Introduction to Human

Resource Management
“ Hire character. Train skill”.
LEARNING OBJECTIVES:
• Distinguish Human Resource Development from Human Resource
Management;
• Identify the scope, concept, and importance of HRM;
• Discover the value of HRM for employees and the organization;
• Recognize HRM’s contribution to profitability, efficiency and effectiveness;
• Identify the daily tasks of the HR manager
• Define the HRM process;
• Classify the types of HR managers together with their corresponding duties &
responsibilities;
• Illustrate the HRM process;
• Be familiar with some of the historical models of HRM
Human Resources (HR)
The set of individuals who make up the workforce of
an organization, business sector, or economy.
It is used to describe both the people who work for a
company or organization and the department
responsible for managing the resources related to
employees.
It refers to the talents and energies of people that are
available to an organization as potential contributors
to the creation and realization of the organization’s
mission, vision, values, and goals.
Other terms associated with human resource are:
PEOPLE, TALENT, MANPOWER
Human Resource Development
HRD is the integrated use of training, organizational and career
development efforts to improve individual, group, and organizational
effectiveness.
It is equipping its staff with the relevant skills necessary in promoting
a long-term professional in-service learning capacity at the individual,
group and organizational level.
Hence, it is the process of adding value or worth not only to the
individual, but taking the teams and the organization as a human
system growing together.
Human Resource Development
Basically, it is a process of making the efficient and effective use of
human resources so that the circle of set goals are accomplished.
HRM is properly defined as the process of managing people in
organizations in a structures and detailed routine. It embraces the
following arenas:
Staffing – hiring people
Retention of people
Pay and perks setting
Performance management
Change management
Taking care of exits from the company to round off the activities.
In short, HRM is the art of
To achieve the
Procuring goals of an
Developing and organization in an
Maintaining competent workforce effective and
efficient manner.

For this to be effective, HRM should put the right task to the right
people thereby making maximum use of the individual’s talents and
abilities.
HISTORY OF HRM
 INDUSTRIAL
REVOLUTION
Industrial revolution brought out a
number of changes like centralized
work locations with large number of
workers working together,
mechanized production process,
migration of workers from their place
of origin, and indirect contact
between factory owners and workers.
Scientific
Management
• F.W. Taylor
What Is Scientific Management?
Scientific management, also often
known as Taylorism, is a
management theory first advocated
by Frederick W. Taylor.
•It uses scientific methods to analyze
the most efficient production process
in order to increase productivity.
 • Also called labor union, is
an organization of workers
who have come together to
achieve many common
goals. Workers joined hands
Trade Unionism to safeguard their interests
against unfair labor
practices. It endeavored to
improve work conditions,
pay and benefits, disciplinary
actions, among others.
 • The human relations movement was born from
the Hawthorne studies, which Elton Mayo and
Fritz Roethlisberger conducted from 1924 to
1932. Originally, the studies focused on how 
Human physical conditions, like lighting, affected
workers’ productivity, but the studies found that
Relations one of the biggest 
factors influencing employees’ performance was
Movement whether they were being observed by others.’
• In other words, relationships between workers
and management affect employee efficiency. If
workers are being analyzed by their boss, they
will be more motivated to do well – a
phenomenon known as the Hawthorne effect.
 Human Resources
Approach

• Human Resource theories is a general term for

the strategies, tactics and objectives used by
business owners and managers to administer
policies and procedures related to employees.
Human resource theories explain how
management practices and structures can
influence employee behaviour in a favourable
or bad way.
HUMAN RESOURCE
MANAGEMENT SYSTEM
1. HR Philosophies
Values and guiding principles adopted in managing people

2. HR Programs & Strategies

Defining the direction( & (which enable strategies, policies,
practices to be implemented.

3. HR Policies
How values, principles should be applied

4. HR Processes
Formal procedures and methods that put HR plans into effect

5. HR Practices
Informal approaches used to accomplish goals and objectives.
HARD AND SOFT HRM
Hard (Instrumental) HRM
Approach
• Employees are viewed as a passive
factor of production, an expense.
• Employees can be easily replaced
and seen disposable.
• Strategic, quantitative aspects of
managing HRM as an economic
factor.
Soft (Humanistic) HRM Approach
• Stresses active employee
participation.
• Gains employee commitment,
adaptability and contribution of
their competences to achievement
of organizational goals.
• Employees are valued as assets.
• Emphasizing communication,
motivation and leadership.
 JOB
ANALYSIS
JOB According to businessdictionary.com, a
job is a set of homogeneous tasks
related by similarity of functions. When
performed by an employee in an
exchange for pay, a job consists of
duties, responsibilities, and tasks
(performance elements) that are:
• Defined and specific
• Can be accomplished,
quantified, measured, and rated.
Job Analysis
•Job Analysis, is a term implies,
simply means “analysis” or
meticulous study or assessment of
the job so as to generate better
understanding of its general as well
as specific requirements. The
purpose is to optimize the process
of evaluation.
•Job Analysis deals with the anatomy of the
job. This is the complete study of the job
embodying every known and determinable
factor, including the duties and
responsibilities involved in its performance;
the conditions under which performance is
carried on; the nature of the task; the
qualifications required in the worker; and
the conditions of employment such as pay,
hours, opportunities and privileges”.
--Harry L. Wylie
FREDERICK Job analysis was first organized to improve the
efficiency of workers. The first job analyst was
TAYLOR Frederick Taylor, known as the father of Scientific
Management. Taylor studied work by breaking it
(1911) down into its smallest identifiable components to
determine the one best way to perform each
Scientific component and compiled work into larger duties
and, finally, jobs.
Management
Taylor was the first management consultant to
systematically study work as it was performed. His
purpose was simply to improve productivity.
Elton Mayo (1927-1932) Hawthorne
Studies

Hawthorne Studies enhanced the understanding of jobs by counting in

the interpersonal elements of work context. Studies showed that it was
not enough to simply study tasks and duties that workers perform. In
general, workers need to interact with others – and this must be
considered during job analysis.
To have a better understanding as to how work gets
done, the job analyst must take the following into
consideration:
• Take into account who the worker interacts with
• How much interdependence there is among
workers
• Other social aspects of the job.
Job Analysis is therefore an efficiently methodical process of
accumulating all pertinent information about the job for the
preparation of job description and job specification meant towards the
selection of personnel, job satisfaction, motivation, and many others.

It is a data-gathering process in which the Job Analyst determines the

following:
• What the employee actually does on the job
• The required qualifications needed to perform those duties
• The context in which the work is performed.

Note that Job Analysis can be conducted for existing and anticipated
jobs. It is not necessary to have a job incumbent to perform a job
analysis.
The outcome of job analysis has two
components:

Job Description Job Specification

Job Description
An inscribed synopsis or outline of task requirements – written in
black and white.
It is a list of what the job entails.
This is the physical and environmental characteristics of the work
to be done.
A statement of information about duties and responsibilities of a
particular job.
 Job Specification

A written summary of what kind

of people to hire for a specific job
A statement of information about with work requirements such as:
qualifications, special qualities,
skills and knowledge required for Knowledge
an employee to fit for a job. Skills
Aptitudes
Attitudes
Job Specification
It is a statement of employee’s characteristics and qualification
required for satisfactory performance of defined duties and tasks
comprising a specific job or function.
It addresses the question: “ What personal traits and experiences are
needed to perform the job effectively?”
It is specifically useful in offering guidance for recruitment and
selection. e.g. The job for HR manager would require a university
degree plus a minimum of six years of experience in HRM.
Components of Job Specification
Personal Characteristics
o Education
o Job experience
o Age
o Gender

Physical Characteristics
o Height
o Weight
o Vision
o Hearing
o Health
Components of Job Specification
Mental Characteristics
o General Intelligence
o Memory
o Judgment
o Foresight
o Ability to concentrate

Social and Psychological Characteristics

o Emotional ability
o Flexibility o Interpersonal ability
o Manners o Attitude
o Drive o Values
o Conversational Ability o Creativity
Job Analysis: A Basic Human
Resource Management Tool
TASKS RESPONSIBILITIES DUTIES • Human Resource
Planning
• Recruitment
• Selection
JOB • Training and
Development
DESCRIPTIONS • Performance Appraisal
JOB • Compensation and
Benefits
ANALYSIS JOB • Safety and Health
SPECIFICATIONS • Employee and Labor
Relations
• Legal Considerations
• Job Analysis for Teams
KNOWLEDGE SKILLS ABILITIES
Objectives of Job Analysis
• To bring about the most applicable methods and techniques in
carrying out a job.
• To accumulate and intensify employee job satisfaction
• To ascertain fundamental areas for giving training
• Development of performance measurement system, and
• To match job-specifications with employee specifications while within
the selection stage.
 HR PLANNING

LEGAL COMPLIANCE STAFFING

JOB TRAINING
EMPLOYEE RELATIONS
ANALYSIS

PERFORMANCE
REWARDS MANAGEMENT

SAFETY AND HEALTH