Human Resource

Management
PUSPANJALI BHANDARI
Human Resource Management

  Human resources may be defined as the total knowledge, skills, creative abilities,

talents and aptitudes of an organization’s workforce, as well as the values,
attitudes, approaches and beliefs of the individuals involved in the affairs of the
organization. It is the sum total or aggregate of inherent abilities, acquired
knowledge and skills represented by the talents and aptitudes of the persons
employed in the organization.
 HRM can be defined as a process of procuring, developing and maintaining
competent human resources in the organisation so that the goals of an organisation
are achieved in an effective and efficient manner. In short, HRM is an art of
managing people at work in such a manner that they give their best to the
organisation for achieving its set goals.
 Edwin Flippo defines- Human Resource Management as “planning, organizing,
directing, controlling of procurement, development, compensation, integration ,
maintenance and separation of human resources to the end that individual,
organizational and social objectives are achieved.”

According to Decenzo and Robbins, “Human Resource Management is
concerned with the people dimension” in management. Since every organization
is made up of people, acquiring their services, developing their skills, motivating
them to higher levels of performance and ensuring that they continue to maintain
their commitment to the organization is essential to achieve organisational
objectives. This is true, regardless of the type of organization – government,
business, education, health or social action”.
Objective of HRM

1. To help the organisation to attain its goals effectively and efficiently by providing
competent and motivated employees.
2. To utilize the available human resources effectively.
3. To increase the employee’s job satisfaction and self-actualization.
4. To maintain and develop the quality of work-life (QWL).
5. To maintain political ethics within and outside the organisation.
6. To maintain cordial relation between management and the employee.
7. To reconcile the individual goals with the organisation goal.
Characteristics of HRM:

1. Human Focus
2. Management Focus
3. Pervasive
4. Continuous
5. Mutually Oriented
6. Dynamic
7. Result Oriented
Functions of HRM
1. Managerial Functions
 Planning:
 Organising
 Directing
 Controlling
2. Operation Functions
 Procurement
 Development
 Compensation
 Integration
 Maintenance
Challenges of HRM

1. Globalization
2. Work Force Diversity
3. The contingent Workforce
4. Decentralized work sites
5. Employee Involvement
6. Changing Skill requirement
Roles and Responsibilities of HR Manager

 Employee safety and security

 More productivity through minimum workforce implication
 Conflict Management
 Protect Employees Rights
 Rewards and incentives
 Training and development
 Planning Organization future
 Developing Organization Culture
 Hiring the right candidates
 Helping employees to gain more skills
 Developing Strategic Techniques
Skills of HR Manager

 Communication Skill
 Patience
 Empathy
 Compassion/Sympathy
 HRM Knowledge
 Team Work and leadership Skill
 Decision Making skill
Purpose of HR Department

 Staffing Needs
 Compensation
 Benefits
 Performance Appraisal
 Law Compliance
HRM as a shared function
Human resource management is a shared function. Some of the related tasks are implemented
by human resources specialist while others are undertaken by managers, especially heads of
departments. To avoid conflict between line managers and human resource specialist clear
guidelines should be drawn up so that each party knows its responsibilities and authority .
 Minimization of work load.
 Productivity and efficiency at work.
 Supportive Work Culture
 Healthy Working Environment.
 Motivated employees through power allocation.
 Achievement of Integrated Goal.
 Avoiding Conflict by proper communication during preliminary stages.
 Providing Orientation while decentralizing the work.
HRM in context of Nepal

 Concepts of Outsourcing companies Like Merojob.com, globaljob.com (Recruitment

and Selection)
 Job by Internal References.
 Campus Recruitment
 HR is practiced by the owner themselves in small companies.
 Centralized decision making in SMEs.
 Concepts of Training and Development, Seminars and workshops, etc. are being aroused.
 Maintenance of Employees and Performance Appraisal (Employee of the Year,
celebrating birthday’s of employees).
 Concepts of benefit/profit distribution to the employees. ( Bonus and Perks during annual
closing e.g. banking institutions)
External and internal Context of HRM

Internal Context
 Organization Structure
 Organization Culture
 Strategies, plans and policies
 Labor Unions
 Power Decentralization
External Context
 Political Aspects
 Economical Aspects
 Socio-cultural Aspects
 Technological Aspects
 Labor Market
Work force Planning

 Workforce Planning is the process of analyzing, forecasting, and planning

workforce supply and demand, assessing gaps, and determining target talent
management interventions to ensure that an organization has the right people -
with the right skills in the right places at the right time - to fulfill its mandate and
strategic objectives.
Phases of Workforce Planning
 Strategic Direction: Understand key mission goals and future objectives set by
organization leadership and how the workforce needs to be aligned to achieve them.
 Supply Analysis: Understand the current workforce and how it is projected to change
over time, due to attrition and other trends.
 Demand Analysis: Understand the organization's current and future workforce
requirements.
 Gap Analysis: Understand the gaps between workforce demand and supply and to define
top priority gaps with the greatest impact on organizational performance.
 Solution Implementation: The appropriate workforce interventions and activities to close
identified workforce gaps and enable your organization to meet its strategic goals.