Amity Center for e-Learning

Human Resource
Management

Ms. Snigdha Malhotra

 Amity Center for e-Learning

Introduction

• Challenges faced by organizations

• Global competitiveness – implications on HR
• Work force diversity
• Ethical issues
• Advances in technology and communication
• Sensitive approach to environment
• Shift in employees need for meaningful work

Prof.Sujeesha Rao
 Amity Center for e-Learning

What is HRM?
•HRM is concerned with the people’s dimension in
the organization
•Facilitating the competencies and retention of
skilled force
• Developing management systems that promote
commitment
• Developing practices that foster team work
• Making employees feel valued and rewarded.

Prof.Sujeesha Rao
 Amity Center for e-Learning

Definition
•HRM refers to acquisition, retention, motivation and
maintenance of Human Resources in an organization.

•HRM is the planning, organising, directing & controlling of the

procurement, development, compensation integration,
maintenance and separation of human resources to the end
that individual, organizational and social objectives are
accomplished.
Prof.Sujeesha Rao
 Amity Center for e-Learning

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

Prof.Sujeesha Rao
 Amity Center for e-Learning

Role of HRM
HRM play a important role in the following
• Recruitment, selection and job
determination for the employees
• To adjust suitable wages system
• Education and training employee
• Job analysis, Job description and job
evaluation
• Labour welfare activity
• Personnel accounts
• Public relations
• Personnel planning and evaluations
 Scope of HRM
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Prospects
of HRM
Nature of
HRM
• Very Vast
• Covers all major
activities in the
working life of a
Industrial worker from time
Relations Employee an individual
HRM
Hiring
enters into an
organization until
he or she leaves
comes under the
Employee Employee purview of HRM
Maintenance &
Executive
Remuner
ation
Employee
Motivation
 Differences between PM & HRM
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Dimension Personnel Management Human Resources
Management
1. Employment Contract Careful delineation of Aim to go beyond contract
written contracts
2. Rules Importance of guiding Can do outlook,
clear rules impatience with rule
3. Behaviour referent Norms/customs/practices Values/mission
4. Managerial task Monitoring Nurturing
5. Management Role Transactional Transformational
leadership
6. Communication Indirect Direct
7. Conflict handling Reach temporary truce Manage climate & culture

8. T&D Controlled access to Learning organization

courses
9. Focus of attention for Personnel procedures Wide ranging cultural,
interventions structural & personnel
strategies
10. Shared interests Interests of the org. are Mutuality of interests
uppermostProf.Sujeesha Rao
 Amity Center for e-Learning

The Nature of the Employment

Relationship

Prof.Sujeesha Rao
 Functions
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Functions of HRM include:

• Facilitating the retention of skilled and competent
employees
• Building the competencies by facilitating continuous
learning and development
• Developing practices that foster team work and flexibility
• Making the employees feel that they are valued and
rewarded for their contribution
• Developing management practices that endanger high
commitment
• Facilitating management of work force diversity and
availability of equal opportunities to all.

Prof.Sujeesha Rao
 Amity Center for e-Learning

Functions of HR

MANAGERIAL OPERATIVE
FUNCTIONS FUNCTIONS
Planning Staffing
Organising Development
Directing Compensation
Motivation
Controlling
Maintenance
Integration
Emerging Issues
Prof.Sujeesha Rao
 Amity Center for e-Learning

Operative functions of HR
STAFFING Job analysis, HRP, Recruitment,
Selection, Placement, Induction,
Internal Mobility

Competency profiling, Training and

DEVELOPMENT development, Performance &
potential management, Career
management, 360 degree feedback

Job design, Work scheduling, Job

COMPENSATION &
evaluation, Compensation
MOTIVATION
administration, Incentives and
benefits
Prof.Sujeesha Rao
 Amity Center for e-Learning

Operative functions of HR (contd.)

Health, Safety, Welfare,
MAINTENANCE Social security

Employment relations, Grievance,

INTEGRATION Discipline, Trade unions,
Participation, Collective
bargaining

EMERGING HRIS, HR audit, HR scorecard,

International HRM, Workforce
ISSUES
Diversity
Prof.Sujeesha Rao
 Amity Center for e-Learning

HRM and 3 P’s

• People – core strength of an organization
Any resource can be replaced but not HR
• Processes – evolve over a period of time
IT enabled environment facilitates engineering
effortlessly
• Performance – the pillars of performance are people and IT
Organizational performance in terms of value creation
and return on investment

Prof.Sujeesha Rao
 Amity Center for e-Learning

Evolution of HRM
 Welfare (1920s-1930s)

 Administration (1930s- 1940s)

 Employee relations (1940-1960s)

 Functional expertise (1970s-1980s)

 Business partner / player

(1990s)

Prof.Sujeesha Rao
 Amity Center for e-Learning

Why Study HRM?

• Taking a look at people is a rewarding experience
• People possess skills, abilities and aptitudes that offer
competitive advantage to any firm
• No computer can substitute human brain, no machines
can run without human intervention & no organization
can exist if it cannot serve people’s needs.
• HRM is a study about the people in the organization-
how they are hired, trained, compensated, motivated &
maintained.

Prof.Sujeesha Rao
 Amity Center for e-Learning

ChangingRoleof HRM
In future HRM will play significant role in following
areas.
• Human Capital
Intellectual Capital:
It consist of the specialized knowledge, traits and
skill the member possess.
Social Capital:
It refers to the quality, structure and network of
relationship in and outside the organization.
Emotional Capital:
It refers to self-confidence, courage and resilience
to convert the knowledge into action
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Cont….
• Emotional Quotient: it refers to one’s ability
to acquire and apply knowledge.
• Mentoring: it is a process whereby a
superior acts as a friend, philosopher and
guide to a new employee, easing the latter
through the rites of passage from his
business school to the practical
organizational life.
• Employee stock option plan (ESOP)
• Total Quality Management (TQM)
• Business Process Reengineering (BPR)
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HOW ORGANIZATIONS MANAGE CHANGE?

• Appreciating Change
• Mobilizing Support
• Building Change Capability
• Executing Change
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Meeting Human Resource

Requirement
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JOB ANALYSIS
It is the process of examining a job to
identify its component parts and the
circumstances in which it is performed.

Job analysis refers to the process of

studying the operations, duties and
organizational aspects of the jobs in order
to derive specifications or as they are
called by some job description
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Job Analysis

Job Analysis

Job Description Job Specification

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Job Description
• It is a statement in which the qualifications and
quality required for an individual to be placed
on a job are summarized.
• The objective of job description is to determine
the standard of qualification and qualities
required for an employee to be placed on a job.
• It is helpful in development of employee.
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Contents
• Job Title
• Location
• Job Duty and Summary
• Mechanics, tools, equipment,
materials and forms used
• Supervision given and received
• Working conditions and Hazards
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Characteristics of a good Job

Description
• Up-to-date
• Job Title
• Duties
• Specification
• Elasticity
• Completeness
• Comprehensive job summary
• Understandable
• Limitation
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JobSpecification

A statement of human qualifications

necessary to do the job usually, it contains
the following:
• Education, experience and training
• Physical efforts and skill
• Responsibility
• Communication skill
• Emotional characteristics
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Importanceof JobAnalysisinHRM
• Basis of job evaluation
• Helpful in vocational selection
• Helpful in manpower planning
• Helpful in recruitment, selection and placement
• Helpful in training and development
programmes
• Helpful in wages and salary administration
• Helpful in job appraisal and performance
• Helpful in job designing and
• Helpful in discipline
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Procedureof Jobanalysis
1. Collection of statistical information
Questionnaire method
Interview method
Observation method
2. To fill up job description forms
3. Preparation of job specification statement
4. Preparation of report
5. Approval of top management and labor
unions
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• ASSIGNMENT 1
Do a descriptive job analysis for a Store
Manager of an Hospital.
 CASE STUDY
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 Johnson & Johnson Advanced Behavioral Technology

(JJABT), based in Denver, Colorado, has instituted a
new 720-degree feedback system.

 the most important consideration in implementing

the system is choosing the right individuals to be
raters.

 To assemble the rating group, JJABT employees

develop a list of key internal and external customers
with whom they interact and then recommend five
to ten individuals to serve as raters.
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 Employee’s supervisor still has the ultimate responsibility for the

appraisal and selects appropriate raters from those recommended
by the employees

 The JJABT 720-degree appraisal form includes items such as

Does the employee :
 Follow up on problems, decisions, and requests in a timely fashion?
 Clearly communicate his or her needs/expectations?
 Share information or help others?
 Listen to others?
 Establish plans to meet future needs?
 Adhere to schedules?

 Raters score these items on a scale ranging from 1 (needs

improvement) to 5 (outstanding). Space is also provided for the
raters to make written comments.
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 Employee’s supervisor summarizes the data and

determines the final performance rating.
 This represents a combination of the comments and ratings
from the various raters and the supervisor’s own feedback
on the ratee’s performance. Typically, managers include a
mean score and distribution range for each item.
 Feedback can’t always be taken at face value. Care need
be exercised where rater has given highly negative or
positive feedback.
 JJABT managers stress that the key is to look for trends or
patterns in the data.
 If there are questions or ambiguities in the raters’ feedback,
supervisors will often solicit additional feedback from the
same or new rates.
 After summarizing the data, the supervisor conducts the
formal appraisal interview with the ratee.
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 Raters are provided the option of being

anonymous or open in their feedback.
If the rater requests anonymity, then the
supervisor must not reveal his or her identity to
the ratee when discussing the performance
review
If the rater is willing to be open, then the
supervisor may refer the ratee with questions
about his or her feedback to the rater.
 In this way, it is hoped that the 720-degree
appraisal can become less an evaluative tool and
more a comprehensive system for enhancing
communication, facilitating self-development, and
improving performance.
 Amity Center for e-Learning

1. What are the advantages and disadvantages of Johnson & Johnson’s 720
degree appraisal?

2. Do you think the ratings system is useful? How might you suggest improving it?
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THANK YOU

Prof.Sujeesha Rao