HUMAN RESOURCE

MANAGEMENT
Session 1

Introduction to
HUMAN RESOURCE
MANAGEMENT

LEARNING FACILITATOR
JAYANTI SAHAY
Email :rush2jayanti@yahoo.com
 GE – CEO Jack Welch spent half his time
in people issues.

 A single wrong selection costs a lot to the

company

 We are talking of PCMM .

 One can get capital and erect
buildings, but it takes people to
build a business.

 Give me a few men and women

who are pure and selfless, and I
will shake the world.
 Swami Vivekananda
 Introduction

Organisations have to provide a healthy work climate in

order to get the best out of people. To utilise the
capabilities of people fully, you need competent
leadership willing to recognise, reward and nurture
talent at all levels. This is where human resource
managers play a critical role by bridging gaps between
employee expectations and organisational requirements
by adopting appropriate human resource strategies and
practices. HRM, in short, is the art of procuring,
developing and maintaining competent workforce to
achieve the goals of an organisation in an effective and
efficient manner.
 Important terms
 Human resource: Knowledge, skill sets, expertise of employees, the
adaptability, commitment and loyalty of employees.
 Skills: The individual abilities of human beings to perform a piece of work.
 Resource: The stock of assets and skills that belong to a firm at a point of
time.
 Capability: The ability of a bundle of resources to perform an activity; a way of
combining assets, people and processes to transform inputs into outputs.
 Core competencies: Activities that the firm performs especially well when
compared to its competitors and through which the firm adds value to its
goods and services over a long period of time.
 Competitive advantage: It comes from a firm's ability to perform activities
more distinctively and more effectively than rivals. To attain competitive
advantage, firms need to add value to customers and offer a product or
service that cannot be easily imitated or copied by rivals
(Uniqueness).
 Value: Sum total of benefits received and costs paid by the customer in a given
situation.
CASE STUDY
 Scope of HRM

HRM mainly covers three broad areas

 Personnel aspect

 Welfare aspect

 Industrial relations aspect

Scope of HRM
 Objectives of HRM

HRM aims at achieving organisational

goals, meet the expectations of
employees; develop the knowledge, skills
and abilities of employees; improve the
quality of working life and manage human
resources in an ethical and socially
responsible manner.
 Importance of HRM

From an organisational standpoint, good

HR practices help in attracting and
retaining talent, train people for
challenging roles, develop their skills and
competencies, increase productivity and
profits and enhance standard of living
 Importance of HRM

attract and retain talent

train people for challenging roles
develop skills and competencies
promote team spirit
Good HR Practices help
develop loyalty and commitment
increase productivity and profits
improve job satisfaction
enhance standard of living
generate employment opportunities
HRM as a central subsystem in an
organisation
Product
Subsystem

HR Subsystem
Procurement
Finance Training Marketing
Subsystem Compensation Subsystem
Appraisal
Rewards

Technical
Subsystem
 Functions of HRM
P/HRM

Managerial Operative Functions

functions:
Procurement Development: Motivation and Maintenance: Emerging
– Planning Integration:
Compensation: Issues:
Job Analysis Training Grievances
Job design Health Personnel
HR planning Executive records
Work scheduling Discipline
– Organising Recruitment development
Safety Personnel
Motivation Teams and
Selection Career teamwork audit
planning Job evaluation Personnel
Placement Welfare Collective
Succession Performance and research
– Directing bargaining
Induction potential HR
appraisal Social security Participation accounting
Internal planning
mobility Compensation Empowerment HRIS
– Controlling Human administration
resources Trade unions Job stress
development Incentives
benefits and Employers’ Mentoring
strategies
services associations International
HRM
Industrial
relations
 Traditional HR vs. Strategic HR
Point of distinction Traditional HR Strategic HR
Focus Employee Relations Partnerships with internal and
external customers
Role of HR Transactional change Transformational change leader
follower and respondent and initiator
Initiatives Slow, reactive, fragmented Fast, proactive and integrated
Time horizon Short-term Short, medium and long (as
required)
Control Bureaucratic-roles, policies, Organic-flexible, whatever is
procedures necessary to succeed
Job design Tight division of labour; Broad, flexible, cross-training
independence, teams
specialisation
Key investments Capital, products People, knowledge
Accountability Cost centre Investment centre
Responsibility for HR Staff specialists Line managers