that the

company can use to

further its goals.


Human capital management is important for:

• Hiring the right talent

• Orienting him/her to the organization

• Making a new employee feel comfortable

• Training employees in order to constantly upgrade their skills

• Retaining employees

• Making employees self sufficient and prepare them for adverse

conditions


KAIZEN

KAI = CHANGE

ZEN = GOOD

"CHANGE FOR THE BETTER"

Kaizen = Continuous Improvement

...by Everybody! Everyday! Everywhere!


Kaizen is the practice of continuous improvement. Kaizen was originally introduced to the

West by Masaaki Imai in his book Kaizen: The Key to Japan’s Competitive Success in 1986.

Today Kaizen is recognized worldwide as an important pillar of an organization’s long-term

competitive strategy. Kaizen is continuous improvement that is based on certain guiding

principles:

• Good processes bring good results

• Go see for yourself to grasp the current situation

• Speak with data, manage by facts

• Take action to contain and correct root causes of problems

• Work as a team

• Kaizen is everybody’s business


One of the most notable features of kaizen is that big results

come from many small changes accumulated over time.

However this has been misunderstood to mean that kaizen

equals small changes. In fact, kaizen means everyone involved

in making improvements. While the majority of changes may

be small, the greatest impact may be kaizen that are led by

senior management as transformational projects, or by cross-

functional teams as kaizen events.


TOTAL QUALITY MANAGEMENT(TQM)

TQM is a management philosophy that seeks to integrate all

organizational functions (marketing, finance, design,

engineering, and production, customer service, etc.) to focus

on meeting customer needs and organizational objectives.


TQM is the foundation for activities, which include:

• Commitment by senior management and all employees

• Meeting customer requirements

• Reducing development cycle times

• Just in time/demand flow manufacturing

• Improvement teams

• Reducing product and service costs

• Systems to facilitate improvement


TQM is the foundation for activities, which include:

• Line management ownership

• Employee involvement and empowerment

• Recognition and celebration

• Challenging quantified goals and benchmarking

• Focus on processes / improvement plans

• Specific incorporation in strategic planning


SIX SIGMA

Six Sigma seeks to improve the quality output of process by

identifying and removing the causes of defects (errors) and

minimizing variability in manufacturing and business

processes.


SIX SIGMA


Six Sigma includes:

• Continuous efforts to achieve stable and predictable process results

(i.e., reduce process variation) are of vital importance to business

success.

• Manufacturing and business processes have characteristics that can

be measured, analyzed, improved and controlled.

• Achieving sustained quality improvement requires commitment

from the entire organization, particularly from top-level

management.


QUALITY CIRCLES


QUALITY CIRCLES

“Quality Circle is a small group of employees in the same

work-area or doing a similar type of work who voluntarily

meet regularly for about an hour every week to identify,

analyze and resolve work-related problems, leading to

improvement in their total performance, and enrichment of

their work life” (Udupa 1986).


FEATURES OF QUALITY CIRCLES

(a) Quality circle is a small group of employees .

(b) Quality circle is organized in the same work area or doing similar

type of work.

(c) Quality circles are voluntary

(d) Quality circles meet regularly for about an hour every week

(e) Quality circles identifies, analyses and resolves work-related

problems

(f) Quality circle leads to total performance.

(g) Quality circle enrich work life.


EMOTIONAL QUOTIENT

• Emotional quotient (EQ), also called emotional

intelligence quotient.

The ability to:

• monitor his or her emotions,

• to cope with pressures and demands, and

• to control his or her thoughts and actions.

• This measurement is intended to be a tool that is

similar to intelligence quotient (IQ), which is a

measurement of a person's intellect.


IQ VS EQ

• It is something you are

born with.

• It determines whether you

have the natural abilities

for it.

• It decides individual

capabilities and

intelligence.

• It is something you can

improved

• It is more relevant to

success and happiness

in life.

• It decides whether you are

a team player or how well

you will respond to crisis.

Introduction to Human Resource Management

Recruiting & HR

Transcript of Introduction to Human Resource Management