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Session 1
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M w en you finis studying 1-2 session, you s ould

be able to answer t e question
‡ ³w at is uman resource management?´
‡ Explain wit at least five examples w y ³knowing HR
management concepts and tec niques is important to
any supervisor or manager.
manager.´
‡ Explain wit examples w at we mean by ³t e c anging
environment of uman resource management.
management.´
‡ Give examples of ow t e HR manager¶s duties today
are different from 30 years ago.
ago.
‡ List, wit examples, four important issues influencing HR
management today.
today.
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Œkio Morita , t e founder of Sony Corporation, once said

³t ere is no magic in t e success of Japanese companies in
general and Sony in particular.
particular. T e secret of t eir success is
simply t e way t ey treat t eir employees ´.Under Morita ,
t e w ole process of recruitment, selection, training and
development, performance appraisal and rewards at Sony
was built on t e premise t at employees were t e most
valuable part of t e company.
company. Indeed, it is t ey w o are its
permanent associates and it is t ey w o serve t e
organization wit t eir work, talent, creativity, and drive.
drive.
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M Leon C. Megginston,
‡ - uman resources ±
M ³total knowledge, skills, creative abilities,
talents and aptitudes of an organization¶s
workforce, as well as t e value, attitudes
and beliefs of t e individuals involved
involved..
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M Geople manifest not only t roug
individuals sections but also t roug
group interactions.
interactions.
M w en individuals come to t eir workplace
‡ tec nical skills,
‡ knowledge etc.
etc.,
‡ personal feelings ,
‡ perception,
‡ desires, motives,
‡ attitude, values etc.
etc.
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M a
  
 

ÑHRM)represents a broad
based understanding of t e problems of people and t eir
management in view of t e development of be avioral
science knowledge
M It is t e strategic and co erent approac to t e
management of an organisation's most valued assets - t e
people working t ere w o individually and collectively
contribute to t e ac ievement of t e objectives of t e
business..
business
M It is a set of interrelated policies wit an ideological and
p ilosop ical underpinning
underpinning.. It is concerned wit t e
employment, development and reward of people in org and
t e conduct of relations ips b/w mgt and workforce.
workforce.
M It involves all line managers and team leaders but HR
specialists exist to make important contributions to t e
process involved.
involved.
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M ³a series of activities which
which:: first enable
working people and their employing
organisations to agree about the
objectives and nature of their working
relationship and, secondly, ensures that
the agreement is fulfilled³
M w ile Miller Ñ1987
1987)) suggests t at HRM
relates to:
to:
M å those decisions and actions which
concern the management of employees at
all levels in the business and which are
related to the implementation of strategies
directed towards creating and sustaining
competitive advantageå
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M .auman resource:
resource: Knowledge, skill sets, expertise of
employees, t e adaptability, commitment and loyalty of
employees.. Skills
employees Skills:: T e individual abilities of uman beings
to perform a piece of work.
work.
M esource:: T e stock of assets and skills t at belong to a
esource
firm at a point of time.
time.
M iapability:: T e ability of a bundle of resources to perform
iapability
an activity;
activity; a way of combining assets, people and
processes to transform inputs into outputs
outputs..
M iore competencies:
competencies: Œctivities t at t e firm performs
especially well w en compared to its competitors and
t roug w ic t e firm adds value to its goods and services
over a long period of time.
time.
M iompetitive advantage
advantage:: It comes from a firm's ability to
perform activities more distinctively and more effectively
t an rivals.
rivals. To attain competitive advantage, firms need to
add value to customers and offer a product or service
t afcannot be easily imitated or copied by rivals

niqueness
M Aalue:: Sum total of benefits received and costs paid by t e
Aalue
customer in a given situation.
situation.
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M If t e skill and t e will are properly
applied, wonderful t ings can appen:
‡ Human resources elp in transforming t e
lifeless factors of production into useful
products.
‡ T ey are capable of enlargement i.e. capable
of producing an output t at is greater t an t e
sum of inputs. Once t ey get inspired, even
ordinary people can deliver extraordinary
results.
‡ T ey can elp an organization ac ieve results
quickly, efficiently and effectively.
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M Its features include:

‡ Organizational management
‡ Gersonnel administration
‡ Gersonnel management
‡ Manpower management
‡ Industrial management
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M Gervasive force:
M Action oriented:
M Individually oriented:
M Geople oriented:
M Future--oriented:
Future
M Development oriented:
M Integrating mechanism:
M iomprehensive function:
M Auxiliary service,
service,
M Inter--disciplinary function
Inter
M iontinuous function:
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M uo help the organisation reach its goals:
M uo employ the skills and abilities of the
workforce efficiently:
M to increase to the fullest the employee's job
satisfaction' and self-
self-actualization:
M to develop and maintain a quality of work
life:
M to communicate a policies to all
employees:
M to be ethically and socially responsive to
the needs of society:
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M Πsystem is a set of interrelated but separate elements or parts
working toward a common goal. Πuniversity, for example, is
made up of students, teac ers, administrative and laboratory staff
w o relate to one anot er in an orderly manner. w at one group
does as serious implications for ot ers. So, t ey ave to be
communicating wit eac ot er in order to ac ieve t e overall
goal of imparting education. T e enterprise operations, similarly,
must be viewed in terms of interacting and interdependent
elements. T e enterprises procure and transform inputs suc as
p ysical, financial and uman resources into outputs suc as
products, services and satisfactions offered to people at large. To
carry out its operations, eac enterprise as certain departments
known as subsystems suc as production subsystem, finance
subsystem, marketing subsystem, HR subsystem, etc. Eac
subsystem consists of a number of ot er subsystems. For
example, t e HR subsystem may ave parts suc as procurement,
training, compensation, appraisal, rewards, etc. Ifwe were to view
HR subsystem as crucial to organizational performance, an
organisation presents itself t us:
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T e basics of HRM are t e following:

M Managerial Functions

M Operative Functions
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M T e overall purpose of HRM is to ensure t at t e org is able to ac ieve
success t roug people
people..
‡ range of services n
‡ obtain and retain t e skilled, committed and well-
well-motivated workforce
it needs
‡ En ance and develop t e in erent capacities of people- people- t eir
contributions, potential and employability-
employability- by providing learning and
continuous development opportunities
‡ climate -productive and armonious relations ips , mutual trust can be
developed
‡ Environment -teamwork and flexibility can flouris
‡ balance and adapt to t e needs of its stake olders
‡ people are valued and rewarded for w at t ey do and ac ieve
‡ Manage a diverse workforce, taking into account individual and group
differences in employment needs, work style and aspirations
‡ equal opportunities
‡ Œdopt an et ical approac to managing employees w ic is based on
concern for people ,fairness and transparency
‡ Maintain and improve t e p ysical and mental well-
well-being of employees
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M HRM is a distinctive approac to employment
management w ic seeks to obtain competitive
advantage t roug t e strategic deployment of a
ig ly committed and skilled workforce, using an
array of cultural, structural and personal
tec niques
‡ Conducting job analyses
‡ Glanning labor needs and recruiting job candidates
‡ Selecting job candidates
‡ Orientating and training new employees
‡ Managing wages and salaries
‡ Groviding incentives and benefits
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M Œppraising employee performance t ru Œssessment Centre,

empowerment , Job Enric ment, parity and justice
M Managing wages and salaries
M Groviding incentives and benefits
M Communicating Ñinterviewing, counseling, disciplining)
M Training and developing managers
M Building employee commitment
M Being informed about equal opportunity and affirmative
action
M Complying to ensure employee ealt and safety
M Handing grievances and labor relations
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Examples:
M Finding employees not
performing at peak capacity
M waste time wit useless
interviews
M Hiring t e wrong person for t e
job or experiencing ig
turnover
M Œllows a lack of training to
undermine your departments
effectiveness
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Examples:
M Having your company
taken to court because of
discriminatory actions
M Having your company
cited under federal
occupational safety laws
for unsafe practices
M Commit any unfair labor
practices
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