1. Introduction to Human Resource
Management
Dr. G C Mohanta, BE(Mech), MSc(Engg), MBA, PhD(Mgt)
Professor

2. Human Resources
 HR is the total knowledge, skills, creative abilities,
talents and aptitudes of an organisation’s workforce as
well as the values, attitudes and beliefs of the
individuals involved

3. What is Human Resource
Management (HRM)?
 Human resource management is the effective use
of human resources in order to enhance
organizational performance
 HRM is the art of procuring, developing and
maintaining competent workforce to achieve goals
of an organisation in an effective and efficient
manner

4. Evolution of HRM Concept
 Labour / Manpower – denotes physical abilities &
capacities of employees – commodity - wages based on
demand & supply
 Personnel – persons employed in service – employees
as a whole
 HR- denotes resources of all the people who contribute
their services to the attainment of organisational goals

5. Evolution of HRM in India
 Welfare (1920s-1930s)
 Administration (1930s- 1940s)
 Employee relations (1940-1960s)
 Functional expertise (1970s-1980s)
 Business partner / player
(1990s)

6. Importance of HRM
 HR – most important resource
 Put other resources to proper use
 Help transform lifeless factors of production into
useful products
 Capable of enlargement – produce extraordinary
things when inspired
 Can help organisation achieve results quickly,
efficiently & effectively

7. Objectives of HRM
 Maximize the return on investment from the
organization's human capital and minimize
financial risk
 To align the capabilities and behaviors of
employees with the short-term and long-term
goals of the organisation

8. Objectives of HRM
 Societal objectives
To be ethically & socially responsible to the needs of the
society while minimizing the negative impact of such
demands upon the organization
 Organizational objectives
To recognize the role of HRM in bringing about
organizational effectiveness
 Functional objectives
To maintain the department’s contribution at a level
appropriate to the organization’s needs
 Personal objectives
To assist employees in achieving their personal goals in a
manner that their personal goals enhance the individual’s
contribution to the organization

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

10. Human Resource Management Functions

11. Recruitment

12. Recruitment
 The process by which a job vacancy
is identified and potential employees are notified
 The nature of the recruitment process
is regulated and subject to employment law
 Main forms of recruitment: through advertising in
newspapers, magazines, trade papers and internal
vacancy lists, company websites

13. Recruitment
 Job description – outline of the role of the job
holder
 Person specification – outline of the skills and
qualities required of the post holder
 Applicants may demonstrate their suitability
through application form, letter or curriculum
vitae (CV)

14. Selection

15. Selection
 The process of assessing candidates and appointing a
post holder
 Applicants short listed – most suitable candidates
selected
 Selection process – varies according to organisation

16. Selection
 Interview – most common method
 Psychometric testing – assessing the personality of the
applicants – will they fit in?
 Aptitude testing – assessing the skills of applicants
 In-tray exercise – activity based around what the
applicant will be doing, e.g. writing a letter to a disgruntled
customer
 Presentation – looking for different skills as well as the
ideas of the candidate

17. Employment Legislation

18. Discipline

19. Discipline
 Firms cannot just ‘sack’ workers
 Wide range of procedures and steps in dealing
with workplace conflict
 Informal meetings
 Formal meetings
 Verbal warnings
 Written warnings
 Grievance procedures
 Working with external agencies

20. Development

21. Development
 Developing the employee can be regarded as investing
in a valuable asset
 A source of motivation
 A source of helping the employee fulfil potential

22. Training

23. Training
 Similar to development:
 Provides new skills for the employee
 Keeps the employee up to date with changes in the field
 Aims to improve efficiency
 Can be external or ‘in-house’

24. Rewards Systems

25. Rewards Systems
 The system of pay and benefits used by the firm to
reward workers
 Money not the only method
 Fringe benefits
 Flexibility at work
 Holidays, etc.

26. Trade Unions

27. Trade Unions
 Importance of building relationships with
employee representatives
 Role of Trade Unions has changed
 Importance of consultation and negotiation and
working with trade unions
 Contributes to smooth change management and
leadership

28. Productivity

29. Productivity
 Measuring performance:
 How to value the workers contribution
 Difficulty in measuring some types of output especially
in the service industry
 Appraisal
 Meant to be non-judgmental
 Involves the worker and a nominated appraiser
 Agreeing strengths, weaknesses and ways forward to help both
employee and organisation

30. Motivation
 Motivating employees to perform up to their potential
is the key to maintaining a productive, successful
business
 Ways in which you can motivate employees –
 Interact - Talk to your employees regularly
 Recognition & Appreciation - A job well done should be
appreciated and encouraged
 Pay them Right - Pay employees for what they are worth
and they will be happy to work.
 New challenges - Give employees new and interesting
challenges to keep them stimulated and learning