HUMAN RESOURCE MANAGEMENT

- K. S. Patil
 Industrial Safety and Legislative ACTS

H. R. Management
Personnel Management

Staffing

Personnel - Training and Development

Leadership and Motivation

Safety Management

Introduction to Industrial Act

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 HUMAN RESOURCE MANAGEMENT

Introduction
Every organization whether large or small is composed of
people (the human resource) who come from different walks of
life and who are different in their outlook and understanding.

It is the people, who make an organization a success or allow it

to succeed. If Tata’s , Birla’s, Ambani’s, HAL, SAIL and Bajaj Auto
have become star performers, it is basically due to its human
resources.

Thus, human resources are life and health of organization. Who

are this people? How to attract them? How to retain them?

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 HUMAN RESOURCE MANAGEMENT

Meaning & Definition

HRM is a management function that helps organization to
recruit, select, train, develop and manage its members.
Simply stated, HRM is all about management of people in
the organization from Recruitment to Retirement.
“HRM is planning, organizing, directing and controlling of
the procurement, development, compensation, integration,
maintenance and separation of human resource in order to
attain individual, organizational and social objectives.”
British Institute of Personal Management, London, defines
“Personal management is concerned with the people at
work and with their relationship within an enterprise.”

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Scope of HRM
From Entry to Exit or Recruitment to Retirement of an employee in the
organization.
Following are the areas of operation of HRM:
Human resource planning.
Job analysis.
Job design.
Recruitment & Selection.
Orientation & Placement.
Training & Development.
Performance appraisals.
Job evaluation.
Employee and executive remuneration.
Motivation.
Employee welfare.
Safety & health and industrial relations.

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 HUMAN RESOURCE MANAGEMENT

Functions of HRM
Operational Functions: Managerial Functions:

1. Procurement. 1. Planning.

2. Development. 2. Organizing.

3. Compensation. 3. Directing.

4. Integration. 4. Controlling.

5. Maintenance. 5. Staffing.

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 HUMAN RESOURCE MANAGEMENT

Staffing
 Process of identification or forecasting future
requirement of manpower.
 Continuous process of fresh requirement of
manpower.
 In simple words, HRP is a process of identifying
human resources requirements in terms of
quality and quantity.
 HRP enables to get the right type of personnel in
the organization.
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Importance of HRP
Growing importance of HRP is due to following reasons:
Personnel Requirements.
Recruitment and Selection.
Placement of Personnel.
Training.
Performance Appraisal.
Transfers.
Promotions.
Career Planning and Development.
Organizational Development.
Motivation of Personnel.

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 HUMAN RESOURCE MANAGEMENT

Process of HRP
Environment
Environment
Organizational
Organizational
Objectives & Goals
Objectives & Goals
HR Demand HR Supply
HR Demand HR Supply
HR programming
HR programming
Surplus Shortage
HR implementation
•Lay-off’s HR implementation •Recruitment
•Terminate •Selection
•Reduce hiring Control & Evaluation •Hiring
•VRS, etc Control & Evaluation •Overtime, etc

Differences No differences
Differences No differences

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 HUMAN RESOURCE MANAGEMENT

Recruitment
“Recruitment is a process of searching for prospective employees and
stimulating them to apply for jobs.” -Edwin Flippo

In simple words, it is a process of attracting people (candidates) to apply for

jobs available in the company.
Message
Media Internal sources
Application
External sources
Pool Quality, Quantity
Where to look UnwantedMonitoring
How to look Efficiency
Feedback
applicants
Performance
When to look Unqualified
candidates
Recruitment Strategy Evaluation
Searching Screening
Planning Development & Control
Number of Source
vacancies Interviews
activation
Nature of job Application
Selling blank
Number of Application Reference Check Potential
applicants Population Hires
Types of
applicants

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 HUMAN RESOURCE MANAGEMENT

Selection
Selection is a process of choosing right person for the right job.
The selection process consists of a series of steps or techniques as follows:
Past
Life
Views
i s w
l ys Job Information i e Charact
Ideas
n a Candidate Information rv er
A b nt e Opinion
c k Experie Up
b Jo I he nce
Personality
Jo g Age
Individua
C l l ow
s in Qualification
l
ce Fo Fitness
t
Job Description i nGroup Physical
er
Job Specification i ngFamily
Social,
e
Economical
re Panel e ck Health Oral & Safety
d v n Background f
Demographical h
e
A
r ee R
Work-related l C
Background
a
Interview
Right Job
c Intelligence
ic
l S
a nk
Experiences
Test ed i e w Right Person
Message iti a l v
n n
B References M
Aptitude Test
t er
I
MediaPreliminary io Personality n
Interviews
at Test a lI
l ic in
Judge
p p Interest F Test
ff er
• Abilities AComparision softs Performance O
• Knowledge candidatesT e Interests
Test b
Expectations
Jo
• Talent Input to Interviewer
• Skills Rejection of
Candidates
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 HUMAN RESOURCE MANAGEMENT

Training &
Development
Training is a process of developing or
imparting skills, knowledge and changing
attitudes.

Development is viewed as a long term

educational process utilizing planed and a
systematic procedure.

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Training &
Development
Difference Point Training Development

Duration Short-term. Long-term.

Personnel Operative Employees. Managerial Employees.

Specific / General Specific job related. General in nature.

Methods used On-the-Job method Off-the-Job method.

Cost involved Less expensive. More expensive.

Frequency Less frequent whenever More frequent and

there is change. continuous.

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Advantages of Training
To Company
Increased efficiency and productivity.
Reduced accidents and wastages.
Reduced absenteeism and turnover.
Assist newcomers.
Information about firm's policies and programmes.
Develops better labour relations.
Develops employee’s loyalty towards the firm.
Proper use of available resources

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Advantages of Training
To Employees
Confidence in employees.
Positive attitude.
Changes for promotion.
Refreshing.
High Rewards.
Co-operation with others.

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Training methods for

Workers
Training is vital to the workers/operating personnel.
There is need to train employees in order to improve
and enhance their skills, knowledge and attitudes.

The various methods are as follows:

1. On the Job Training.
2. Apprenticeship Training.
3. Vestibule Training. HR
HRFinance F i na
nc
e
4. Job Rotation.
5. Classroom Methods.
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 HUMAN RESOURCE MANAGEMENT

Training methods for

Managers
Managers need to develops their conceptual and administrative skills
Lets rectify it
& abilities.
according
Training and development methods to needs
for managerial personnel
This policy can be
divided into two groups as follows: required….$
needs
(i) On-the-Job Methods & (ii) Off-the-Job Methods
some change..!

On-the-Job Methods:
Job Rotation.
Planned Progression. HR nc
HR Finance F i na

Coaching & Counseling. e

Understudies.
Junior Boards.
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Training methods for

Managers
Off-the-Job Methods:
Classroom Methods.
Lectures
Discussion
Case Studies
Role Play

Simulation.

Business or Management Games.

Committees & Conferences.

Readings, Television & Video Instructions.

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 HUMAN RESOURCE MANAGEMENT

Leadership
 Leadership is the activity of influencing people to strive willingness
of an individual or group objectives.

 “ Leadership style is a pattern of behaviour designed to integrate

organizational & personal interest in achievement of some
objective.”

 Leadership styles are as follows:

Autocratic style.
Bureaucratic style.
Democratic style.
Laissez-faire style.

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 HUMAN RESOURCE MANAGEMENT

Leadership
 What should be the Qualities of Good Leader?
Good Personality.
Intelligence.
Initiative.
Self Confidence.
Good Communicator & Motivator.
Coach & Guide.
Proper Judgement.
Excellent Human & Administrative Skills.
Patience.
Disciplined.

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 HUMAN RESOURCE MANAGEMENT

Motivation
 Motivation is a general term applying entire class of drivers, needs, wishes
and desires or similar forces in order to make the subordinates to work in
desired manner.

 There is consistent need of motivation for following reasons:

Higher Efficiency
Reduces Absenteeism & Employees turnover
Improves Corporate Image
Maintains Good Relation
Improve Moral
Reduces Accidents, Breakages & Wastages A
Facilitates Initiative & Innovation
Overcomes resistance in change

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 HUMAN RESOURCE MANAGEMENT

Maslow’s Motivational
theory
According to Maslow, the five sets of human needs are arranged in a
hierarchy of their importance.

Human needs starts at the bottom with physiology needs and ascending to
the highest needs of self actualization.

The levels of needs are as follows:

Physiological Needs

Security or Safety Needs

Social Needs

Esteem Needs

Self-actualization Needs

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Maslow’s Motivational
theory
When a set of needs is satisfied; they no longer work as
motivators, as a man seeks to satisfy the next level of
needs.

Physiological Needs

Security or Safety Needs

Self actualization
Social Needs Esteem Needs
Social Needs
Esteem Needs Safety Needs
Physiological Needs

Self-actualization
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 HUMAN RESOURCE MANAGEMENT

Safety Management
 The success of production in factories, to a large extent,
depends upon the safety of the employees.
 Safety in factories is essential for both employees and
employers.
 A safety programme increases the efficiency and moral of
employees which increases production.
 On the other hand, an unsafe working condition leads to
industrial accidents which results in death or in temporary
and permanent disablement of the employees.
 Hence industrial accidents involves a good amount of cost
resulting from wasted machine hours, man hours, etc.

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 HUMAN RESOURCE MANAGEMENT

Safety Management
 Safety Management is concerns with

(i) developing policies, techniques and procedures for the

safety and health of the employees &

(ii)providing advice to line management on the

implementation and operation of safety programmes.
 “Industrial Safety” refers to the various measures
taken by the management to present the occurrence
of accidents in the factory.

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 HUMAN RESOURCE MANAGEMENT

Safety Management
 “Accident” is an undesirable consequence or event
occurring due to an unsafe act or condition,
accompanied by an injury, followed by disability or even
death of man and which is associated with the
performance of a job.
 “Accident” is an occurrence is an industrial
establishment causing bodily injury to a person which
makes him unfit to resume his duties in next 48 hours.
- Factories Act of 1948

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Causes of Accident
 An accident is an unplanned incident which may occur
due to single cause or multiple causes.
 An accident may be combination of various factors such
as unsafe working conditions, unsafe acts of persons,
mental and physical conditions of person and some
other causes.
 According to the safety management experts there are
three causes / factors of accidents:
 Personal causes.
 Technical causes.
 Environmental causes.

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Personal Causes (Unsafe Acts by

personal)
 The unsafe acts of a person may be the result of lack of
knowledge skills, or due to ignorance, carelessness, day
dreaming etc on the part of employee.

 These acts include: -

 Operating resources without authority.
 Not making use of proper safety measures.
 Not following proper guidelines for how to use the safety
devices.
 Working at an unsafe place and undesirable speed.
 Lack of knowledge and skills.
 Improper attitude towards work.
 Carelessness, inattentiveness, recklessness, day dreaming,
fatigue etc.
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Technical Causes (Unsafe

Condition)
 It is also referred as work related causes; unsafe conditions
are the biggest cause of accidents.

 Such causes occur due to deficiencies in plant, equipment,

tools, material handling system, buildings, etc,.

 Unsafe conditions include:-

 Improperly guarded equipment.

 Defective conditions of equipment premises.

 Hazardous arrangement or process.

 Unsafe design or construction of work place or machine.

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Environmental Causes
 It is due to improper physical and atmospheric
conditions at workplace.
 Environmental causes include: -
Low temperature causes shivering and high temperature
causes headache and sweating.
High humidity causes uncomfort, fatigue and drowsiness.
Uneasiness and suffocation due to accumulation of dust,
fumes and smoke and lack of proper ventilation.
Inadequate lightning due to defective and improper
illumination causing eyestrain, glares, shadows etc.
Poor housekeeping.

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Industrial Act
 Continuous struggle, conflict and clashes between
employees & employer for wages, allowances, facilities
etc.
 Due to continuous increase in cost of living, the
employee-employer conflicts have also increased thereby
resulting in strikes, lockouts and gheraos.
 Thus there has been a growing demand of protective
labour laws regulating wages, compensation, disputes,
safety etc. The important types of labour laws are-
 Factory Act, 1948.
 The Workmen Compensation Act, 1923.
 The Employee State Insurance Act, 1948.
 Industrial Dispute Act.
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Factory Act, 1948

 Under this act, the State Governments statutory
appoints a Labour Welfare Officers for settlement of
labour grievances.
 The State Government may prescribe the duties,
qualifications and conditions of service to such
welfare officers.
 If 500 or more employees are employed in a
factory / company, then for such number of
employees a welfare officer may be hired.
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Factory Act, 1948

 The Factories Act, 1948, insisted that the following
preventive measures must be adopted in industrial
establishments:
 Cleanliness.
 Disposal of wastes and effluence.
 Ventilation and temperature.
 Dust and fumes.
 Lightning.
 Overcrowding.
 Drinking water.
 Latrines and Urinals.
 First Aid Appliances.
 Canteens, Lunch-rooms and Rest-rooms.

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Workmen’s
Compensation Act
 The Workmen’s compensation Act came into force in
1924. Then it was amended upto 1986.
 According to this act, the worker can claim
compensation, if the injury or disability has been caused
by an accident in the course of the employment.
 The amount of compensation depends upon the result of
injury and the nature of disablement.
 All fatal accidents are to be reported to commissioner
and the employer shall deposit the amount of
compensation within 30 days.

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Workmen’s
Compensation Act
 Compensation to employees from the employers in
case of injuries and occupational diseases.
 Proper compensation for workmen’s death;
permanent or temporary, total or partial
disablement.
 Payment of compensation must be deposited by the
employer to commissioner.
 Employer should not make payment of
compensation directly to employee.

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Workmen’s
Compensation Act
 A notice of workman’s details, date of accident and
cause of accident along with the claim for
compensation must be made within 2 years of
employment injury must be submitted to
commissioner.
 An injured workman, who has submitted a notice,
shall present himself for the medical examination, if
the employer wants.
 If a workman, whose right to compensation has
been suspended, dies without presenting himself for
the medical examination, the commissioner, if he
thinks fit, may direct the compensation amount to
the dependents of the deceased workman.
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ESI Act, 1948

 The Employee’s State Insurance Act was passed in
1948, because the Workmen’s Compensation Act of
1924 was not able to benefit the industrial workers
as it was expected.

 It provides benefits to employees in case of sickness,

employment injury, and maternity and so on.

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ESI Act, 1948

 A medical benefit council is setup for
administration of medical benefits and also to
investigate complaints against medical practitioner.
 It makes a provision for creation of a fund called
ESI Fund which is mainly created by the
contribution made by the employer and the
employees.
 This ESI fund is held and administered by the
corporation.
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ESI Act, 1948

 ESI fund is utilized for the payment of medical
expenses of workmen and their families, establishing
and maintaining ESI hospitals.
 Payment of fees, allowances, salaries etc to the
officers and many other purposes relating to the
ESI Corporation.
 It provides benefits such as sickness benefit,
maternity benefit, disablement benefit, dependents
benefit and medical benefits.
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Industrial Disputes Act

 The Industrial Dispute Act came into force in 1947.

 It aims at settling the industrial disputes or difference

between
(i) employers and employers.

(ii) employers and workmen.

(iii) workmen and workmen

in connection with employment or non-employment

or terms of employment or conditions of labour.

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