Introduction to

HUMAN
RESOURCE
MANAGEMENT

WHAT DO YOU LOOK FOR IN A JOB

1. Job security
2. Adequate salary
3. Fringe benefits
4. Opportunities for promotion
5. Comfortable working conditions
6. Interesting work
7. Sound company policies and practices
8. Respect and recognition
9. Responsibility and independence
10.Considerate and sympathetic supervisor
11.Technically competent supervisor
12.Restricted hours of work
13.Pay according to ability and competence

Arrange the following

Human Resource
management

Public administration

Government
departments

Personnel
management

Corporates

Human
Capital
management

Arrange the following

Bureacratic
style

Government
departments

Corporates

Public administration
Classical modelScientific Management
Past approaches

Personnel
management

Human Resource
management
Human
Capital
management

Modern and
neo-classical modelHuman relations model
Present approaches

Z Theory
Future
approaches

Evolution of HR and relationship with other

Social sciences
Era of industrial revolution
Era of industrial revolution
Era of trade unionism
Era of trade unionism
Era of social responsibility
Era of social responsibility
Scientific management era

Scientific management era

Industrial psychology era

Industrial psychology era

Behavioral
Behavioralscience
scienceera
era
Personal
specialist and welfare era.
Personal specialist and welfare era.

Evolution of HR and relationship with other Social sciences

Slavery/serfdom/guild system
Era of industrial revolution- Laissez faire, cottage system, mass prod
uction, dirty work places , unorganized system

Era of trade unionism-Hostility against employers, unity amongst work

men, formation of unions

Era of social responsibility- Robert owens paternalistic attitude for th

e workmen, children were removed from the job

Scientific management era-Frederik W.Taylor, Henry Gantt, reward for

better work.

Industrial psychology era-Elton Mayo.

Behavioral science era- Abraham Maslow, Douglas Mc Gregor-X and Y
theory.

Personal specialist and welfare era-Factory system, designation of

work force, employment, development of human resources.

Definition of HRM
HRM is a management function that helps
managers plan, recruit ,select, train ,
develop,remunerate and maintain
members for an organization.

HRM

PM

HRD

OBJECTIVE OF HRM
Personal Objectives: To asist employees in achieving their
personal goals.The objectives are -placement, compensation,
development.
Functional Objectives: To utilize the scarce human resources to
fulfill the organizational demand. It facilitates the organization
for appraisal,placement,assessment, training needs.
Organizational Objectives: HRM helps in bringing
organizational effectiveness.Objectives areplanning,maintenance,branding
Societal Objectives: HRM ensures ethically healthy working cult
ure where there is no discrimination with anybody and equal em
ployment opportunity, safety and quality of work life.

Functions of HRM

Managerial
Functions
Planning
Organizing
Directing
Controlling

Operative
function

Employment
HRD
Compensation
Human relations
Industrial relations
Recent trends
in HRM

HRM Model
Employment
HRD
Compensation
Management
Human relations
IR

HRM model
Stages from prospective candidate to
employee- Employment
Stages of fresher to experienced employee and
different levels of promotions- HRD
Various stages of monetary aspects of
employee from joining, increments,
Superannuation- Compensation
Various stages of employee communication,
motivations, mentoring-Human relations.
Dealing with industry as a whole, sorting out
grievances, workers participations- Industrial
relations.

Operative functions of HRM

1.
2.
3.
4.
5.
6.

EmploymentJob analysis
Human resource planning
Recruitment
Selection
Placement
Induction & orientation

Operative functions of HRM

1.
2.
3.
4.
5.
6.
7.
8.

Human resource development

Performance appraisal
Training
Management development
Career planning and development
Internal mobility
Transfer & promotion
Demotion
Change & Organisation development

Operative functions of HRM

1.
2.
3.
4.
5.
6.

Compensation
Job evaluation
Wage and salary administration
Incentives
Bonus
Fringe benefits
Social security measures

Operative functions of HRM

1.
2.
3.
4.
5.
6.

Human relations
Motivation
Leadership
Employee morale
Counseling
Communication skills
Grievance redressal

Operative functions of HRM

1.
2.
3.
4.
5.

Industrial relations
Trade unions
Collective bargaining
Quality circles
Industrial conflicts
Workers participation in
management

Operative functions of HRM

Recent trends in HR
Quality of work life
Total quality in human resources
HR accounting, audit and research
Recent techniques in HRM

Personnel Functions

Case study Managers Memo

From:- R. Prince, Manager, word processing centre

To:- E. Switzer, Manger, personnel department
Re: Department policies
Some members of my staff unfortunately are less than
conscientious when it comes to arriving on time in the
morning and after their lunch break. In addition, some of
the word-processing staff are not very motivated to do
their best.
I think that the most effective way to reduce this problem
would be clear, simple, understandable policy to motivate
the employees. I have developed the following guidelines
for punctuality and output:

All employees are to be punctual i.e. at 8.30

(starting time). Anyone who is late three times will
be laid off.
All employees are to let me know when they go to
lunch. They must be back at their desks within an
hour. Anyone who is late three times will be laid off.
A reasonable quantity of work is 15 pages a day of
original typing or 30 pages of revisions. Employees
annual raise will be based on whether they exceed,
meet, or fail below this level of output.
Raise will be as follows:- above standard- 6%
raise, meets the standard 3% raise and below
standard- no raise.
I believe this four-point policy is easy to remember
and understand. Please let me know whether you
think the policy will work?

Personnel Policies
Personnel Policies refer to principles
and rules of conduct which
formulate, redefine, break into
details and decide a number of
actions that govern the relationship
with employees in the attainment of
the organization objectives.

Importance of personnel policies

To enable an organization to fulfil or carry out the
main objectives.
To ensure that its employees are informed of
these items of policy and to secure their cooperation for their attainment.
Helps employees to develop a sincere sense of
unity with enterprise.
To provide security of employment to workers.
To provide fair payment and adequate wages and
salary.
To provide an opportunity for growth within the
organization.

Basic Difference between HRM and

Personnel Policy
HRM
1. It treats employees
as assets.
2. In HRM, employees
are given freedom with
accountability.
3. HRM is a growing
concept and mostly
practiced in flat
organizations.
4. HRM practices on the
organizational
objectives and flexible
in nature.

1.
2.

3.

4.

Personnel
It treats employees as a cost.
In personnel management the
employees are not given
freedom, thus the
accountability and
responsibility lies with the
supervisor.
Personnel is old school of
thought, thus practiced in rigid
line organizations like Army.
Personnel Management is rigid
thus follows the rules,
regulations, policies set by the
organization it gives less space
for change management.