HUMAN RESOURCES MANAGEMENT

INTRODUCTION
• Modern organizational setting is characterized by constant
changing relation to environmental factors and human resources
• Changes in the operating organizational structure, the network of
the working procedures, customs on norms and the economic,
political and the social patterns in which organizations exist
• There is a constant change in human resources, the individuals are
employed daily with new creativity, ideas and experiences, while
the existing workforce is also continuously changing their ideas,
attitudes and even values
 HUMAN FACTOR AND THEIR IMPORTANCE
• Capacity utilization-machine as well as human.
• Motivation, involvement and consultation.
• Meeting basic physiological and other needs.
• Reducing the absenteeism, accidents, loss and damage.
• Generating employment opportunities, almost to the level of full employment.
• Human assets accounting, profits and growth.
• Eliminating strikes and lockouts through voluntary measures.
• Job redesigning, enlargement, enrichment.
• Promoting the health, self-renewal and creativity.
• Promoting exports and economic growth.
• Conservation of resources (renewal and non-renewal.)
 HUMAN FACTOR AND THEIR IMPORTANCE
• Increase the productivity
• Waste and cost reduction.
• Promoting Intrapreneurship
• Eliminating discrimination of all types.
• Promoting a sense of national identity, awareness and
contribution.
• Promoting industrial and national security.
• Eliminating poverty completely.
• Improving the quality of work life.
 DEFINITION OF HUMAN RESOURCES
MANAGEMENT
Human Resource Management is the process of
acquiring, training, appraising, and compensating
employees and attending to their labor relations,
health and safety, and fairness concerns
 Human Resource Management at Work
 The policies and practices involved in carrying out
the “people” or human resource aspects of a
management position, including recruiting,
screening, training, rewarding, and appraising.

 The integration of all processes, programs, and

systems in an organization that ensure staff are
acquired and used in an effective way
Human Resource Management at Work
Acquisition

Fairness Training
Human
Resource
Health and Management
Appraisal
Safety (HRM)

Labor Relations Compensating

 Objectives of HRM
1. To help the organization to reach its goals
2. To employ the skills and abilities of the workforce effectively
3. To provide the organization with well-trained and well-
motivated employees
4. To increase the fullest the employees job satisfaction and
self-actualisation
5. To develop and maintain a quality of work life
6. To communicate HR policies to all employees
7. To be ethically and socially responsive to the needs of the
society
Human Resource Management Process
 HR practices
Attract and retain talent
Good
Train people to challenging
HR
practic
es help
roles
Develop skills and
competencies
Promote team spirit
Develop loyalty and
commitment
Increase productivity and
profits
Improve job satisfaction
Enhance standard of living
Generate employment
opportunities
 Personnel Aspects of a Manager’s Job
 Conducting job analyses
 Planning labor needs and recruiting job candidates
 Selecting job candidates
 Orienting and training new employees
 Managing wages and salaries
 Providing incentives and benefits
 Appraising performance
 Communicating
 Training and developing managers
 Building employee commitment
 Basic HR Concepts
The bottom line of managing:
Getting results
HR creates value by engaging in
activities that produce the
employee behaviors that the
company needs to achieve its
strategic goals.
 Human Resource Specialties
Recruiters

Labor Relations EEO

Specialists Coordinators
Human
Resource
Training Specialties
Job Analysts
Specialists

Compensation
Managers
The Changing Environment of Human
Resource Management
Globalization Trends

Changes and Technological Trends

Trends in Human
Resource
Management Trends in the Nature of Work

Workforce Demographic
Trends
 The Changing Role of
Human Resource Management
Strategic Human
Resource
Management

New Creating High-

Managing with the HR
Scorecard Process
Responsibilities Performance Work
for HR Managers Systems

Measuring the HRM

Team’s Performance
High-Performance Work System Practices
 Employment security
 Selective hiring
 Extensive training
 Self-managed teams/decentralized decision making
 Reduced status distinctions
 Information sharing
 Contingent (pay-for-performance) rewards
 Transformational leadership
 Measurement of management practices
 Emphasis on high-quality work
 Benefits of a High-Performance
Work System (HPWS)
 Generate more job applicants
 Screen candidates more effectively
 Provide more and better training
 Link pay more explicitly to performance
 Provide a safer work environment
 Produce more qualified applicants per position
 Hiring based on validated selection tests
 Provide more hours of training for new employees
 Conduct more performance appraisals
 Personnel Function-Changing Scenario
period Emphasis Status Roles
1920-30 Welfare Management Clerical •Welfare Administrator
Paternalistic practices •policeman

1940-60 Expanding the role to Administrative •Appraiser

cover Labour, Welfare, •Advisor
Industrial relations and •Legal advisor
Personnel Administration •Fire fighting

1970-80 Efficiency, effectiveness Developmental • change agent

dimensions added . •Integrator
Emphasis on human •Trainer
values, aspirations, •Educator
dignity, usefulness

1990’s-onwards Incremental productivity Proactive •Developer

gains through human Growth oriented •Counsellor
assets •Coach mentor
•Problem solver