The

HUMAN RESOURCE
MANAGEMENT(HRM)

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 By. NURU A.
Senior Lecturer at
Department of Construction
Technology and Management

KOMBOLCHA INSTITUTE Of Technology

Wollo university

kombolcha , Ethiopia

25/03/2021
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HUMAN RESOURCE MANAGEMENT(HRM)
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HRM is the body of knowledge

and a set of practices that define
the nature of work and regulate
the employment relationship.
 …HRM CTND
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HRM is the function within an

organization that focuses on
recruitment, management and
providing direction for the
people who work in the
organization.
 …HRM CTND
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 HRM is the study of activities regarding people

working in an organization.

 HRM is a managerial function that tries to match an

organization’s needs to the skills and abilities of its
employees.

 HRM is the process of acquiring, training, appraising

and compensating employees and attending to their
labor relations, health & safety and fairness concerns.
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 …HRM CTND
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 HRM is the planning, scheduling, directing, and

monitoring of manpower activity.

 HRM is the sizing and composition of specific crews

in relation to the work content of project activities and
the work assignments to individual crew members.

 HRM is the gaining of labor and control of the size

of the project work force over the life of the project.
 …HRM CTND
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HRM is a series of integrated

decisions that form the employment
relationship while their quality
contributes to the aptitude of the
organisations and the employees to
achieve their objectives

( Milkovich and Boudreau)

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 …HRM CTND
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HRM is the planning, organising, directing

and controlling of the procurement,
development, compensation, integration,
maintenance and separation of human
resources to the end that individual,
organisational, and social objectives are
accomplished.

- Edwin B. Flipp
 Importance of HRM
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HRM IS USED TO/ FOR

All managers despite their various functions

Hire the right person for Z right job
have Low attrition rate in the organization
Ensure people do their best
for Effective training of the employees
Avoid unfair labour practices
 The Managers HRM Jobs
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Some of the specific activities that managers do include:

Planning: is establishing goals & standards, developing
rules & procedures, developing plans and forecasting it.
Organizing: is the process of establishing a structural
relationship among functions of people.
Staffing/ Procuring: Determining what type of people to
be hired, recruiting prospective employees, selecting
employees, setting performance standards,
 … CTND
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Leading/ Directing: Getting others to get the job done,

maintaining morale, motivating subordinates and
communicating instructions and orders.
Controlling: Setting standards such as quality
standards and production levels, checking to see how
actual performance compares with these standards and
taking corrective actions as needed.

REFER COURSE MATERIAL FOR DETAIL

 … CTND
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And what HR managers should know about is :

Equal opportunity and affirmative action,

Employee health and safety,

Handling grievances /Complaints/Protests

and labor relations.
 Productivity
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Productivity is a measure of how much

input is required to produce a given
output (the ratio of output to input )

Productivity is Generally defined as a ratio

of a measure of output to a measure of
some or all of the resources used to
produce this output.
 … CTND
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It is important to note that productivity

is a measure of the overall effectiveness
of an operating system in utilizing labor,
equipment and capital to convert labor
efforts into useful output

PRODUCTIVITY = OUTPUT
INPUT
 … CTND
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Productivity means a balance between all factors of

production that will give the maximum output with
the smallest efforts.

The inputs used in a process can be hours of labor,

units of capital, and quantities of raw materials
compared with the consequent output often
expressed in the units of the work measurement per
hour or daily basis
 … CTND
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Productivity in construction refers to relation

among activities completion against time spent to
complete those activities.

It is the human efforts to produce more and more

with less and less inputs of resources as a result of
which the benefits of production are distributed
among maximum number of people.
 … CTND
Productivity is ultimately 19

the key to survival of any

organization.

 The Productivity Conceptual Model takes the form of a

'productivity tree'. Refer next slide
 The roots denote the inputs to the system,

 The stem denotes the conversion process and

 The foliage and fruits denotes the systems output.

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“SIX LINES OF ATTACK” to Improve the Productivity
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1. Improve the basic process by research and

development.

2. Provide more and improved physical

means to motivate the workers.

3. Simplify and improve the product and

reduce the variety i.e. standardize the
product.
 … CTND
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4. Improve the methods of operation.

5. Improve organization, production

planning and control.

6. Improve manpower efficiency at all

levels.
 HRM Strategic Role
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Developing a strategy - Overview

Confronted with rapid change, organizations need

to develop a more focused and coherent
approach to managing people.

In just the same way a business requires a

marketing or information technology strategy: it
also requires a human resource or individuals
strategy.
In Developing such a strategy…..
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Two critical questions must be addressed.

1. What kinds of people do you need to manage run

your business to meet your strategic business
objectives?

2. What people programs and initiatives must be

designed and implemented to attract, develop and
retain staff to compete effectively?

In order to answer these questions

Four key dimensions of an organization must be addressed
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1) Culture: the beliefs, values, norms and management style of
the organization

2) Organization: the structure, job roles and reporting lines of the

organization

3) People: the skill levels, staff potential and management capability

4) Human resources systems: the people focused mechanisms which

deliver the strategy - employee selection, communications,
training, rewards, career development, etc.
Steps to Develope a Human Resource Strategy
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Step 1 Get the ‘Big Picture‘

(Understand your business strategy.)

 Highlight the key driving forces of your business.

What are they? e.g. technology, distribution, competition, markets.

 What are the implications of the driving forces for the people side
of your business?

 What is the fundamental people contribution to bottom line

business performance?
 Step 2 Develop a Mission Statement or
Statement of Intent
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(That relates to the people side of the business)

Do not be put off by negative reactions to the

words or references to idealistic statements - it is
the actual process of thinking through the issues in
a formal and explicit manner that is important

JUST FOCUS ON
What do your people contribute?
Step 3 Conduct a SWOT Analysis of the Organization
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 Focus on the internal strengths and weaknesses of the

people side of the business.
Consider the current skill and capability issues.

 Vigorously research the external business and market

environment.

 High light the opportunities and threats relating to the

people side of the business.
• What impact will/ might they have on business
performance?
Consider skill shortages?
The impact of new technology on staffing levels?
 … CTND
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From this analysis you need to review the

capability of your personnel department.

 Complete a SWOT analysis of the

department - consider in detail the
department's current areas of operation, the
service levels and competences of your
personnel staff
Step 4 Conduct a Detailed Human Resources Analysis
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Concentrate on the organizations

 Culture, Organization, People and
 COPS (culture, organization, people, systems of HR)

Consider:
Where you are now?
Where do you want to be?
What gaps exists between the reality of
where you are now and where you want to be?
Step 5 Determine Critical People Issues
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Identify the critical people issues namely

Those people issues that you must address.
Those have a key impact on the delivery of your
business strategy.

 Prioritize the critical people issues.

What will happen if you fail to address them?
Step 6 Develop Consequences and Solutions
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 For each critical issue highlight the options for managerial

actions ( generate, elaborate and create) - don't go for

the obvious (noticable).
 This is an important step as frequently people jump for the

known rather than challenge existing assumptions about the

way things have been done in the past.
 Think about the consequences of taking various courses of

action.
 … CTND
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Consider the mix of HR systems needed to address

the issues.
Do you need to improve communications,
training or pay?
what are the implications for the business and
the personnel function?

Once you have worked through the process it

should then be possible to translate the action
plan into broad objectives……….
 Broken down them into special HR System areas like

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Employee training and development

Management development
Organization development
Performance appraisal
Employee reward
Employee selection and recruitment
Manpower planning
Communication THEN …..

Develop your action plan around the critical

issues. Set targets and dates for the
accomplishment of the key objectives.
Step 7 Implementation and Evaluation of the Action Plans
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 The ultimate purpose of developing a human resource

strategy is to ensure that the objectives set are mutually
supportive so that the reward and payment systems
are integrated with employee training and career
development plans.

 There is very little value or benefit in training people

only to then frustrate them through a failure to provide
ample career and development opportunities
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