Human Resource Management: Unit I

Human Resource
Management
Unit I
Syllabus
Topic - I
• Introduction to HRM
• Definition, Nature, Scope, Evolution, Strategic role of HRM
Topic - II
• Human Resource Planning
• Job analysis and Job Design, Recruitment and Selection
Topic – III
• Training and Development- Management of careers
Syllabus
Topic – IV
• Performance Management, Compensation Management
Topic - V
• Employee Relations Management, Employee welfare, Health
the safety
Topic - VI
• Global perspective of HRM
What is Human Resource?
• Human resource management refers to the policies and
practices one needs to carry out the people or human
resource aspects of management position including
recruiting, screening, training, rewarding and appraising.
• These practices and policies include
– Conducting job analyses (determining the nature of each employee’s job)
– Planning labor needs and recruiting job candidates
– Selecting job candidates
– Orienting and training new employees
– Managing wages and salaries (compensating employees)
– Providing incentives and benefits
– Appraising performance
– Communicating (interviewing, counseling, disciplining)
– Training and developing managers
– Building employee commitment
What is Human Resource?
• And what a manager should know about:
– Equal opportunity and affirmative action
– Employee health and safety
– Handling grievances and labor relations
Defining HR and HRM
• HR: ‘The sum total of knowledge, skills, creative abilities,
talents and aptitudes of an organization's workforce, as well
as the value, attitudes and beliefs of the individuals involved”.
• HRM: A combination of people-oriented management
practices that views employees as assets, not costs; and its
main aim is to create and maintain a skillful and committed
workforce to gain competitive advantage.
Is HRM Important to All Managers?
• It can help you in getting results: through people
• HR for Entrepreneur
• Line Versus Staff Authority
• Line-Staff HR Cooperation
Why is HRM Important to All Managers?
• Hire the wrong person for the job

• Experience high turnover
• Find your people not doing their best
• Waste time with useless interviews
• Have your company taken to court because of discriminatory actions
• Have your company cited under occupational safety laws for unsafe
practices
• Have some employees think their salaries are unfair and inequitable
relative to others in the organization
• Allow a lack of training to undermine your department’s effectiveness
• Commit any unfair labor practices
Why is HRM Important to All Managers?
1. Placing the right person on the right job

2. Starting new employees in the organization (orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Developing smooth working relationships
6. Interpreting the company’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining department morale
10. Protecting employees’ health and physical condition
Organising the HR Department’s Responsibilities
• Recruiters
• Job Analyst
• Compensation Managers
• Training Specialists
The New HR Organisation

• Transactional HR Group
• Corporate HR
• Embedded HR group
– Relationship Managers
– HR Business Partners
• Centre for Expertise Group
– HR Consulting
– Shared Services
The IBM Example
Nature of HRM
1. A continuous process
2. Concerned with employees: Consists of people-related functions
1. Doables: highly routinised
2. Deliverables: Building of Human Capital
3. Covers all levels and Categories of employees
4. Concerned with the development of human resources
5. Competitive Advantage through people
6. Alignment of HR policies and practices with organization's strategies
7. Applies in all types of organizations: Not confined to business
establishment
8. Application of management principles and functions: Secure cooperation
9. Not the sole responsibility of HR specialist
10. Helps in achieving individual, group, organizational and societal goals
Scope of HRM
Scope of HRM
The National Institute of Personnel Management has defined the scope as
follows:
• Personnel Aspect: concerned with functions ranging from manpower

planning to separation
– Manpower planning, recruitment, selection, placement, transfer, promotion, training
and development, layoff and retrenchment, remuneration, incentives, productivity
• Welfare Aspect: dealing with working conditions and amenities
– Canteens, crèches, rest and lunch rooms, housing, transport, medical assistance,
education, health and safety, recreation facilities
• Industrial Relations Aspect: covers labor- management relations
– Union-management relations, joint consultation, collective bargaining, grievance and
disciplinary procedures, settlement of disputes
Evolution of HRM
Evolution of HRM
• Chanakya (400 BC)
• Royal Commission of Labor: 1929-31
• WW II
• Calcutta University: 1942
– Diploma in Social Welfare
• Industrial Dispute Act ’47
– IR Officers with Legal Background
• Factories Act ’48
– Welfare Officer (Section 49)
• Apprentices Act ‘61
• Employment Exchange (Compulsory Notification of Vacancies) Act ‘59
Personnel Management Versus HRM
Personnel Management Versus HRM
• The Coca-cola
– Two Major HR Strategies
– Common Salary Philosophy & Standard Salary Policy
– Two week HRM Orientation Sessions
• Colgate-Palmolive
– Developing an International Cadre of Executives
– ‘Euromanagers’
• LG
– Unorthodox Ways

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Human Resource

• Hire the wrong person for the job

1. Placing the right person on the right job

The New HR Organisation

• Personnel Aspect: concerned with functions ranging from manpower

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