1

Introduction to Human Resource

Management

2

Human Resources Management Model

Training and DevelopmentOrganization DevelopmentOrganization/Job DesignHuman Resource PlanningSelection and StaffingPersonnel Research and Information SystemsCompensation/BenefitsEmployee AssistanceUnion/Labor Relations

3

Approaches to the study of Human Resource Management

Human behavior approachSocial systems approachSocial technical approachSystems approachContingency or situational approachMathematics approachRole approachProcess approach

4

Need for HRM Policies

Detecting favoritism or discrimination in employee treatment and minimizing it to the maximum extent.

Ensuring that the action will be carried out continuously through people doing key jobs in the organization.

Establishing standards of performance and comparing the actual results with the policy.

Creating and developing enthusiasm and loyalty among employees.

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The Major Objectives of HRM are:

To develop and utilize a capable and motivated workforce in order to achieve organizational goals.

To design and maintain a suitable organizational structure and good working relations among the organizational members.

To coordinate individual and group goals with organizational goals.

To build facilities and opportunities for individual as well as group development.

To make effective use of human resources in the accomplishment of organizational goals.

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Functions of Human Resource Management

1. Managerial Functions Planning Organizing Staffing Directing Controlling

2. Operative Functions

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The Various Operative Functions of HRM are Discussed below:

1. Employment Job Analysis

Collecting data, information, facts and ideas regarding the different aspect of jobs such as men, machines and materials.

Preparing job description, job specification, job requirements and employee satisfaction so that the HR manager can determine the nature, levels and quantum of human resources.

Providing the guides, plans, and basis for job design and for all operative functions of HRM.

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Human Resource Planning Estimating the present and future

requirements on the basis of long range plans and organizational objectives.

Estimating net human resources requirements on the basis of present inventory of human resources.

Taking measures to mould, change and develop the strengths of the existing employees to enable them to meet the future human resources requirements.

Developing action plans to acquire the human resources outside the organization.

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Recruitment Identifying the existing sources of

applicants and developing them; Identifying or creating new sources

of applicants; Stimulating the candidates to apply

for jobs in the organization; Restoring a balance between internal

and external sources.

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Selection Designing application blanks; Framing and developing valid and

reliable testing techniques; Developing interviewing techniques; Formulating medical examination

policy and procedure; Decision of the line manager; Dispatching letters of appointment

and rejection; Employing the selected candidates.

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Placement Offering counseling concerning

placement to functional managers; Conducting follow-up study and

evaluating employee performance so as to determine how well the employee has adjusted to the job;

Identifying misplacements and correcting them.

Induction

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2. Human Resources Development Performance Appraisal

Framing policies, procedures and techniques;

Supporting the functional managers; Reviewing and consolidating reports; Evaluating the effectiveness of

various appraisal programs.

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Training Identifying both an individual’s and the

organization’s training needs; Designing suitable training programs; Lending support to line management in

conducting training programs; Imparting essential job skills and

knowledge to employees; Evaluating the effectiveness of various

training programs. Management Development Career Planning and Development

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3. Compensation Job evaluation

Selecting suitable job evaluation techniques; Classifying jobs into various categories; Ascertaining the relative worth of jobs in various

categories. Wage and salary administration

Conducting wage and salary survey; Determining wage and salary rates on the basis of

various factors; Establishing wage and salary programs; Evaluating the effectiveness of these programs.

Incentives Bonus

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Fringe benefits Disablement benefit Housing facilities Canteen facilities Conveyance facilities Educational facilities to employees

and their children Credit facilities Recreational facilities Medical, maternity and welfare

facilities Company stores Legal aid

Social security measures

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4. Human Relations Motivating employees; Enhancing employee morale; Improving communication skills; Developing leadership skills; Proper and timely redressal of employee grievances

through a suitable grievance procedure; Dealing with disciplinary cases through an establishing

disciplinary procedure; Giving support to employees by way of counsel to

solve their problems relating to their personal, family and work matters and helping them to let out their stress, strain and tensions;

Enhancing the quality of Work life of employees through participation and other ways.

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MaterialSub-system

MaterialSub-system

Financial Sub-system

Financial Sub-system

Technology Sub-system

Technology Sub-system

MarketingSub-system

MarketingSub-system

Human Resources

Sub-system

Organization SystemHuman Resources as Central Sub-system in an organization

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Major Changes in Business Significance of Knowledge

Free movement of capital

Easy availability of technology

Free information flow

Globalization and emphasis on quality

Businesses becoming service-oriented.

Continuous innovation is possible only with knowledgeable employees

Knowledge alone can ensure originality of service

Customer needs can be anticipated through knowledge

Customer needs can be anticipated through knowledge

Organizational capabilities can be leveraged through knowledge

Knowledge is the only core competence for coping with change

Major Changes in Business and Significance of Knowledge

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Key Characteristics of Successful Quality Improvement Programs

Education and training (problem solving, technical improvement including hands-on training, case studies, role playing).

Teamwork (especially across functional areas).Total systems approach.Employee involvement (at all levels of the

organization).Top management commitment and encouragement.Establishment of customer-driven standards.Long-term perspective.Allocation of resources to the program.

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Roles and Responsibilities of Human Resources Managers

The audit roleThe executive roleThe facilitator roleThe consultancy roleThe service role

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To identify and meet individual and group needs by providing adequate and fair wages, incentives, employee benefits, and social security measures.

To improve working conditions and facilities to maintain high employee morale and good human relations.

To strength human assets constantly through training and development programs.

To strive for minimization of socio-economic evils such as unemployment, underemployment, inequalities in the distribution of income and wealth and the welfare of the society.

To provide opportunities for more employee involvement in managing an organization.

To provide efficient leadership.To create a favorable atmosphere for maintaining stability of

employment.

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Human Resource AreasOutputs:•Quality work life•Productivity•Readiness for •Change

Union/Labor RelationsFocus: assuring healthy union/organization relationships

Training & DevelopmentFocus: identifying , assessing and-through planned learning-helping develop the key competencies which enable individualsto perform Current or future jobs.

Organiza

tion D

evelo

pment

Focus:

assurin

g healthy

inter an

d intra

-urfit

relati

onships and help

ing

groups i

nitiate

and

man

age c

hange

Organization/Job DesignFocus: defining how task authority and systems will be organized and integrated across organization units and in individual jobs.

Human Resource Planning

Focus: determining the

organization’s major Human

Resource needs, strategies

and philosophies

Selection & Staffing

Focus: matching people and

their career needs and

capabilities with jobs and

career pathsPersonnel R

esearch &

Information Syste

ms

Focus: assu

ring a

perso

nnel

informatio

n

base

Compensation/BenefitsFocus: assuring compensation and benefits fairness and consistency

Employee AssistanceFocus: providing personnel problem solving, counseling to individual employees

Human Resource Wheel