Human Resource Management

HUMAN RESOURCE
MANAGEMENT
Alan Collaco
SYLLABUS
 Personnel Management
 Human Resource Management
 Human Resource Planning
 Job Analysis, Job Design
 Job Evaluation
 Recruitment & Selection
 Training & Development
 Performance Appraisal
SYLLABUS
 Use of Appraisal Data

 Employee Remuneration
 Participative Management
 Personnel Philosophy
 Personnel Manual
 Career Planning
 Promotion Policies
Books Recommended
 HRM by Gary Dessler

 Human Resource and
Personnel Management by K.
Aswathappa
 HRM by DK Bhattacharya
 Personnel Management by CB
Mamoria
 HRM by Subba Rao
PERSONNEL
MANAGEMENT
 Personnel Management is a method
of developing potential of employees
so they get maximum satisfaction out
of their work and give their best
efforts to the Organization
 Personnel Management is that part
of management process which is
primarily concerned with the human
constitution of the Organization
OBJECTIVES OF PM
 Recruitment & Selection

 Induction of new employees
 Training & Development
 Performance Management
 Compensation & Benefits
 Providing good working conditions
 Providing career and growth
opportunities
ROLE OF THE PERSONNEL
MANAGER
 Personnel play an important role in the
mgt. of change in an organization.
 He accomplishes organization goals by
building a capable and dynamic work force.
 He tries to create a sense of involvement
and commitment on the part of employees.
 He creates a sound and favorable working
climate and working relationships by
motivating employees and achieves
organizational goals by effective utilization
of human resources.
 He is responsible for administrative and
personnel functions and carries out a
number of duties in this regard.
MANAGER
 The Personnel Manager commonly
plays interpersonal role,
informational role and decisional
role.
 The Interpersonal role helps in
interacting with number of people in
the organization.
 The Informational role helps in
acquiring sufficient knowledge to
arrive at timely decisions.
 The Decisional role helps in taking
innovative steps and increases the
organizations effectiveness.
MANAGER
 Policy Initiator and Formulator
 Advisor
 Problem Solver
 Mediator
 Well Wisher
 Employees’ Representative
 Decision Maker
HUMAN RESOURCE
MANAGEMENT
 Meaning and Definition:
 ¬ Human Resource Management
relates to the total set of knowledge,
skills and attitudes that firm need to
compete. It involves concern for
action in the mgt. of people,
including selection, training and
development, employee relations
and compensation.

HUMAN RESOURCE
MANAGEMENT
 ¬ HR Mgt. is a process of
formulating, implementing and
evaluating HR strategies to achieve
organizational objectives.
 It encompasses the entire gamut or
human resource development in an
organization, including Manpower
Planning, Recruitment & Selection,
Training and Development,
Performance Appraisals, Transfer
and Promotions, Compensation and
Benefits.
HUMAN RESOURCE
MANAGEMENT
 » Difference between HRM and Personnel Management:

Personnel Management Human Resource Management
 1. Personnel means person employed. HRM is the mgt. of employee’s skills,
 Personnel Mgt. is the mgt. of people knowledge, abilities, talents, etc.
 employed.

 2. Employee in personnel mgt. is mostly Employee in HRM is treated not only
as
 treated as economic man as his services economic but also as social and
psychological
 are exchanged for salary/wages. Man. Thus, the complete man is
viewed
 under this approach.
 3. Employee is viewed as a commodity or Employee is treated as a resource.
 tool or equipment which can be
 purchased and used.
 4. Employees are treated as cost centre and Employees are treated as profit
centre and
 therefore mgt. controls the cost of therefore, invests capital for human
 labour. resource development and future utility.

5. Employees are used mostly for organiz- Employees are used for the multiple
 ational benefit
 mutual Benefit of the organization,
 their family members.

STRATEGIC HRM
 Strategic Human Resource Mgt. has
been defined as “the linking of HRM
with strategic goals and objectives in
order to improve business
performance and develop
organizational cultures that foster
innovation and flexibility.”
 Strategic HR means accepting the
HR function as a strategic partner in
both the formulation of the
company’s strategies, as well as in
the implementation of these
strategies through HR activities such
as recruiting, selecting, training, and
rewarding personnel.
STRATEGIC HRM
 Clarify the Business Strategy

 ¬ New markets.
 ¬ Operating changes.
 ¬ New products.
 ¬ Enhanced technologies.
 ¬ Improved customer service.
 Management Has Direct
Control
STRATEGIC HRM
 Realign the HR functions and Key
People Management Practices
 HR Services
 HR Systems
 HR Function Structure
 People management practices:
 Performance Management
 Rewards and Recognition
 Communication
 Training and Career Development
 Rules and Policies
 Staffing, Selection and Succession
 Leadership Development
STRATEGIC HRM
 Create Needed Competencies
and Behaviour
 Individual
 Organizational
 People and the link between

business strategy and realization
of results.
 Management Has No Direct
Control Only Influence
STRATEGIC HRM
 Realization Of Business
Strategies and Results
 Growth
 Profitability
 Market Share
Management Has No Direct

Control Only Influence
PROCESS OF STRATEGIC
HRM
 Environmental Scanning
 External
 Internal
 Strategy Formulation
 Corporate Strategy Formulation
 Business Strategy Formulation
 Functional Strategy Formulation

PROCESS OF STRATEGIC
HRM
 Strategy Implementation
 Programmes
 Budgets
 Procedures
 Evaluation and Control

 Strategic Control
 Process and Performance
CHALLENGES FACING HRM
TODAY
 The most striking challenge in HR’s
role today is its growing involvement
in developing and implementing the
company’s strategy.
 Strategies increasingly depend on
strengthening organizational
competitiveness and on building
committed work teams, and these
put HR in a central role.
 We’ve seen that in a fast-changing,
globally competitive and quality
oriented industrial environment, it’s
often the firm’s employees- its
human resources- who provide the
competitive key.
CHALLENGES FACING HRM
TODAY
 Globalization
 Technological Advances
 Trends in the nature of work
 Workforce Diversity
 New Management Practices

Human Resource Management

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HUMAN RESOURCE

 Use of Appraisal Data

 HRM by Gary Dessler

 Recruitment & Selection

 Clarify the Business Strategy

 People and the link between

Management Has No Direct

 Functional Strategy Formulation

 Evaluation and Control

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