HUMAN RESOURCE

MANAGEMENT

INTRODUCTION
CONCEPTS
 MANAGEMENT – Accomplishment of
organisational objectives by utilizing
physical, & financial resources through the
efforts of human resources.
 RESOURCES - factors of production
results in conversion of raw materials into
useful goods/services.
Evolution of concept of HR
 1. Labour / Manpower – denotes physical
abilities & capacities of employees –
commodity-wages based on demand &
supply
 2. Personnel – persons employed in
service – employees as a whole
 3. HR- denotes resources of all the people
who contribute their services to the
attainment of organisational goals
 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

HUMAN CAPITAL
 “Our employees are our greatest assets, and the
ability to attract and retain them is the key driver
of our future success.”

 The human capital can be defined as "the

embodiment of productive capacity within people.
It is the sum of people’s skills, knowledge,
attributes, motivations, and fortitude. It can be
given or rented to others, but only on a
temporary basis; its ownership is non-
transferable.”
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.

Features of HRM
 Concerned with employees, both
individuals and as a group
 Development of HR. covers all levels and
all categories –
unskilled/skilled/tech/prof/clerical/mageria
l
 Applies to all types of organisation
 Continuous process
 Aims at attaining the goals of an
organisation
 Responsibility of all line managers and a
function performed by staff managers.
Functions of HRM
A. Managerial Functions:
Planning, Organizing, Directing , Controlling
B. Operative Functions:
Procurement functions, Development
functions, Motivation & compensation,
Maintenance, Integration, & Separation.
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.
ROLE OF PERSONNEL 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 PERSONNEL 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.