PPT ON HRM

1. B.COM III SEM
PAPER: HUMAN RESOURCE MANANGEMENT
Presented by:
MANJUNATH R ILIGER
Lecturer, Department of commerce,
GFGC Chikkabasur

2.  Definition
“HRM is planning, organizing, directing and
controlling of the procurement,
development, compensation, integration,
maintenance and separation of human
resources to the end that individual,
organizational and social objectives are
accomplished.”

3. CORE ELEMENTS OF HRM
 People: Organizations mean people. It is the people who
staff and manage organizations.
 Management: HRM involves application of management
functions and principles for acquisitioning, developing,
maintaining and remunerating employees in organizations.
 Integration & Consistency: Decisions regarding people
must be integrated and consistent.
 Influence: Decisions must influence the effectiveness of
organization resulting into betterment of services to
customers in the form of high quality products supplied at
reasonable cost.
 Applicability: HRM principles are applicable to business as
well as non-business organizations too, such as education,
health, recreation and the like.

4.  Nature of HRM:
Human Resource Management is a process of
bringing people and organizations together so that
the goals of each are met.The various features of
HRM include:
• It is pervasive in nature as it is present in all
enterprises.
• Its focus is on results rather than on rules.
• It tries to help employees develop their potential
fully.
• It encourages employees to give their best to the
organization.

5. Nature of HRM:
• It is all about people at work, both as individuals and
groups.
• It tries to put people on assigned jobs in order to
produce good results.
• It helps an organization meet its goals in the future by
providing for competent and well-motivated
employees.
• It tries to build and maintain cordial relations between
people working at various levels in the organization.
• It is a multidisciplinary activity, utilizing knowledge
and inputs drawn from psychology, economics, etc.

6. OBJECTIVES OF HRM
 Organizational Objectives: To assist the
organization to achieve its primary objectives,
whether it is profit making or charity or social
agenda.
 Societal Objectives: To be responsive to the
needs and challenges of the society while
minimizing the negative impact, if any, of such
demands upon the organization.

7.  OBJECTIVES OF HRM
 Functional Objectives: To maintain department’s
contribution and level of services at a level
appropriate to the organization’s needs.
 Personal Objectives: To assist employees in achieving
their personal goals, at least in so far as these goals
enhance the individual’s contribution to the
organization. This is necessary to maintain employee
performance and satisfaction for the purpose of
maintaining, retaining and motivating the employees
in the organization.

8.  VeryVast
 Covers all major
activities in the
working life of a
worker
-from time an
individual enters
into an
organization until
he or she leaves
comes under the
purview of HRM
Prospects
of HRM
HRM
Nature of
HRM
Industrial
Relations
Employee
Maintenance
Employee
Hiring
Employee
&
Executive
Remunera
tion
Employee
Motivation

9. Scope:
The scope of HRM is very wide:
1. Personnel aspect-This is concerned with
manpower planning, recruitment, selection,
placement, transfer, promotion, training and
development, layoff and retrenchment,
remuneration, incentives, productivity etc.

10. Scope:
2. Welfare aspect-It deals with working conditions and
amenities such as canteens, crèches, rest and lunch
rooms, housing, transport, medical assistance,
education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-
management relations, joint consultation, collective
bargaining, grievance and disciplinary procedures,
settlement of disputes, etc.

11.  Welfare (1920s-1930s)
 Administration (1930s- 1940s)
 Employee relations (1940-
1960s)
 Functional expertise (1970s-
1980s)
 Business partner / player
(1990s)

12. Dimension Personnel
Management
HRM
1. Employment
Contract
Careful delineation of written
contracts
Aim to go beyond contract
2. Rules Importance of devising clear rules ‘Can do’ outlook, Impatience with
rule
3. Key Relations Labour Management Customer
4. Speed of decision Slow Fast
5. Management role Transaction Transformational
6. Job design Division of labor Team work
7. Respect for
employees
Labor is treated as a tool which is
expendable & replaceable.
People are treated as assets to be
used for the benefit of an
organization, its employees & the
society as a whole.
8. Shared interest Interests of the organization are
uppermost
Mutuality of interests

13. The Acquisition of
Human Resources
Planning
Analyzing Jobs
Recruitment
Selection The Development of
Human Resources
Appraising
Training
Developing

14. The Rewarding of
Human Resources
Compensating
(Wages & Salaries)
(Incentives)
The Maintenance of
Human Resources
Employee Benefits
Safety & Health
Labor Relations

15. HRD policies can be formulated to cover the
following subjects:
1. Selection
2. Training
3. Compensation
4. Arrangement for work
5. Employee services
6. Industrial relations

16. 16
Selection:
 Reservation of seats
 Employment of family relations/
people from competing firms
 Preference for handicapped
people
 Basis for discharging an
employee
 The role of the union in
recruitment & selection
‘Closed Shop’ method where only
the members of the union are
hired others recruitment is ruled
out.
Training:
 Training needs are to be
decided
 Training curriculum must
be designed
 Methods of follow-up
and evaluation needs to
be decided
 Post- training support to
be given as and when
required

17. 17
Compensation:
 The relation of wages
to the market and to
the industry rate
 The relation of wages
paid to different
employees within the
company
 Recognition to be
given to differences in
individual
performance
Arrangement for
work:
 Policies about the
hours of work
 Number and
duration of rest
pauses
 Vacations and
working conditions

18. 18
Employee Service:
 Policies about
organizing
cooperative
societies,
festival celebration,
recreation centres
and sports and family
budgeting
Industrial Relations:
 Issues like Collective
Bargaining, right of
workers to decide the
union and the union
leader they want
 Policy regarding third
party intervention in
industrial disputes

19.  Programmes & Practices of individual development
 Programmes & Practices of scientific selection
 Programmes & Practices of free flow of communication
 Programmes & Practices of participation
 Programmes & Practices of fair remuneration
 Programmes & Practices of incentive
 Programmes & Practices of labour management
 Programmes & Practices of team spirit

20. In small organizations there is no separate dept.
to coordinate the HR activities
A large scale unit will have a Manager/Director
heading the HR dept.

21. HRM in a small scale unit:
Owner/Propreitor
Personnel
Assistant
Accountant
Office
Manager
Sales
Manager
Production
Manager

22. HRM in a large scale unit:
Chairman / MD
Director
Production
Director
Finance
Director
HRM
Director
Marketing
Director
R&D

23.  Advisory Role: HRM advises management on the
solutions to any problems affecting people, personnel
policies and procedures.
 Personnel Policies: Organization Structure, Social
Responsibility, EmploymentTerms & Conditions,
Compensation, Career & Promotion,Training &
Development and Industrial Relations.
 Personnel Procedures: Relating to manpower planning
procedures, recruitment and selection procedures, and
employment procedures, training procedures,
management development procedures, performance
appraisal procedures, compensation procedures, industrial
relations procedures and health and safety procedures.

24.  Functional Role: The personnel function formulates
personnel policies in accordance with the company’s
doctrine and management guidelines. It provides
guidance to managers to help them ensure that
agreed policies are implemented.
 Service Role: Personnel function provides personnel
services.These services constitute the main activities
carried out by personnel department, like payroll,
disciplinary actions, etc, and involve the
implementation of the policies and procedures
described above.

25.  Humanitarian Role: Reminding moral and
ethical obligations to employees.
 Counsellor
 Mediator
 Spokesman
 Problem Solver
 Management of Manpower Resources

26.  (i)Personal Attributes:
 -initiative,
 perception,
 maturity in judgment, and analyticalability.-
 Freedom from bias
 thorough with labour laws.
 Attentive listener
 Fairness
 Commitment
 Being Human
 Motivational

27. (ii)Experience andTraining
(iii) Professional Attributes

28.  HR’s Role As a Strategic Partner
Three views: Operator
Adapter
Equal Partner
Execution Formulation
Identifying &
Reducing Costs
Identifying; Analyzing; Balancing

29.  Labor Union
 An organization that represents workers and
seeks to protect their interests through collective
bargaining.
 Collective BargainingAgreement
 A contractual agreement between a firm and a
union elected to represent a bargaining unit of
employees of the firm in bargaining for:
▪ Wage, hours, and working conditions.

30.  AffirmativeAction
 The requirement that organizations take
proactive steps to ensure the full participation of
protected groups in its workforce.
 Laws and Regulations
 Limit managerial discretion in hiring, promoting,
and discharging employees.

31.  Line relationship: The relationship existing between
two manager due to delegationof authority and
responsibility and giving or receiving instructionare
order called line relationship
 Staff relations:The staff concept is probably as old as
organization it self. It is virtually impossible by busy
line management to perform all their function and
concentrate on all activities including management
of the people in their respective department

32. Two types of challenges are faced by HRM today.
*THE CHANGING ENVIRONMENT
1.Work force diversity
2. Economical &Technological changes
3. Organisation Restructuring
4. Changing nature of work
*CHANGING ROLE OFTHE HR MANAGER
1. Flatter organization
2. Employee empowerment
3.Team work
4. Ethical management