UNIT 1

Human resource management

- HRM manages employees to achieve company goals.
- Involves investing in staff, ensuring well-being, and overseeing hiring, compensation, and development.
- Professionals typically have degrees, and certifications can enhance knowledge and earnings.
- Ultimate goal is to build a positive company culture and fulfil organizational missions through effective
employee management.
Definition of Human Resource Management (HRM)
- Human Resource Management (HRM) involves organizing, coordinating, and managing an organization’s
employees to achieve its mission and goals.
- HRM functions include recruiting, hiring, training, compensating, retaining, and motivating employees.
- HRM staff also develops and enforces policies for employee safety.
- HRM ensures compliance with laws protecting employees’ information and well-being.
- Organizations of all sizes and industries rely on HRM for smooth and efficient business operations.
Purpose of Human Resource Management (HRM)
- HRM values employees as "human capital" for an organization.
- Investing in and supporting employees improves their satisfaction and motivation.
- Well-trained, competent, valued, and supported employees are key to achieving organizational goals.
HRM Importance:
- Manages people in a workplace to achieve the organization's mission and reinforce corporate
culture.
- Essential for recruiting skilled employees and supporting their training and development.
- Effective people management helps in recruiting new employees with skills to achieve company
goals.
- A company's success depends on its employees, making HRM crucial for business health and
improvement.
- HR managers keep an eye on the job market to ensure the organization stays competitive.
- This includes competitive compensation, preventing burnout through planned events, and adapting
job roles based on market trends.
Amazon is an example of a large company with multiple types of specialized HR Positions. The company’s career
website lists the following HR job titles:
• HR assistant.
• HR business partner.
• HR manager.
• Recruiter.
• Recruiting coordinator.
• Recruiting manager.
• Immigration specialist.
• Leave of absence and accommodation specialist.
• Compensation specialist or manager.
• Benefits specialist or manager.
• Talent management specialist or manager.
• Learning and development specialist or manager.
• HR technology or process project program manager
Objectives of Human Resource Management
HRM can be broken down into the following four category objectives:
Societal Objectives:
- Respond to ethical and social needs.
- Ensure equal opportunity and pay for employees.
Organizational Objectives:
- Ensure organizational efficiency.
- Provide appropriate training and maintain high employee retention.
Functional Objectives:
- Keep HR functioning properly.
- Allocate HR resources to their full potential.
Personal Objectives:
- Support personal goals of each employee.
- Provide opportunities for education, career development, and maintain employee satisfaction.
Key Objectives of HRM
While every organisation views HRM through the lens of its culture. Here are nine Main objectives that should be
fulfilled by the HRM department.
1. Organisation Structure:
 Key to achieving organizational goals.
 HRM aligns structure with business functions and delivery targets.
 Well-defined structure leads to an organization functioning at its best.
2. Staffing:
 Finding the right people for roles is crucial.
 HRM works with hiring managers to understand roles and create job descriptions.
 Emphasizes presenting the organization’s culture, like inclusivity and flexibility, to attract the right workforce.
3. Career path
 HRM defines career paths in consultation with business leaders.
 Paths should be current and relevant for employees.
 Helps employees align their aspirations with opportunities in the organization.
4.Learning and Development:
 HRM supports employee learning for career goal achievement.
 Nurturing talent aids in succession planning and retaining talent.
 Stays updated on industry trends for timely training.
5. Performance Management:
 HRM provides a framework for fair performance evaluation.
 Manages all stages from planning to reviewing and rewarding.
 Aims for fairness, accuracy, efficiency, and improvement in the performance management process.
6.Benefits and Compensation:
 HRM uses budgets to hire and retain talent.
 Communicates industry pay trends to hiring managers.
7.Rewards and Recognition:
• Timely recognition and rewards build a positive workplace atmosphere.
8.Health, Safety, and Well-being:
 Ensures a healthy workforce for less downtime and high satisfaction.
 Addresses physical and mental health concerns, especially with remote work.
9.Exit Management:
 Ensures a smooth exit process for positive employee experience.
 Important for future engagements and goodwill.
The most essential HRM skills that professionals should possess include the following:
Communication:
 HR managers need strong verbal and written skills.
 They build and maintain relations, negotiate, and mediate matters.
 Comfortable expressing themselves in various situations.
 Job responsibilities range from liaising with new hires to presenting complex HR data.
Recruitment and Talent Acquisition:
 Tasks include writing job descriptions and conducting interviews.
 Talent acquisition focuses on strategies for identifying, recruiting, and retaining human resources.
 Involves negotiating offers and on boarding new employees.
 Developing, implementing, and evaluating programs for sourcing and hiring talent.
Employee Relations:
 Requires labour relations skills for addressing grievances.
 Focuses on building positive relationships and fostering a sense of community.
 Supports emotional, physical, and psychological health of employees.
 Goal is to increase employee retention, happiness, and productivity.
Compliance with legal requirements :
 Ensures adherence to laws and regulations in HR practices.
 Important for creating a positive workplace and avoiding legal issues.
 Involves staying updated on changing regulations.
 Aims to maintain ethical and legal standards in HR management.
Conflict management and resolution
 Conflict is inevitable in any workplace due to differences in personality, communication styles, or goals.
 Too much conflict can negatively impact morale, productivity, and the bottom line.
 Companies need a solid conflict resolution process, and HR plays a crucial role.
 HR mediates and resolves workplace disputes, maintaining a healthy work environment.
 Mediation capabilities help HR managers navigate conflicts and difficult situations.
Performance Management:
 Managers set performance standards and help employees develop skills.
 Continuous communication clarifies job responsibilities, priorities, and expectations.
 Performance management optimizes individual performance and aligns with organizational goals.
 It involves ongoing feedback, goal setting, and development planning.
 Aims to enhance employee performance for overall organizational success.
Strategic Thinking:
 HR manager jobs require high-level thinking, aligning HR strategies with company goals.
 Strategic thinking is crucial for success in modern business and Strategic Human Resources Management.
 It involves shaping ideas over time and critically assessing them for innovation.
 High-performance businesses have a strategic direction, employing both strategic thinking and planning.
  Strategic alignment ensures focus on organizational goals rather than every detail of operations.
HR analytics
 Data analysis skills help analyse workforce metrics for decision-making.
 HR analytics involves gathering, analysing, and reporting HR data.
 Measures the impact of HR metrics on overall business performance.
 Enables data-driven decision-making in Human Resources Management.
Adaptability:
 HR managers must deal with changing workplace and societal issues.
 Adaptable HR thrives in a world of constant change.
 Builds a competitive advantage through design, experience, and governance.
 Three main levers – design, experience, and governance – ensure greater certainty in the talent landscape.
Ethics and Confidentiality:
 Requires knowledge of confidentiality, privacy requirements, and ethical standards.
 HR safeguards sensitive information of both the organization and its employees.
 Involves protecting personal details, managerial information, medical records, and salary details.
 HR plays a vital role in maintaining the confidentiality of performance evaluations.
 Ensures strict adherence to ethical standards in handling crucial information.
Conclusion
HRM is important for organizations. It covers tasks like hiring, training, and managing employees, ensuring legal
compliance. Recognizing its significance helps create a positive environment, nurturing talent, and promoting
sustainable growth for both employees and the organization.
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Role of HR manager
 Helps and guides employees like a friend.
 Shows the way for career paths.
 Manages tools and systems for the organization.
 Solves problems for people at work.
 Makes sure everyone is happy and works well.
 Plans for the future of the organization.
 Helps people grow and learn new things.
 Uses a model by Ulrich to do many different jobs, from planning for the future to handling daily tasks.
Role of HR manager is discussed in brief as under:
Advisory Role:
 HR manager advises top management on managing and developing human resources.
 Helps formulate HR policies and procedures aligned with the company's vision and mission.
 Aims to create a positive change in workers' minds for organizational transformation.
Pro-Acting Role:
 Identifies potential conflicts and differences between workers and management.
 Forecasts future problems and takes preventive measures to avoid loss.
 Develops organizational culture and systems to address issues before they arise.
Welfare Role:
 HR manager ensures employee well-being with facilities like canteen, creche, and rest-room.
 Looks after aspects such as healthcare, transportation, housing, and education.
 Plays a principal role in providing welfare facilities for employees' betterment.
Developmental Role:
 HR manager helps workers improve knowledge, skills, and abilities.
 Aims to develop employees for achieving company goals.
 Focuses on enhancing workers' overall capabilities.
Mediator’s Role:
 Acts as a link between trade unions and top management.
 Works to eliminate differences during dispute settlements.
 Aims to foster better understanding and cooperation.
Social Upliftment Role:
 Recognizes the organization's responsibility to contribute to society.
 Takes measures like improving infrastructure and supporting education.
 Contributes to societal growth through medical facilities and employment opportunities.
Counsellor’s Role:
 Workers may face problems due to illiteracy and ignorance.
 HR manager provides advice on personal issues like education, medical treatment, and family matters.
 Develops understanding and guides workers in the right direction.
 Offers support and assistance for workers facing personal challenges.
Spokesperson Role:
 HR manager represents the company, especially during industrial disputes.
 Depicts organization health and conditions to employees.
 Acts as a representative for non-unionized workers, conveying their grievances to top management.
Motivator’s Role:
 HR manager motivates employees to achieve individual and organizational goals.
 Introduces reward schemes to encourage high performance.
 Establishes mutual understanding and trust to boost employee motivation.
Conclusion
Human Resource Management (HRM) is vital for organizational success, covering functions from recruitment to legal
compliance. It plays a crucial role in employee well-being and overall success. Recognizing the importance of HRM
enables organizations to foster talent, enhance productivity, and promote sustainable growth.
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Background of HRM
 People are crucial for a company’s success.
 They play various roles like setting goals, creating strategies, producing goods, and selling products/services.
 Human beings significantly influence organizational efficiency and effectiveness.
 They also have responsibilities in societal activities and policy-making.
 Human resources have unique abilities, talents, skills, and motivation.
 Traditional ways of managing people are outdated in today’s business environment.
 Rapid technological development is changing the nature of work.
 Investors and stakeholders focus on productivity.
 Stricter government regulations influence workforce management.
 Traditional methods of managing human resources are inadequate.
 Human Resource Management (HRM) focuses on managing people in work organizations.
 HRM involves decisions regarding employees and employers.
 HRM impacts organizational performance, including profitability and customer satisfaction.
 Effective HRM practices lead to increased satisfaction for employees and customers.
  HRM is like a manager for people in a company, ensuring everyone works well together.
 It helps decide who works for the company and plans how to achieve success.
 HRM ensures products or services meet high standards through quality control.
 Good HRM contributes to customer satisfaction with the products or services.
 HRM needs to adapt to changes, including technology and new business approaches.
 Overall, good HRM makes the company run smoothly, keeping everyone happy and productive.
The framework for the management of human resources consists of five main Activity areas that operate in an
overlapping continuum:
Planning:
 Planning is the first HRM activity involving gathering data.
 Purpose: Reduces uncertainties and helps the organization use opportunities.
 Data Sources: Involves information from the organization's internal and external environments.
 Benefits: Minimizes threats and helps the organization make the most of emerging opportunities.
 Key Role: Sets the foundation for effective HRM actions.
 Simple Explanation: Planning is like making a map for the organization to avoid problems and find
opportunities.
 Analogy: It's like planning a trip – knowing the route and being prepared for surprises.
 Outcome: A well-planned HRM ensures smoother operations and better responses to challenges.
Staffing:
 Staffing involves actions to ensure the right quality and quantity of people.
 Connection to Planning: Directly connected to planning results for adequacy of skills and numbers.
 Objective: Attracts and retains the right people to achieve organizational goals.
 Importance: Ensures the organization has the needed skills and number of employees.
 Analogy: Like forming a sports team with the right players for success.
 Challenges: Finding the right balance between quality and quantity of staff.
 Example: Hiring people with skills that match the tasks needed for the organization.
 Outcome: A well-staffed organization has the right people working together efficiently.
Compensation:
 Compensation involves all rewards an employee gets for their work.
 Components: Includes financial returns, tangible services, and benefits.
 Focus: Centres on deciding how much an employee should be paid for their work.
 Dilemma: Managers face challenges in deciding pay based on work nature, skills, and organization's financial
condition.
 Analogy: Like receiving rewards or payment for doing chores at home.
 Considerations: Pay decisions based on ability, knowledge, skills, experience, or organization's financial
health.
 Example: Getting paid for completing tasks at school or helping at home.
 Outcome: Fair compensation keeps employees motivated and satisfied.
Employee Training and Development:
 Involves activities to enhance employees' performance and productivity.
 Activities: Includes training, upgrading, re-tooling, and skills optimization.
 Goal: Improve how well employees do their jobs and contribute to the organization.
 Forms: Can be in the form of orientation, skills training, or executive development.
 Importance: Ensures employees stay updated and capable in their roles.
 Analogy: Like practicing a skill to become better at it.
 Example: Learning new things in school to become better students.
 Outcome: Well-trained employees contribute to a more productive workforce.
Employee relations:
  Employee relations mean making employees happy and committed.
 Goals: Make everyone feel like they belong and work together.
 Employee Well-being: Keep everyone safe and healthy.
 Fairness: Treat everyone fairly in pay, training, and rules.
 Cooperation: Work as a team and help each other.
 Communication: Share important info to keep everyone in the know.
 Good Workplace: Make the place nice and friendly to work in.
 Value Perception: HR managers help people see how important the job is for their own goals.
Conclusion
The evaluation of new HR management approaches emphasizes their potential for enhancing workforce capabilities,
leading to improved organizational performance in terms of profitability, innovation, productivity, and growth. The
challenge for HR managers is to transition from traditional roles to proactive leadership in facilitating the development
of organizational members' skills and capabilities.
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SHRM
INTRODUCTION
 Definition: Strategic HRM aligns HR activities with the organization’s goals.
 Purpose: Aims to gain a competitive edge through committed and capable HR.
 Approach: Involves using cultural, structural, and HR techniques strategically.
Features of SHRM
One Point Solution:
 SHRM is viewed as a one-stop solution during organizational changes.
 Covers reshuffling management, altering business vision, and transforming corporate culture.
 Aims to shift the organization's structure dramatically.
 Involves programs to win the hearts and minds of employees.
 Overall goal is to transform every organization.
Managerial Tool:
 SHRM enhances organizational effectiveness and competitive advantage.
 Transforms HR functions through creativity and innovation.
 E-HRM is one approach, taking HR to the next level of excellence.
 Integrates HR into the business context, defining new growth opportunities.
 Brings cultural transformation within the organization.
 Aligns the employee’s vision with that of the organization.
 Goal is to enhance HR functions and create excellence.
Proactive in Nature:
 SHRM involves handling employees proactively.
 Includes all HR processes and collaborative work among employees.
 Boosts employee retention and improves the quality of work experience.
 Maximizes mutual benefit for both the employer and employee.
 SHRM teams work around the clock to ensure everything is in order.
 Overall goal is to ensure everyone in the organization is happy.
Unlocks the Human Potential:
 SHRM unlocks human potential by balancing HR strategy with business strategy.
 Manages talent to maximize performance and recognizes the strategic role of human resources.
 Assumes importance in addressing global and local talent management challenges.
  Addresses best practices for performance management in the modern workplace.
 Considers the impact of social media, changing work meanings, and challenges posed by Gen Y.
 Overall goal is to unleash the full potential of individuals in the organization.
Wide Scope:
 SHRM goes beyond HRM, covering aspects that affect employees and every aspect of the business.
 Encompasses manpower planning, recruitment, induction, training, development, and more.
 Involves performance management, appraisal, promotion, removal, and employee retention.
 Deals with compensation management, safety, grievance redressal, and management of unions.
 Covers negotiation and personnel administration, providing a comprehensive approach.
 Overall goal is to address all aspects of the business affecting employees.
Automation:
 E-HRM or HR technologies simplify SHRM implementation in all organizations, regardless of size.
 Focuses on improved interviewing techniques, strong training programs, coaching, and regular assessments.
 Highlights the significance of investing in employee development for consistent results.
 Utilizes technology to streamline HR processes and enhance efficiency.
 Overall goal is to make SHRM practices easier to implement through technology.
Outcomes:
 SHRM improves employee retention, reducing costs for finding and training new employees.
 Focuses on providing specialized on-site training and offers one-on-one assessment and coaching sessions.
 Aims to help employees reach peak performance rates through strategic HR practices.
 Overall goal is to enhance organizational outcomes by investing in and developing employees.
Conclusion : Human Resource Management (HRM) is vital for organizational success, covering functions from
recruitment to legal compliance. It plays a crucial role in employee well-being and overall success. Recognizing the
importance of HRM enables organizations to foster talent, enhance productivity, and promote sustainable growth.
Evaluation and difference b/w traditional and strategic HR
Modern HR:

 Focuses on long-term plans and company development.

 Considers future goals when filling positions.
 Utilizes various tools and software for managing functions.
 Relies heavily on technology for efficient HR processes.
 Emphasizes a different approach to managing tasks and labour.
Traditional HR:

 Lacks as many software and tools compared to modern HR.

 Relies on managers to teach employees about their responsibilities.
 Believes employees learn on the job rather than through specific training.
 Aims to handle employee problems, manage labour relations, and maintain worker satisfaction.
 Uses technology less frequently in daily HR operations.
Differences
1. Modern HR Approaches:
 Empathizing with employees.
 Focusing on data.
 Allowing analysis to drive strategy.
2. Tools and Platforms for HR:
  ADP.
 BambooHR.
 Zoho Recruit.
 Paylocity.
 HRone.
 HR Mantra.
 Gusto HR.
 APS HR Core Solution.
 Zoom Shift.
 Fresh Team.
 One point HCM.
 Zenefits.
 Recruiter box.
 Kronos Workforce Central, and many others.
3. Impact of Tools and Technologies:
 Reduced workload for HR professionals.
 Increased simplicity and convenience in daily HR tasks.
 Tools not available in traditional HRM.
4. Technological Advancements in HR:
 Transformation of HR through technology.
 More methodical, accurate, and dynamic HRM.
 Caution against incorrect use of tools.
5. Employment Impact:
 Some jobs lost as automation replaces humans.
 Traditional HRM faced higher burdens.
6. Discipline Issues:
 Traditional HR steps in when employees have discipline issues.
 No impact on the escalation of issues.
7. Strategic HR vs. Traditional HR:
 Strategic HR is proactive.
 Traditional HR is reactive, notifying employees after crossing the line.
 Strategic HR saves money by preventing issues upfront.
8. Routine Nature of Traditional HR:
 Traditional HR sees itself doing the same tasks yearly.
 Changes only in employee appearance over time.
9. Impact of Technology on HRM:
 Significant impact on modern HRM.
 Tools and software make a difference while performing various HR tasks.
10. Digital Transformation in Hiring and Management:
 Firms now use technology for hiring and managing personnel.
 HR role expanded with end-to-end talent management duties.
11. Evolution of HR Role:
 HR professionals used to do everything by hand.
 Now, technology allows one-click solutions for tasks like hiring, firing, and payroll.
12. Simplicity Through Technology:
 Technology makes HR tasks simpler.
 Tasks that once required manual effort can now be done effortlessly with technology.
13. Maturation of Technology:
 As technology matures, HR practices evolve.
 More efficient ways to handle HR responsibilities.
14. From Manual to Automated:
 HR tasks like hiring, firing, and payroll were manual.
 Now, technology has automated these processes for efficiency.
15. End-to-End Talent Management:
 HR role has expanded to include end-to-end talent management.
 Technology supports comprehensive HR functions.
16. Caution Against Incorrect Use:
 Use of tools and technologies should be careful.
 Incorrect use can have negative impacts on the organization's structure.
17. Proactive vs. Reactive Approach:
 Strategic HR is proactive, preventing issues.
 Traditional HR is reactive, addressing issues after they occur.
18. Employee Education:
 Strategic HR informs employees about acceptable behaviour.
 Employee handbooks and training seminars guide behaviour.
19. Cost Savings Through Strategic HR:
 Strategic HR can save money in the long term.
 Reducing the number of complaints through proactive measures.
20. Evolution of HRM:
 HRM has evolved with technological advancements.
 More systematic, accurate, and dynamic HR practices.

21. Employee Empathy:

 Modern HR emphasizes empathizing with employees.

 Understanding and considering employee feelings and perspectives.

22. Focus on Data:

 Modern HR emphasizes using data for decision-making.

 Analysing data to drive HR strategies.

23. Digital Transformation Impact:

 Digital transformation has changed the way HR operates.

 From manual processes to automated and efficient practices.

24. Convenience in HR Tasks:

 Tools and software provide convenience in daily HR activities.

 Streamlining processes for HR professionals.

25. Time and Effort Savings:

  Technology saves time and effort in HR tasks.
 Allows HR professionals to focus on more strategic aspects.

26. Traditional HR Challenges:

 Traditional HR faced challenges with manual processes.

 Limited by the tools available at that time.

27. Job Displacement:

 Some jobs in HR were displaced due to automation.

 Humans replaced by software and tools.

28. Balancing Technology Use:

 While technology is beneficial, it should be used carefully.

 Balancing automation with the human touch in HR.

29. Continuous Technological Evolution:

 HR practices continue to evolve with ongoing technological advancements.

 Staying updated with the latest tools and technologies.

30. Adaptation to Change:

 HR professionals need to adapt to technological changes.

 Embracing new tools for improved HR management.
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LABOUR LEGISLATION

 Labour Law Definition: Labour law, also known as employment law, is a set of rules that define the rights and
restrictions for people who work and the organizations they belong to.
 Mediating Relationships: It helps manage the relationships between workers, employers, and unions, ensuring fairness
and balance.
 Industrial Relations: Deals with certifying unions, managing relations between labour and management, and handling
collective bargaining and unfair labour practices.
 Workplace Health and Safety: Focuses on keeping workplaces safe and healthy for employees.
 Employment Standards: Sets guidelines for general holidays, annual leave, working hours, unfair dismissals, minimum
wage, layoff procedures, and severance pay.
 Two Categories: There are two main types – collective labour law dealing with groups like unions, and individual labour
law focusing on rights of individual employees.
 Tripartite Relationship: Involves employees, employers, and unions working together or sometimes negotiating.
 Workers’ Rights: Individual labour law protects employees’ rights at work and through their employment contracts.
 Role of Labour Movement: Labour movements, like unions, played a crucial role in creating laws to protect workers
during the 19th and 20th centuries.
 Integral to Development: Labour rights have been essential for social and economic development, especially during the
industrial revolution.
 Certifying Unions: The process of officially recognizing and approving unions to represent workers.
 Collective Bargaining: Negotiations between unions and employers to reach agreements on working conditions and
benefits.
 Fair Dismissals: Guidelines on how employees can be terminated fairly and legally.
 Minimum Wage: Ensures that workers receive a basic, reasonable payment for their work.
 Severance Pay: Provides compensation to employees in case of job termination under specific circumstances.

HISTORY AND DEVELOPMENT OF LABOUR LEGISLATION

 Trade Disputes Act of 1929:The first labour law in India focused on settling industrial disputes.
 Minimum Wages Act: Ensures workers receive fair compensation for their work.
 Factories Act: Concentrates on safety and working conditions in factories.
 Industrial Disputes Act: Provides a framework for resolving conflicts between employers and workers.
 Historical Evolution: Labour legislation in India has developed over time to protect and empower workers.

FACTORS INFLUENCING LABOUR LEGISLATION

  Trade Unions: Groups of workers coming together have influenced labour laws.
 Protecting Workers: Laws aim to prevent exploitation by employers.
 Justice and Equality: Labour laws promote fairness and economic equality.
 Global Standards: Influenced by international labour standards.
 Changing Work: Laws adapt to the evolving nature of work and workplaces.

PURPOSE OF LABOUR LEGISLATION

 Fair Work Rules: Labor laws make sure work is fair and helps the economy.
 Framework for Cooperation: They provide a system for employers, workers, and their representatives to talk about work
issues, creating a peaceful workplace.
 Protecting Rights: Labor laws remind everyone about important work principles and rights, making sure they are always
followed.
 Responsive Laws: Rules need to change based on how jobs are today and what everyone needs.
 Involving Everyone: People who work and their bosses should decide on the rules together.
 Teamwork for Rules: Everyone agreeing on the rules is important for everyone to follow them.
 Benefiting Everyone: Labor laws make sure work benefits everyone, not just the bosses.
 Adapting to Change: Rules can change when jobs change, and everyone’s ideas matter.
 Creating Together: It’s like making rules for a game together where everyone agrees.
 Support and Application: Involving everyone is vital for broad support and easy application of labor laws in different
types of jobs.

PRINCIPLES OF LABOUR LEGISLATION

 Protection of Workers’ Rights: Labor laws act as guardians, ensuring workers receive fair wages, work in safe
conditions, and are free from discrimination.
 Promotion of Social Justice: These laws strive to be champions of fairness, ensuring that all workers are
treated justly and their rights are safeguarded.
 Prevention of Exploitation: Labor laws act as safeguards against unfair treatment, preventing employers from
taking advantage of workers and ensuring a fair and equitable workplace.
OBJECTIVES OF LABOUR LEGISLATION
• Ensuring social and economic justice for workers
• Promoting the welfare of workers and their families
• Protecting workers from exploitation and abuse
• Ensuring safe and healthy working conditions
• Encouraging collective bargaining and the formation of trade unions
CONCLUSION

 India has rules to make work good and fair for everyone.
 There are about 43 rules for work, covering things like pay, hours, and safety.
 These rules are made by both the big government and the smaller state governments.
 The rules help everyone at work, making sure they are treated well and safe.
 The goal is to make the country grow and also make sure everyone is happy and safe at work.

Workforce evolution
 Changing World at Work: Things are changing really fast at work, and it's a bit tricky and competitive.
 HRM Challenges: People who take care of managing employees (HRM) face a lot of challenges in helping
companies grow and get better.
 Employee Development: Making sure that employees learn and grow is super important. It helps HRM get
better at their job and makes the company do well.
 Belief in People Growing: People think that when employees learn and grow properly, it helps HRM become
even better at what they do, and everyone notices it.
Changing Role of Human resource management’s
Role 1 : Marketing and Human Resource Management:
 HRM manages people in the company.
 Informed about new products or services.
 Regular talks with the marketing team.
 Plans for hiring new skilled workers.
 Smart strategies for training and recruitment.
 Ensures workers have the right skills.
 Connects with the needs of the organization.
 Adapts to changes in the company.
 Acts as a bridge between marketing and workforce.
 Plays a crucial role in the company’s success and growth.
Role 2 : Finance and Human Resource Management:
 Personnel department manages staff recruitment, training, and placement.
 Analyzes and suggests ways to reduce manpower requirements in different departments.
 Focuses on the welfare of employees and their families.
 Involves making compulsory decisions based on legislative provisions.
 Also makes discretionary decisions as needed.
 Financial planning is crucial for organizational success and sustainability.
 Requires employees with knowledge of accounting, finance, and general business.
 The personnel department collaborates with the finance manager.
 Evaluates various training programs, employee welfare initiatives, and incentive schemes.
 Works on achieving economy in manpower through strategic decisions.
 Involves computerization for efficient processes.
 Considers revising pay scales for employees.
 Aims to identify the best options for both employee welfare and the firm’s interests.
 Balances the financial implications of decisions.
 Strives for accurate planning, monitoring, and control of finances.
 Focuses on achieving and maintaining organizational success.
 Recognizes the importance of employees with a clear understanding of accounting and finance.
 Collaborates with the finance manager in decision-making.
 Takes into account the impact of decisions on both employee welfare and the firm.
 Views financial implications as a crucial dimension in decision-making.
Role 3 : Production and Operations and Human Resource Management:
 Production and operations management involves planning, direction, and control for creating products and
services.
 Principles are universally applied in industries for planning, scheduling, quality control, and human resource
management.
 Human Resources ensures necessary skills and attitudes in the workforce.
 Interaction between production and HR is crucial for alignment.
 Functions within organizations need to be attuned for effective collaboration.
 Modern businesses require a high level of integration.
 HR and Quality Management may be separated for auditing purposes.
 Directly address people and product issues, sometimes conflicting with operational goals.
 Quality Management focuses on maintaining product quality standards.
 Integration of functions is essential for the smooth operation of organizations.
Role 4 : IT and Human Resource Management:
o Info Management Practices: HR manages how the company deals with information, from collecting to
organizing and keeping it safe.
o Info Behaviours/Values (IBV): HR helps create good habits and values in using information effectively. They
work with the IT head to make sure everyone understands how to handle information.
 o Challenges: HR faces challenges in telling employees what behaviours/values are expected. They also work
on building a culture where everyone adopts these good practices.
CONCLUSION

 Changed role of HR managers with HR tech.

 Automation and streamlining of tasks.
 Insights into employee behaviour and performance.
 Data collection and analysis.
 Data-driven decisions for organizational success.
 Changed role of HR managers with HR tech.

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