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Human Resource Management Human resource (HR) management refers to the practices and policies you need to carry out the personnel aspects of your management job, specifically, acquiring, training, appraising, rewarding, and providing a safe and fair environment for your company’s employees Changing Environment of HRM • Globalization refers to the tendency of firms to extend their sales, ownership, and/or manufacturing to new markets abroad • Technological Advances • Nature of Work • Growing emphasis on “knowledge workers” and human capital. Meaning of HRM Human resource management means employing people, developing their resources, ut ilizing, maintaining and compensating their services in tune with the job & orga nizational requirements. Definition of HRM According to Flippo, human resource is “the planning, organizing, directing and co ntrolling of the procurement, developing, compensation, integration, maintenance and reproduction of human resources to the end that individual, organizational and societal objectives are accomplished. Nature • • • of HRM People who manage organization Application of management functions & principles Does not confined to business establishments only
Difference between Personnel Management & HRM Personnel Management Human Resource Management Management of people employed Management of employees skills, knowledge, aptit ude etc Treated as economic man Social and psychological man Used for organizational benefit Used for multiple mutual benefit Used for multiple mutual benefit Treated as profit centre Function is treated as only auxiliary Strategic management function Viewed as commodity Viewed as resource
Features of HRM • People oriented • Comprehensive function • Individual oriented • Continuous function • A staff function • Pervasive function • Challenging function • Development oriented Functions of HRM 1. Managerial functions • Planning • Organizing • Directing • controlling
Recruitment. wage & salary administration. procedures.. training. Operative functions • Employment. social security measures.job evaluation. Role of HR Manager • The conscience role • The counselor • The mediator . Management development. HR Accounting. training. incentives.organizational health. Need for HRM Policies • Favoritism and discrimination • Standards of performance • Employee enthusiasm and loyalty Advantages of HRM Policies • Delegation • Uniformity • Better control • Standards of Efficiency • Confidence • Speedy Decision • Coordinating Devices Characteristics of a sound HRM Policy • Related to Objectives • Easy to understand • Precise • Stable as well as flexible • Based on facts • Appropriate number • Reasonable • Review Line Responsibility & Staff Function • Line manager’s responsibility – to attain effective’s goals of their respective depar ments by the proper management of 4M’s. employment. Personnel programs are complex set of goals. development. placement • HRD. collective b argaining etc. resources to be employed. workers participation in management. • Human relations • Effectiveness of HRM. selection. HR Audit. and other elements necessary to carry out a given course of action. HRP. viz. It prescribes the specific manner in which a piece of work is to be done.Personnel managers performs various functions of personnel mana gement. wage & salary administration. bonus. grievance redressal.Job Analysis. rules. • A well thought out course of action. Programs are aids to policy. mo tivation. Procedures & Programs • A set of proposals and actions that act as a reference point for managers in the ir dealings with employees. career planning • Compensation.2. HR Researc h. steps to be taken. Objectives of HRM • Organizational objectives • Functional objectives • Personal objectives • Other objectives Policies. policies. • Staff function .PA. f ringe benefits.
distinctive capabilities Decentralization Downsizing Organizational restructuring Self-managed work teams Technology Outsourcing .Executive skills .Qualification Strategic HRM The linking of HRM with strategic goals and objectives in order to improve busin ess performance and develop organizational cultures that foster innovation and f lexibility HR Manager as a Strategic Partner o HR is a legitimate business unit o Highly strategic in nature o Critical to achieving corporate objectives o Determine workforce capabilities o HR managers must forge strategic partnerships o HR executives must understand the total organization Factors • • • • • • • Influencing HRM Technological innovation Economic factors Employee’s organizations Labor markets Changing demand of employers Legal factors Human resource in the country Opportunities & Challenges In HRM Key HR Challenges for Today’s Managers: 1.Education skills . Environmental • Rapid change • Workforce diversity • Globalization • Internet revolution • Legislation • Evolving work and family roles • Skill Shortages • Rise of the service sector 2.Intelligence .• • • • • • • The spokesman The problem solver The change agent Personnel role Welfare role Clerical role Fire fighting legal role Qualities of HR Manager • Personal attributes . • • • • • • • Organizational Quality.Professional attitudes .Discriminating skills .Experience and training .
norms • Behaviors • Philosophy • Dominant values • Feeling or climate .3. Cultural Basic assumptions and beliefs shared by members of an organization… • Rules.