BUS 601 Lecture 01

Human Resource
Management Practices
Professor Mohammad Khasro Miah Ph.D.
BUS 601.01
BUS_601_KsM_NSU, Prof. Khasro Miah 02/16/23 1–1
Introduction to HRM
 The 1980’s and 90’s saw ‘Human Resource
Management’(HRM) replace ‘Personnel Management’
 fashionable term
 re-organisation of work of personnel department
 distinctively different with new management approach
 Long term rather than short term perspective

 Psychological contract of commitment
 Self-control rather than external controls
 Management integration
 Maximum utilisation of resources

Human Resource Management
 HRM is the organizational function that deals

with issues related to PEOPLE such as hiring,
training, promotion, performance
management, compensation, organization
development, safety, wellness, benefits,
employee motivation, communication,
administration and Industrial relations.

 Therefore, human resource management can be defined as a
specific combination of HR practices, work structures, and
processes that maximize employee knowledge, skill,
commitment, and flexibility.
 It is composed of many interrelated parts that complement
one another to reach the goals of an organization, large or
small.
Set of activities directed at ATTRACTING( Acquiring),

DEVELOPING, and MAINTAINING of an effective
workforce capable of achieving the firm’s objective.

”Soft” and ”Hard” HRM
 Soft HRM emphasizes the importance of high commitment,
learning, enlightened leadership; human resources are valuable
assets, not variable costs.
Models and theories focus on tapping the human potential, based

on organizational behavior theories (e.g. Maslow,
1954; Herzberg, 1966; McGregor, 1960; Miah and Bird 2007)
• Hard HRM emphasizes the calculative, quantitative and

strategic management aspects ( Strategy, Structure, System) and
of managing the workforce in a rational way (Storey, 1989).
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BUS_601_KsM_NSU, Prof. Khasro Miah 02/16/23 10
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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.
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The Main Activities of Human
Resource Management
The areas that we would list are as follows:
 recruitment and selection
 learning and talent development
 human resource planning
 provision of contracts
 provision of fair treatment
 provision of equal opportunities
 managing diversity
 motivating workers to achieve improved performance
 employee counseling
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Resource Management
 redundancy
 negotiation
 encouraging involvement and engagement
 adding value
 ethics and corporate responsibility
 knowledge management
 change management
 managing cross-cultural issues or international
HRM.
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Resource Management
 talent management
 employee wellbeing
 payment and reward of employees
 health and safety
 disciplining individuals
 dealing with grievances
 dismissal
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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
Appraising performance
Managing wages and salaries
Providing incentives and benefits
Communicating
Building employee commitment
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Human Resource Management at Work
Acquisition
Fairness Training
Human
Resource
Management
Health and
(HRM) Appraisal
Safety
Labor Relations Compensating

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as a Center of Expertise
BUS_601_KsM_NSU, Prof.
Khasro Miah 1 - 19 02/16/23
HRM and Business Strategy
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APPROACHES TO HUMAN
RESOURCE MANAGEMENT
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The Changing Environment of Human
Resource Management
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The Changing Environment of
Globalization Trends
Technological Trends
Changes and Trends
in Human Resource
Management
Trends in the Nature of Work
Workforce Demographic Trends
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The Changing Role of
Strategic Human
Resource
Management
Managing with the New Creating High-

HR Scorecard Responsibilities Performance Work
Process for HR Managers Systems
Measuring the HRM

Team’s Performance
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Technological Applications for
HR
 Application Service Providers (ASPs) and technology outsourcing
 Web portals
 PCs and high-speed access
 Streaming desktop video
 The mobile Web and wireless net access
 E-procurement
 Internet- and network-monitoring software
 Bluetooth
 Electronic signatures
 Electronic bill presentment and payment
 Data warehouses and computerized analytical programs
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HR Metrics
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FIGURE 1–5 Five Sample HR Metrics
HR Metric* How to Calculate It
Absence rate # of days absent in month

× 100
Average # of employees during month × # of workdays
Cost per hire Advertising + agency fees + employee referrals + travel cost of
applicants and staff + relocation costs + recruiter pay and benefits
Number of hires
HR expense HR expense
factor Total operating expense
Time to fill Total days elapsed to fill job requisitions

Number hired
Turnover rate Number of separations during month

× 100
Average number of employees during month
Sources: Robert Grossman, “Measuring Up,” HR Magazine, January 2000, pp. 29–35; Peter V. Le Blanc, Paul Mulvey, and Jude T. Rich, “Improving the Return on Human Capital: New Metrics,”
Compensation and Benefits Review, January/February 2000, pp. 13–20; Thomas E. Murphy and Sourushe Zandvakili, “Data and Metrics-Driven Approach to Human Resource Practices: Using
Customers, Employees, and Financial Metrics,” Human Resource Management 39, no. 1 (Spring 2000), pp. 93–105; [HR Planning, Commerce Clearing House Incorporated, July 17, 1996;] SHRM/BNA
2000 Cost Per Hire and Staffing Metrics Survey; www.shrm.org. See also, SHRM Research “2006 Strategic HR Management Survey Report,” Society for Human Resource Management.. 1–
Measuring HR’s Contribution
 The HR Scorecard
 Shows the quantitative standards,
or “metrics” the firm uses to
measure HR activities.
 Measures the employee behaviors
resulting from these activities.
 Measures the strategically relevant
organizational outcomes of those
employee behaviors.
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CASE ANALYSIS :
Bangladesh Perspective
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BUS 601 Lecture 01

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Human Resource

Professor Mohammad Khasro Miah Ph.D.

 Long term rather than short term perspective

BUS_601_KsM_NSU, Prof. Khasro Miah 02/16/23 1–2

 HRM is the organizational function that deals

BUS_601_KsM_NSU, Prof. Khasro Miah 02/16/23 1–8

Set of activities directed at ATTRACTING( Acquiring),

BUS_601_KsM_NSU, Prof. Khasro Miah 02/16/23 1–9

Models and theories focus on tapping the human potential, based

• Hard HRM emphasizes the calculative, quantitative and

 The bottom line of managing:

Conducting job analyses

Labor Relations Compensating

Workforce Demographic Trends

Managing with the New Creating High-

Measuring the HRM

Absence rate # of days absent in month

Time to fill Total days elapsed to fill job requisitions

Turnover rate Number of separations during month

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