HUMAN RESOURCE

MANAGEMENT
Md. Awal Al Kabir
Associate Professor
Jahangirnagar University
Human Resources
 Acc to Leon C. Megission, “HR is the total
knowledge, skills, creative abilities,
talents and aptitudes of an
organisation’s workforce as well as the
values, attitudes and beliefs of the
individuals involved.”
Human Resource Management
 Defined as the art of procuring, developing
and maintaining competent workforce to
achieve goals of an organisation in an
effective and efficient manner.
 PERSONNEL MGT HRM

Mgmt of people employed Mgmt of KSA, abilities, attititudes..

Man is an economic resource/service

exchanged for wage / salary Man is an economic, social & psychological

Commodity that can be purchased & Treated as a valuable resource

used

Employees are cost centers, mgmt Profit centre- invest capital for
controls cost development & future use

Used organisational benefit Used for organisation, individual & family

benefit

Auxiliary function Strategic mgmt function

Importance of HRM
 HR – most important resource
 Put other resources to proper use
 Help transform lifeless factors of
production into useful products
 Capable of enlargement – produce
extraordinary things when inspired
 Can help organisation achieve results
quickly, efficiently & effectively.
 OBJECTIVES OF HRM

1. Help the organisation reach its goals

2. Employ the skills & abilities of the workforce efficiently

3. Provide the organisation with well trained & motivated employees

4. Increase to the fullest the employee's job satisfaction & self actualization

5. Develop & maintain a quality of work life

6. Communicate HR policies to all employees.

7. Ethically & socially responsive to the needs of society.

 Formal
Informal
President organization organization
Chess group

Vice Vice Vice

President President President

Division Division Division Division Division Division Division Division

Division
Managers Managers Managers Managers Managers Managers Managers Managers
Managers

Department Department Department

Department
Managers Managers Managers
Managers

Department Department Department Department

Managers Managers Managers Managers

Department Informal organization

Managers

Bowling team
Functions of HRM
A. Managerial Functions:
Planning, Organizing, Directing , Controlling
B. Operative Functions:
 Procurement functions
 Development functions
 Motivation & compensation
 Maintenance
 Integration &
 Separation
Managerial Functions
Managerial Functions
 Planning – Determine the personnel prog regd
recruitment, selection, & training to achieve
desired objectives.
 Organizing – design structure of relationships
b/w jobs, personnel and physical factors.
 Directing – Getting people to do work willingly
& effectively thro supervision and guidance,
motivation & leadership.
 Controlling – ensure accomplishment of plans
correctly- measure performance thro review
reports, records etc.
Operative Functions
1. Procurement Function – concerned with
procuring & employing people with required
knowledge, skill and aptitude.
2. Development – Increase of skills, knowledge
abilities etc
3. Motivation & compensation – inspire people to
give best-through incentives & rewards
4. Integration – of goals thro progs, redressal,
negotiations.
5. Maintenance – protecting & preserving
physical and psychological health of
employees
6. Separation
Procurement Development Motivation & Integration Maintenance Separation
Compensati
on

Job Analysis Training Job design Grievance redressal Health & safety Retirement

HR Planning Executive Work scheduling Discipline Employee welfare Layoff

development

Recruitment Career planning & Motivation Teams & teamwork Social security Outsourcing
development measures

Selection Human Resource Job evaluation Collective Discharge

development bargaining

Placement Performance Employee

appraisal participation
&
empowerment

Induction & Compensation Trade unions &

orientation administration associations

Internal Mobility Incentives & Industrial relations

benefits.
1.Procurement
 aims to locate
competent employees
and bring them into
the organization.

 a continuous activity
in the organization.
Job Analysis
 Job analysis identifies the
following information:
 Detailed breakdown of the duties
involved in a position
 Skills, knowledge, attitudes and
experiece a person should bring to the
position
 Environment condition of the job
Job Analysis is of two forms:
1. Job Description
 critical skills required for the job
 tasks or performance standard,
 responsibilities and disciplinary procedures
 service condition of the job
 pay rates
 Job Specifications

 Describes the requirements of the

person for the job
 abilities
 educational qualifications
 special physical and mental skills
 training
 experience and others
HRP

Managing
Managing future
future demand
demand

Managing
Managing Surplus
Surplus Source
Source
Recruiting

•Process of locating, identifying, and

attracting capable candidates.

•Can be for current or future needs.

•What sources do we use for

recruitment.
Recruitment
-initial attraction & screening of applicants.

Internal Sources External Sources

 Job Posting  Ads

 Intranet  Job Placement
 Succession Plans Agencies
 Referrals  Internet
 Placement thourgh
Colleges and
Universities
Selecting
•Process of taking final Hiring
Decision

•Purpose is to hire the person(s)

• best able to meet the needs of the
• organization.

•Method of Selection
Preliminary Interview
Employment Test
Comprehensive Interview
Medical & Physical Test
Reference Check
RJP
Supervisory Interview
Final Hiring
Induction

 Introducing the employee to the

organization and the organization’s
culture.
 Introducing the employee to his/her job
2.Development
Training
•Training tends to be done for
current job.

•Aims to improve efficiency.

•Keeps the employee up to date

with changes in the field

•Can be external or ‘in-house’.

Employee development
 designed to help organization to ensure that it
has the necessary talent internally for meeting
the future human resource needed.

Career development
Designed to assist employees in advancing their work
lives. However, it is a responsibility of the individual , not
of the organization (employee centered)
3. Motivation & Compensation
Motivating employees to perform up to their potential is the
key to maintaining a productive, successful business.

Ways in which you can motivate employees -

•Interact - Talk to your employees regularly.

•Recognition & Appreciation -  A job well done should be

appreciated and encouraged.

•Pay them Right -  Pay employees for what they are worth and
they will be happy to work.

•New challenges - Give employees new and interesting challenges

to keep them stimulated and learning.
Job Design

 According to Michael Armstrong, "Job

Design is the process of deciding on the
contents of a job in terms of its duties and
responsibilities, on the methods to be used
in carrying out the job, in terms of
techniques, systems and procedures, and on
the relationships that should exist between
the job holder and his superior subordinates
and colleagues.“
 How critical is Motivation of
Motivating
employees? Employees

Employees personal goals

does vary with the
management’s goals

According to a study, 5%
increase in employee
satisfaction results in a 1.3%
increase in customer
satisfaction and 0.5%
increase in sales

Customer loyalty is directly

related to motivation of
employees
Job Evaluation
Performance Appraisal
• Establishing performance
standards and reviewing
the performance.

• Means to ensure organizational

goals are being met.

• To identify employees who are

performing well and those who
aren’t.
Compensation
What employees receive from
the organization in exchange of
their skill, labor, time, effort etc

•Commission is a compensation
based on fixed formula for sales.

•Bonus is periodical compensation

based on the store’s performance
during that period.

•Stock options-employees are

encouraged to buy shares of their
company at discounted prices
Incentives & Benefits
4. Integration
5. Maintenance
-retention of productive employees
Welfare Administration
 Medical facilities
 Canteen facilities
 Housing facilities
 Transport facilities
 Recreation facilities
 Loan facilities
 Educational facilities
 Various Incentive schemes / clear view of
retirement benefit
Health and Safety Administration
 employee assistance programs (EAPs )

 Medical
 Dental
 Accidental
 Educational
 retirement
6. Separation

Retirement
Retirement

Layoff
Layoff

Discharge
Discharge
 ROLE OF HR MANAGER
1. Administrative Roles
Policy maker - develop personnel policies

Administrative expert - record keeping, databases, processing benefits/claims, leave,

medical facilities.
Advisor - to line managers , grievance redressal, conflict resolution, selection & training
Housekeeper - recruiting, testing, ref check, employee surveys, salary & wage admin

Counselor - on various personal and professional problems

Welfare officer - provides & maintains canteens, hospitals, clubs, libraries, transportation,
coop societies.

Legal consultant - settling disputes, handling disciplinary cases, collective bargaining.

2. Operational Roles
Recruiter

Trainer, developer, motivator

Coordinator

mediator

3. Strategic Roles
Change Agent - translate vision statements into meaningful format.

Strategic partner - training centre, design centre..

 QUALITIES & QUALIFICATIONS OF A HR MANAGER

a. Personnel Attributes: Initiative, resourcefulness, perception,

maturity, analytical ability, unbiased, thorough with labour laws,
understanding of human behaviour, Patience, Understanding,
empathy, Perseverance

b. Skills: educational skills, discriminating skills, executing skills,

leadership skills,

c. Experience & training, Professional Attitudes - knowledge of

various disciplines.