HUMAN RESOURCE

MANAGEMENT (HRM)
IMPORTANT INFORMATION

Alana Doodhai
Email: adoodhai@gmail.com
ASSESSMENTS

Attendance & Participation 10%

Course Work 40%
Group Case Study (10%)
Quiz 1(15%)
Quiz 2 (15%)
Final Examination 50%
Multiple Choice
True & False
Short Answers _____
CLASS OBJECTIVES

Define HRM
How HRM contributes to organization’s
performance
Types of skills needed to be successful at HRM
Role of Supervisors
Ethical issues in HRM
Careers in HMR
WHAT IS HUMAN RESOURCE
MANAGEMENT?
 Edwin Flippo defines- Human Resource Management as “planning,
organizing, directing, controlling of procurement, development,
compensation, integration , maintenance and separation of human
resources to the end that individual, organizational and social objectives are
achieved.”
 According to Gary Dessler - "Human resource management refers to the
policies and practices one needs to carry out the people or human resource
aspects of management position including recruiting, screening, training,
rewarding and appraising."
 According to G.R. Agrawal - "Human resource management is a process
concerned with the management of human energies and competencies for
achieving organizational goals through acquisition, development, utilization
and maintenance of a competent and committed workforce in a changing
environment."
FOUNDING FATHER - George Elton Mayo
 Born: 26-Dec-1880 - Died: 7-Sep-1949
 Founder of the Human Relations Movement (late 1920’s)
 This movement acknowledged that social and psychological factors could better
explain worker productivity and output.
 The "Hawthorne effect" refers to improvements in worker productivity or quality that
results from the mere fact that workers are being studied or observed.
 This observation came from studies carried out at Western Electric's Hawthorne
plant during the late 1920s.
Summary of Mayo's Beliefs:
 Individual workers cannot be treated in isolation, but must be seen as members of
a group.
 Monetary incentives and good working conditions are less important to the
individual than the need to belong to a group.
 Informal or unofficial groups formed at work have a strong influence on the
behaviour of those workers in a group.
 Managers must be aware of these 'social needs' and cater for them to ensure that
employees collaborate with the official organization rather than work against it.
HRM CONTRIBUTION TO ORGANIZATIONAL
PERFORMANCE
 Developing motivational processes and a work environment which
will help to encourage people to apply their efforts and abilities in
ways which will achieve the organization’s goals as well as satisfying
their own needs by developing, strategies, policies, employment
practices in the areas of motivation, commitment, employee
development, reward.

 Create and develop effective organizations - organizational

development is concerned with improving the overall effectiveness
of the organization, in particular, the way its various processes
function and its people work together. The aim of organization
development is to provide a coherent approach which changes
the ways in which people carry out their work and interact with
others.
 Focus on the drivers of organizational performance, providing
levers for change, taking part in change management
programmes and supporting continuous improvement and total
quality management.

 Develop a quality of working life (QWL) strategy by maintaining a

good climate of employee relations. Improvements to the
employee relations climate can be attained by developing fair
employee relations policies and procedures and implementing
them consistently. Transparency should be achieved by
communicated policies to employees, and commitment
increased by involvement and participation processes. Problems
which need to be resolved can be identified by simply talking
with to employees, their representatives and their trade union
officials.
 HUMAN RESOURCE DEPARTMENT
RESPONSIBILITY
 Hiring  Consultation and advisory  Benefits
services to management
 Promotions  Health care insurance
and employees conduct
 Reassignments problems  Life insurance
 Salary determination  Performance problems  Disability insurance
 Performance appraisal  Policy development  Retirement
review and processing
 Work Permitting Immigration  Voluntary accidental death
 Awards review and Visa Program and dismemberment
processing insurance
 Workers' compensation
 Personnel data entry and  Leave Transfer Program
records maintenance
 Tuition Assistance Plan
 Training opportunities
 SKILLS NEEDED IN HRM
Organization
Communication
Discretion
Multi-tasking
Conflict Management
Negotiating
Problem Solving
Strong Interpersonal
Dual Focus (Management & Employee Fore-sight)
ROLES OF SUPERVISORS
 Roles Of The Supervisor

• Work with employees • Give professional

to accomplish goals, on-going advice
set timelines • Be a mentor
• Lend support and • Maintain Mentor-
guidance Mentee Relationship
Coach Mentor

Company Employee
• Be authentic yet tactful Advocate Advocate • Represent employees
when rolling our new case for rewards, better
policies, procedures and working conditions etc.
guidelines
 ETHICAL ISSUES IN HRM

 Ethics – Derived from a Greek word, Ethikos

 Deals with the concept of right and wrong

Can be defined as moral principles that

govern a person's behaviour or the
conducting of an activity.

 Morals – Derived from a Latin word, Moralis

 Deals with manners and characteristics

 Values – basic fundamental beliefs that guides or motivates our

attitudes and actions
 Ethical Issues in HRM

Performance Employee
Privacy Issues
Appraisals Discrimination

Cash &
Compensation Safety &
Plans Health

Employment
Ethical
Issues Issues Restructuring
& Layoffs
in HRM
 Ethical Issues – Employment Issues

 Hiring Pressure

 Fake credentials from applicant

 Successful employee credentials are misleading

 Ethical Issues – Cash & Compensation Plans

Basic Salary Negotiations – HR Manager fear of losing top

ranking executives so they are forced to give higher incentives to
them than most times more than what the individuals actually
deserve.

Executive Perquisites – Example: Director of a company

announces that the company is in a deficit but purchases an
Mercedes Benz and purchased a new built 8 bedroom house in
Westmoornings.
Incentive Plans – Favouring of top executives over the interests
of other employees and investors
 Ethical Issues – Performance Appraisals

Performance appraisal should be an honest assessment

of the performance and the necessary steps that should
be taken to improve the effectiveness of employees.

Employees given low rates based on their caste system,

religion or lack of loyalty to the Manager doing
appraisal.

Employees given high rates based on their affiliations to

other business/government ministers, relations to top
management
 Ethical Issues – Privacy Issues

Whistle blowing refers to a public disclosure by former or current

employees of any illegal or immoral practices involving their
employers. Employees first loyalty is towards the organisation for
which they work. However, if the situation can cause considerable
harm to the society, it may become obligatory to blow the Whistle.
The HR manager is faced with the dilemma how to solve this issue
between the opponents and defenders of whistle blowing.
Health Issues – Whilst employees have the right to their privacy
once it does not jeopardise their professional life, some matters should
be brought to the attention of the HR Manager.
Technology and Privacy – Closed circuit cameras, telephone
calls, company emails.
 Ethical Issues – Employee Discrimination

Ethical challenge arises when there is pressure on the HR

manager to protect the firm or an individual at the expense of
someone belonging to the group which is being discriminated
against either based on:

 Gender/Sex, Age, Religion

 Caste
 Disability

Organisation cannot openly practice any discriminatory policies,

with regard to selection, training, development or appraisal.
 Ethical Issues – Safety & Health

Ethical dilemmas of HR managers arise when justice is

denied to the victims of an occupational hazard by
the organisation.
 Ethical Issues – Restructuring & Layoffs

Restructuring of the organisations often result in layoffs and retrenchments.

This is not unethical, if it is conducted in an atmosphere of fairness and with the interests
of the affected employees in mind.
If the restructuring company requires closing of the plant, the process by which the
plant is chosen, how the news is to be communicated and the time frame for
completing the layoffs is ethically important.
CAREERS IN HRM
 Administrative Services Managers
Administrative services managers plan, direct, and coordinate supportive services of an
organization. Their specific responsibilities vary, but administrative service managers typically
maintain facilities and supervise activities that include recordkeeping, mail distribution, and
office upkeep.
 Compensation and Benefits Managers
Compensation and benefits managers plan, develop, and oversee programs to compensate
employees.
 Compensation, Benefits, and Job Analysis Specialists
Compensation, benefits, and job analysis specialists conduct an organization's compensation
and benefits programs. They also evaluate position descriptions to determine details such as
classification and salary.
 Human Resources Specialists
Human resources specialists recruit, screen, interview, and place workers. They often handle
other human resources work, such as those related to employee relations, compensation and
benefits, and training.
Cont’d
CAREERS IN HRM – Cont’d
 Labor Relations Specialists
Labor relations specialists interpret and administer labor contracts regarding issues such as
wages and salaries, healthcare, pensions, and union and management practices.
 Top Executives
Top executives devise strategies and policies to ensure that an organization meets its goals. They
plan, direct, and coordinate operational activities of companies and organizations.
 Training and Development Managers
Training and development managers oversee staff and plan, direct, and coordinate programs to
enhance the knowledge and skills of an organization's employees.
 Training and Development Specialists
Training and development specialists help plan, conduct, and administer programs that train
employees and improve their skills and knowledge.