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HRM 101
HUMAN RESOURCE MANAGEMENT

Dr Binod Rajak
•
o
Dr Binod Rajak
Faculty
Assistant Professor
o Mittal School of Business Introduction
o Room No:14-209
o Cabin:15
o binod.26741@lpu.co.in
Lecture Plan
 Course Details
 Expectations from students
 Getting into the course
 Course Learning Outcomes
 What is HRM?
 HRM Trends
 Course Details
Course Code : HRM101

Course Title : HRM

Text Book : HUMAN RESOURCE MANAGEMENT TEXT AND CASES

by K ASWATHAPPA, M.G.Hills
HUMAN RESOURCE MANAGEMENT by GARY DESSLER, BIJU
VARKKEY, PEARSON
Expectations from students
 MGN 904: LEADERSHIP DEVELOPMENT

• Download syllabus & Instruction Plan from UMS.

• Buy the text book within first week .
• Come well prepared to the class.
• Read ‘The Economic Times’ or ‘Business Standard’ daily.
• Participate in discussions in class and ask questions in case of doubt.
• Attempt all the tasks with intention to learn.
• Contribute to healthy academic environment in class.
• Be on time to class
 MGN 904: LEADERSHIP DEVELOPMENT

Course Learning Outcomes

 Trace the human resource management functions
and concepts to tackle the evolving challenges.
 Enumerate the policies to acquire, develop,
motivate and retain human resources.
 Appraise the dynamics of industrial relations and to
manage them as per statutory regulations.
 Develop skills to manage and develop workforce
effectively
 Collaborate the ideas and skills developed from
various sources to contribute strongly towards the
achievement of organizational goals
Course Content
Any Questions?
Chapter 1

Introduction to Human
Resource Management
 After reading this chapter, you
should be able to:
 Understand the meaning of human
resources.
 Define the objectives, scope and functions of
Human Resource Management.
 Differentiate between Human Resource
Management (HRM) and Personnel
Management (PM).
 Enumerate the qualities of HR managers.
 Discuss the future role of Human Resource
Management.
Human resources: meaning

Human resources means the

collection of people and their
characteristics at work. These are
distinct and unique to an organization
in several ways.
Why and how human
resources (HR) are superior to
physical resources
 HR alone appreciates over a period.
 HR achieves in higher performance
output than its actual input.
 HR brings value to all other assets.

 Operational flexibility is possible with

HR.
Human resource management:
meaning
Human resource management is
concerned with policies and practices
that ensure the best use of the human
resources for fulfilling the
organizational and individual goals.
Which is not a Managerial Function
of Human resource management?

1. Planning
2. Organizing
3. Recruiting
4. Directing
Functions of human resource
management
Operative functions of HRM
Scope of human resource
management
 Personnel or labour aspect deals with
HR planning, recruitment, selection,
placement, training and development,
remuneration, etc.
 Welfare aspect deals with working
conditions and amenities such as
canteen, rest-rooms, etc.
Scope of human resource
management (contd.)
 Industrial relations aspect deals with
union–management relations like
collective bargaining, grievance and
disciplinary actions, etc.
Difference between HRM and
PM
 HRM is proactive in nature while PM is
reactive.
 HRM is a resource-centred activity
whereas PM is a employee-centred
activity.
 HRM emphasizes on flexible, open-
ended contracts but PM emphasizes the
strict observance of defined rules,
procedures and contracts.
Difference between HRM and
PM (contd.)
 HRM views better performance as a
cause of job satisfaction whereas PM
considers job satisfaction as a source of
better performance.
 HRM seeks to develop the
competencies of the employees on a
sustained basis while PM is a regular,
status quo–based administrative
function.
Qualities of an HR manager

 Knowledge
 Intelligence

 Communication skills

 Objectivity and fairness

 Leadership and motivational qualities

 Emotional maturity and

 Empathy
The future role of HRM

 Change in the nature of work.

 Widening scope of HR activities.

 Greater emphasis on HRIS.

 Change in labour market conditions.

 Increasing importance of high

performance work systems (HPWS).
 Growing need for measurement tools to
evaluate HR programmes.