Human

Resource Management
MBA (G)/MBA (B&F)
MBA 201

Yogesh Kumar
Faculty (HR)
Amity University Gurgaon
 Why Study HR Management?

 It’s the people who run organizations.

 Need to manage their skills, abilities & aptitude.

 HRM is study about people i.e. how they are

hired, trained, compensated, motivated & maintained.
 Meaning

• HRM is a management function that helps managers

recruit, select, train and develop members of an organisation.

• A series of integrated decisions that form the employment

relationship; their quality contributes to the ability of the
organisations and the employee to achieve their objectives.

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

the
procurement, development, compensation, integration, mainte
nance and separation of human resources to the end that
individual, organisational and social objectives are
accomplished.
 Nature of HRM
• Pervasive force

• Action oriented
• Future oriented
• People oriented
• Comprehensive function
• Individual oriented
• Inter disciplinary functions
• Continuous function
• Staff function
• Development oriented
 Scope of HRM

The scope of HRM is very wide. It is thus divided into three

categories:

A. Personnel aspect
B. Welfare aspect
C. Industrial Relation Aspect
 A. Personnel Aspect includes

• HR Planning
• Recruitment
• Selection
• Placement
• Transfer
• Promotion
• Training and Development
• Remuneration
• Incentives
 B. Welfare Aspect includes

• Working Conditions
• Amenities such as Canteens, Creches, Rest rooms, Lunch
rooms.
• Housing
• Transport
• Medical Assistance
• Education
• Health and Safety
• Recreation facilities
 C. Industrial Relation Aspect includes

• Union Management Relations

• Joint Consultation
• Collective Bargaining
• Grievance Redressal
 HRM Functions
HRM

Managerial Operative
Function Functions

Procurement Development Motivation& Maintenance integration Emerging

Compensation issues
-Planning
•Job Analysis •Training •Job design •Health •Grievances •Personnel
•Work •Discipline records
-Organizing •HR Planning •Executive scheduling •Safety •Teams and •Personnel
development •Motivation teamwork audit
•Recruitment •Job evaluation •Welfare •Collective •Personnel
- Directing •Career planning •Performance bargaining research
•Selection and potential •Social •Participation •HR
•Succession appraisal security •Empowerment Accounting
-Controlling •Placement Planning •Compensation •Trade unions •HRIS
administration •Employers’ •Job Stress
•Induction •HRD Strategies •Incentives association •Counseling
benefits and •Industrial •Mentoring
•Internal mobility services relations •IHRM
HRM MODELS
 The Fombrun, Tichy & Devanna Model

Human Resource
Development

Organisational
Selection Appraisal Effectiveness

Rewards
 The Harvard Model
Stakeholder Interest
Shareholders
Management
Government Human Human
Community Unions Resource Resource
Management outcomes
Commitment
Competence
Congruence
Situational Factors
Workforce Character Long-Term
Business Strategy & Consequences
Conditions Individual well-
Unions being
Labour Market Organisational
Laws & Societal values Societal well-
being
 The Guest Model

HRM HR Behavioral Performa-

Practices Outcomes Outcomes nce
Hiring Commitment Motivation Outcomes
Training Quality Co- Positive
HRM
Appraisal Flexibility Operation Productivity
Strategy
Compensatio Organisational Innovation
n Citizenship Quality
Relations Negative
Turnover

Financial
Outcomes
Profits
ROI
The Warwick Model of HRM
 Socio-Economic Outer Context
Technical
Political-Legal
Competitive

Culture Inner Context

Structure
Politics/Leaders
Task-Technology
Business Outputs
Business Strategy Content HRM Context
Objectives Role
Product Market Definition
Strategy & Tactics Organisation
HR Outputs
HRM Content
HR Flows
Work Systems
Reward Systems
Employee-
Relations
 Concept of Personnel Management, HRD &
SHRM
• Personnel Management - Personnel Management is basically
an administrative recordkeeping function, at the operational
level.
• Personnel Management attempts to maintain fair terms and
conditions of employment, while at the same time, efficiently
managing personnel activities for individual departments etc.
• It is assumed that the outcomes from providing justice and
achieving efficiency in the management of personnel activities
will result ultimately in achieving organisational success.
• Human Resource Development in the organization context is
a process by which the employees of an organization are
helped, in a continuous and planned way to:
a. Acquire capabilities required to perform various functions associated with
their present or expected future roles.
b. Develop their general capabilities as individuals and discover and exploit
their own inner potentials for their own and organizational development
purpose.
c. Develop an organizational culture in which supervisor-subordinate
relationship, teamwork, and collaborations among sub-units are strong and
contribute to the professional well being, motivation, and pride of
employees.
• Strategic HRM is a process that involves the use of
overarching approaches to the development of HR
strategies, which are integrated vertically with the business
strategy and horizontally with one another.
• Linking HRM with strategic goals and objectives to improve
business performance and develop organizational cultures
fostering innovation and flexibility.
 HRM Environment

External factors includes:

a) Economic factors (Customers, Suppliers, competitors & Globalization)
b) Political & Legislative factors ( The Legislative, the Employers, & The
Judiciary)
c) Technological Factors
d) Social & Cultural factors
e) Demographic factors
Internal factors include:
a) Shareholders
b) Customers
c) Suppliers
d) Government
e) Public
f) Unions
g) The employees
h) Top Management
 Changing Role/Challenges in HRM

• The Management of Workplace Diversity

• Planning a Mentoring Program
• Organizing Talents Strategically
• Leading the Talk
• Control and Measure Results
• Motivational Approaches
• Managing Gain-sharing
• Managing Executive Information Systems
Any Queries???