Subject: MANAGEMENT

PRESENTATION TOPIC:

HUMAN RESOURCE MANAGEMENT

SUBMITTED BY:
• ZAINAB BIBI(BSF1904016)
• ALI SHER YAZDAN(BSF1903571)
• ANIA RAFIQ(BSF1904008)
• TABIR TAJAMMAL(BSF1903623)

SUBMITTED TO:

MAM ASIFA KANWAL

 Dedication:

We like to dedicate this presentation to you Mam

because. You are only not our teacher .You are our
leader
You guide us
You support us
You teach us
You really, inspired us. We are so lucky to say that
you are our teacher and our mentor.
Contents:

• What is H.R.M?
• Concept of H.R.M.
• Scope of H.R.M.
• Nature of H.R.M.
• Objectives of H.R.M.
• Functions of H.R.M.
• Importance of H.R.M.
• What is career management in H.R.
• Communication skill in H.R.
• Problems for H.R. Managers.
• Important aspect of H.R.M.
• Emotional intelligence.
• Coaching for optimal performance.
• What is Balance score card?
]]]
➢ What is H.R.M?
H.R.M is the abbreviation of Human Resource Management.
As we all know that its seems to be combination of three words
Human, Resource and Management.
➢ What is human?
Simply human is defined as the creature of Allah Almighty who has
emotions and senses that how to live?
➢ What are resources?
Stock or supply of money, materials, staff, and other assets that can be
drawn on by a person or organization in order to function effectively.
➢ What is management?
Management is a process of planning, decision making, organizing, leading,
motivation and controlling the human resources, financial, physical, and
information resources of an organization to reach its goals efficiently and
effectively.

• Definition of H.R.M by Edwin.B.Flippo:

“HRM is the process of “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.”

(EDWIN.B.FLIPPO)

❖ History of H.R.M:
There are five famous dates in the development of H.R.M.

1900: Firstly it was named as first personnel management .It is believed

that 1st H.R.M DEPARTMENT was at National cash register in early 1900 in
U.S.A.

1920: Personnel depart clearly defined in 1920 in U.S.A.

1960: Due to social legislation prompt changed this department and started
to face changes.

1970: H.R.M department in response to increase in the competition in 1970

as the result of rapid technological changes.
1990 till today: Globalization concept and competition required
human resource department to more concern with cost planning and various
H.R.M strategic for both organization and employees.

Nature of H.R.M:
1. Inherent part of management
2. Universal function
3. Concerned with people
4. Action oriented
5. Continues process
• Scope of H.R.M:
The scope of H.R.M is very wide but it is divided into 3parts:
1. H.R.M in personnel management.
2. H.R.M in employee welfare.
3. H.R.M in industry relationship.
• H.R.M in personnel management:
This is typically direct towards manpower management that involves planning,
hiring (selection and recuitment) training development transfer layoff and
employee productivity.
• H.R.M in employee welfare:
Its means that what is a company is providing extra to their employees other
than salaries. This particular aspect of H.R.M deals with the working condition
at working place. This include wide array of responsibility and services such as,
safety services heath services and medical fund.
• H.R.M in industry relationship:
It is highly sensitive area. It needs careful interaction with employee and
management. Because if there will be peace and harmony with the organization.
It will be quite easy to the organizational objectives.
There are four factor of production as we know:
• Land
• Labor
• Capital
• Entrepreneurship

From these four economical factors labor is most important factor of production
because it is the most active factor. It is also called man power or personnel.

• Objectives of H.R.M:
The primary objective of H.R.M is to ensure the availability of right people for
right job so that the organizational goals can be achieved effectively.
1. Societal objectives.
2. Organizational objectives.
3. Functional objectives.
4. Personal objectives.

• Societal objectives:
H.R.M is socially responsible for the need,demands and challenges of the
society. All the resources must be utilized for the benefit and in best interest of
soceity The human resource management should follow the rules and
restrictions imposed by the society.It has to develop healthy relation between
union and management.
• Organizational objective
It consist of recognize the role and importance’s H.R.M. To bring
organizational effectiveness. H.R.M has to prepare human resource planning to
recuit,select,place and develop the human resources to arrange for performance
appraisal and to attain organizational objectives like to earn,profit and
growth,expansion,survival and diversification etc.

• Functional objectives:
 To maintain departmenat contribution at a levels appropriate to the
organization’s need.Resources are wasted when H.R.M is either more or less
sophisticated to suit the orgaization’s demand.These drepartmental levels
should not be readymade it must be tailored fit to the organization it serve.

• Personal objectives:
To assist employee in achieving their personal goals, at least insofer at these
goals enhance the individual’s contribution to the organization.Personal
objective of the employees must be met if worker are to be maintained,
retained and motivated.Otherwise. employee performance and satisfaction
may decline and employees may leave the organization.
 FUNCTIONS OF H.R.M:

There 2 major functions that H.R.M performs are as follow:

• Operational functions:
• Managerial functions:

➢ Operational function:

1. Recruitment:
The first and important operative function of H.R.M is the employment of
proper man power. Who can help organization to achieve the required
objectives?
2. Introduction and orientation:
The process of making employees to feels comfortable within the organization.
Actually it is the process of aquatinting the employees with the policies and
procedures within the organization. In short it means to get familiar with office
premises and staff members.
3. Development:
The process in which the technical skills of employees are developed or polished.
So many on the job and off the job training methods are to be used for
developing both old and new employees get the required training managers have
take care of it.
4. Motivation:
Motivation is one of the most important function of operational function because
if the employees are not motivated they does not contribute towards
organizational goals. To motivate employees it is necessary that their various
needs like timely appraisal salary increment should be given to them.

Managerial functions:
➢ Planning:
This involves predetermined course of action. In this process organizational
goals and formulation of policies and programmes for achieving them are
chalked out. A well thought out plan makes execution perfect and easy.
➢ Organization:
This is a process by which the structure and allocation of jobs are determined.
Organizing involves each subordinate a specific task, establishing departments,
and delegating authority to subordinates, establishing channels of authority and
communication, and coordinating the work of subordinates.
➢ Staffing:
This is a process by which managers select, train, promote and retire the
subordinates. This involves in deciding the type of people to be hired, recruiting
prospective employees, selecting employees, setting performance standard,
compensating employees, evaluating performance, counseling employees,
training and developing employees.

➢ Directing
Directing is the process of activating group efforts to achieve the desired goals.

➢ Controlling:
This is the process of setting standards for performance, checking to
compares see how actual performance compares with these set standards and
taking needed corrective action

Importance of H.R.M
❖ H.R.M is very important to a business organizations .It act as powerful tool
for achieving organizational objectives.
❖ Team work is vital for success of the organization. Therefore its essential to
improve morale of employees so they can contribute towards desired goals.
❖ The practice adopted by human resource management has direct impact on
corporate image of organization.

• Important aspect of H.R.M:

✓ What is Emotional Intelligence?

If emotional intelligence sounds like an oxymoron to you, that’s understandable.

We tend to think of our emotions and our intelligence as two separate things. But
put them together as emotional intelligence, and it’s essentially a different way to
be smart because it’s “the capacity to be aware of, control, and express one’s
emotions, and to handle interpersonal relationships judiciously and
empathetically”

✓ Components of E.I:

✓ Self-awareness
When we’re self-aware, we know our strengths and weaknesses, as well
as how we react to situations and people.

✓ Self-regulation:
Because they are self-aware, emotionally intelligent people can regulate
their emotions and keep them in check as necessary.
✓ Motivation:
People with high emotional intelligence tend to be highly motivated as
well, which makes them more resilient and optimistic

✓ Social Skills:
The social skills of emotionally intelligent people show they genuinely care
for and respect others and they get along well with them.

✓ Coaching optimal performance:

Coaching is a critical management skill for maximizing the performance
of others, developing their skills for the future, and assisting with the
retention of key talent.
• Characteristics of C.O.P:

• Positive:
Your job is not correcting mistake ,finding faults and assessing the
blames.Instead your function is achieving productive goals by coaching your
staff to peak performance.

• Supportive:
Your job as the Coach is to get the workers what they need to do their job well
including tool, time, instructions and to protect for outside inferences
• Goal oriented:
Base your assignment of clear and definable goals. Tie specific task to goals.
Communicate those goals to people who have to perform that task.

• Focused:
Effective communication is specific and focused. You are more likely to get
action if that employee leaves your office. Always focus on resolving the issue at
hand.

• Elements of good coaching:

➢ Problem Identification and Goal Setting.
➢ Problem-Solving.
➢ Transformational Processes.
• Outcome Definition and Measurement

• Balance Scorecard:
A balanced scorecard is a strategy performance management tool – a semi-
standard structured report, that can be used by managers to keep track of the
execution of activities by the staff within their control and to monitor the
consequences arising from these .

➢ Characteristics of balance score card:

➢ Its focus on the strategic agenda of the organization/coalition concerned.

➢ A focused set of measurements to monitor performance against objectives
➢ A mix of financial and non-financial data items (originally divided into
four “perspectives” – Financial, Customer, Internal Process, and
Learning & Growth); and,
A portfolio of initiatives designed to impact performance of the
measures/objectives.[3] this is just for information
➢ Balanced Scorecard was initially proposed as a general purpose
performance management system.[4] Subsequently, it was promoted
specifically as an approach to strategic performance management.[5]
Balanced scorecard has more recently become a key component of
structured approaches corporate strategic management.
 • Communication skills
The skills needed to speak appropriately with a wide variety of people
whilst maintaining good eye contact, demonstrate a varied vocabulary and
tailor your language to your audience, listen effectively, present your ideas
appropriately, write clearly and concisely, and work well in a group.

• Effective communication skills:

Listening.
Non-Verbal Communication.
Be Clear and Be Concise.
Be confident.
Empathy.
Always Have An Open Mind.
Convey Respect.
Body language.

• Career management:
A career can be defined as the sequence and variety of occupations
undertaken for a significant period of a person’s life.
• Types of career:

• Traditional career:
The company would continue employment and opportunity if the employee
remains in the company and maintenances job level.

• Protean career:
Self direction with the goal of psychological success in one job.

• Why career management is important?

Career management helps move people into roles where their skills are most
suited and their aspirations are best met. Improving organizational
performance. By helping employees manage their careers and providing
opportunities for career development, the organization can ensure higher
engagement & productivity.

• Career management system:

✓ Self assessment:
Use of information by employees to determine their careers interest aptitude
and behavior tendencies.

✓ Reality check:
 Something that clarifies or serves as a reminder of reality often by
correcting a misconception.

✓ Action planning:
An action plan is a detailed plan outlining actions needed to reach one or
more goals. Alternatively, it can be defined as a “sequence of steps that must
be taken, or activities that must be performed well, for a strategy to succeed.

• Problems for H.R.M:

Human Resource Management (HRM) involves creating the right roles and
opportunities, planning for workforce recruitment, ensuring continual
training and development, fostering strong performance management,
offering attractive compensation structures and benefits, keeping updated
with legislation and legal compliances, and providing protection against
economic instability.

While there are numerous challenges that can influence HRM, these can
broadly be classified into environmental (legal compliances, labor markets,
economy, political unrestness etc .), organizational (restructuring, upsizing
or downsizing, competition, change management, culture, etc.), and
individual (work ethics, empowerment, growth and succession, etc.).
Lecture 6
Barriers of communication
Information overloaded
When information exceeds our processing
capacity

Filtering
The deliberate manipulation of information
to make it appear more favorable to the
receiver
 Barriers of communication

Emotions

National culture

Jargon
Specialized terminology or technical language
that members of a group use to communicate
among themselves
Overcoming the Barriers
Use feedback
Simply language
Listen actively
Active Listeners
⚫ Show empathy
⚫ Show interest by making eye contact
⚫ Head nods and appropriate facial
expression
⚫ Ask questions
⚫ Avoid distracting actions or gestures
⚫ Paraphrase what`s been said
⚫ Don`t interrupt
Direction of Flow
Downward communication
Communication that flows downward from a
manager to employees

Upward communication
Communication that flows upward from
employees to managers
Direction of Flow
Lateral communication

Communication that takes place among

any employee on the same organizational
level

Diagonal communication
Communication that cuts across work areas
and organizational level
Communication in the internet and
social media age
⚫ The 24/7 work enviornment
⚫ Working from anywhere
⚫ Social media
⚫ Choosing the right media
Becoming a better
communicator
Persuasion skills
Skills that enable a person to influence
others to change their mind and behavior
Speaking skills
Skills that refer to the ability to
communicate information and ideas in
talking so others
Becoming a better
communicator
Writing skills

Skills that entail communicating effectively

in text as appropriate for the needs of the
audience

Reading skills
Skills that entail an understanding of written
sentences and paragraphs in work related
documents
Lecture 5
What is communication?
Communication
The transfer and understanding of meaning

Interpersonal communication
Communication between two or more
people

Organizational communication
All the patterns, network and systems of
communication within an organization
Methods and challenges of
Interpersonal communication
Message
A purpose to be conveyed
Encoding
Converting a message into symbols
Channel
The medium a message travels along
Decoding
Retranslating a sender`s message
Communication Process
The seven elements involved in transferring
meaning from one person to another
Noise
Any disturbances that interfere with the
transmission , receipt or feedback of a
message
Communication Process
Important part of Interpersonal
communication
Nonverbal communication
Communication transmitted without words

Body language
Gestures, facial configurations, and other
body movements that convey meaning
Effective organizational
communication
Formal communication
Communication that takes place within
prescribed organizational work
arrangements

Informal communication
Communication that is not defined by the
organization`s structural hierarchy
Lecture 3
Types of decisions and decision
making
Types of decisions
❑ Structured problems
Programmed decisions

❑ Non programmed decisions

Unstructured problems
Structured Problems
Straightforward, familiar and easily defined problems

Programmed decisions

A repetitive decision that can be easily handled by a

routine approach
Structured Problems
▪ Procedure
A series of sequential steps used to respond to
a well structured problems
▪ Rule
An explicit statement that tells managers
what can or cannot be done
▪ Policy
A guideline for making decisions
Unstructured Problems
Problems that are new or unusual and for which
information is ambiguous or incompletes

Non programmed decisions

Unique or nonrecurring decisions that require a
custom made solution
Programmed versus nonprogrammed
Decisons
Lecture 4
Approaches to decision
making

⚫ Decision making is the essence of

management

⚫ Most decision making is routine

⚫ Every decision has its own important

Rationality

⚫ Rational decision making

⚫ Describes choices that are logical and

consistent and maximize value
Assumptions of Rationality

⚫ Decision making should be fully objective

and logical
⚫ Problem would be clear and unambiguous
⚫ Decision maker has clear and specific goals
⚫ He knows all possible alternatives
⚫ He selects the best alternatives
⚫ Decisions are made in the best interest of
the organization
Bounded rationality

⚫ Decision making that`s rational , but

limited (bounded) by an individuals ability
to process information

Satisfice

⚫ Accept solutions that are good enough

Escalation of commitment

⚫ An increased commitment to a previous

decision despite evidence it may have been
wrong

⚫ Managers do so because they don`t want to

admit their flawed initial decision
 Intuitive decision making
⚫ Making decisions on the basis of experience,
feelings and accumulated judgment

Intuition can be decomposed in following

manners
⚫ Experience based decisions
⚫ Affected initiated decisions
⚫ Cognitive based decisions
⚫ Subconscious mental processing
⚫ Values or ethic based decisions
Evidence based management
⚫ The systematic use of the best available
evidence to improve management practice
⚫ Elements
⚫ Decision making expertise and judgment
⚫ External evidence that has been evaluated
by the decision maker
⚫ Opinions preferences and values of those
who have a state in the decision
⚫ Relevant organizational factors
(internal)such as context, circumstances
and organizational members
MOTIVATION
WHAT IS MOTIVATION?

The process by which a person`s efforts

are energized, directed and sustained
towards attaining a goal.
EARLY THEORIES OF MOTIVATION
Maslow`s hierarchy of needs Theory
McGregor`s theory X and Theory Y
Herzberg`s Two factor Theory
Three needs Theory
MASLOW`S HIERARCHY OF NEEDS
THEORY
Maslow`s theory that human needs
physiological , safety, social esteem and
self actualization – form a sort of
hierarchy
Physiological needs
A person`s need for food, drink, shelter,
sexual satisfaction and other physical
needs
SAFETY NEEDS

A person`s need for security and

protection from physical and emotional
harm
Social needs
A person`s need for affection,
belongingness, acceptance and
friendship
 ESTEEM NEEDS

A person`s need for internal factors such

as self respect, autonomy and
achievement and external factors such as
status, recognition and attention
Self actualization needs
A persons need to become what he or she
is capable or becoming