CHAPTER ONE:

THE CONCEPTUAL
FRAME WORK OF HRM
GROUPE MEMBRES;
GHIMOUZ SAFA
KRIM HADIL AMANI
BOUHAKAK IMENE
OTMANI SAFA
BOUZNED KENZA
REHAMNIA RANIA
 PLAN:
• 1-Introduction
• 2-Definition of HRM
• 3-Difference between HRM,HCM and KM
• 4-Difference between personnel management and HRM
• 5-Evolution and developement of HRM
• 6-Features of HRM
• 7-Objectives/Importance of HRM
• 8-Challenges of HRM
• 9-Theoretical approaches of HRM
• 9-Scope of HRM
• 10-Conclusion
INTRODUCTION
In today's dynamic and competitive business environments, organizations face a
countless challenges that require the careful coordination of their most valuable
asset-human capital. HRM is the central force behind this coordination, involving a
range of strategies, practices and function focused on the management of an
organizations workforce.

While We will explore HRM's formal definition later. It's it's essential to
acknowledge that HRM goes beyond just administrative tasks.It serves as the vital
connection between an organization's goal and the individuals who contribute to
its success.

This research looks at HRM's history, its many functions and objectives. By
understanding HRM better , we can see how organizations use their employees to
succeed and deal with modern workplace challenges.
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DEFINITION OF HRM:

also known as Human Resources, can be regarded as the people

management department within a business organization . The primary
purpose of HRM is to ensure people resources are effectively managed ,
supported and developed in order to improve performance, maximizing
return on investment
DIFFERENCE BETWEEN HRH , HCM AND KM :

HRM, HCM, and KM are different concepts related to managing and

leveraging various aspects of an organization but first we define the HCM
and KM
HCM:( Human Capital Management) is a comprehensive approach to
managing an organization's workforce with a strategic perspective
KM: (knowledge management) it refers to the process of identifying,
capturing, organizing, storing, and distributing an organization's
knowledge assets to enhance its efficiency, innovation and decision-
making .

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the differences:
HRM (Human Resources Management):
Focus: HRM deals with the management of an organization's workforce,
including employees, their recruitment, training, performance evaluation,
benefits, and handling workplace issues.
Purpose: The main purpose of HRM is to ensure that an organization's
human capital is effectively utilized, motivated, and aligned with the
company's goals
HCM (Human Capital Management):
Focus: HCM extends the scope of HRM to include a strategic approach to
managing and maximizing an organization's human capital. It involves
viewing employees as valuable assets.

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Purpose: HCM aims to align the organization's workforce with its strategic
goals, focusing on skills development, talent acquisition, and employee
engagement to enhance overall performance.
KM (Knowledge Management):
Focus: KM revolves around the identification, creation, sharing, and effective
utilization of knowledge and information within an organization.
Purpose: KM aims to capture, organize, and make knowledge readily
accessible to employees to enhance decision-making, innovation, and
problem-solving.

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 In summary, HRM primarily deals with the management of personnel
and employee-related functions, HCM takes a broader and more strategic
approach by considering human capital as a key asset, and KM is concerned
with managing knowledge and information across the organization to
improve decision-making and innovation.
These concepts can overlap and complement each other in practice, as
effective knowledge management can benefit HR functions, and strategic
human capital management can be supported by well-structured
knowledge management practices.

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DIFFERENCE BETWEEN PERSONNEL MANAGEMENT AND
HRM :
Factor Personnel management HRM

Time and planning perspective Short term , Long term ,

reactive , marginal
Employee relation perspective Pluralist , collective ,
low trust
System Bureaucratic, mechanistic,
centralized , defined roles
Roles Specialized / professional
Evolution Cost minimization
proactive, strategic ,
Unitarist , individual,
high trust
Organic, devolved ,
flexible roles
Largely integrated
into line management
Maximum utilization

Type of function Routine Stratigic

function function

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EVOLUTION AND DEVELOPEMENT OF HRM :

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FEATURES OF HRM: Continuous
Process

Dynamic People-
Centric

Mutually-
Technology
oriented Integration

Pervasive

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OBJECTIVES OF HRM :
HRM objectives are broadly classified into four categories.
Organizational Objectives:
HRM has to prepare human resources to accomplish organizational goals.
HRM to achieve the organizational objectives like to earn profit, growth,
expansion, survival, diversification etc.
Function objectives:
HRM performs many functions for other departments directly or indirectly.
HR to develop HRMS to maintain healthy working relationships among all
the employees and to adopt sound, desirable organization structure.

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Societal objectives:
It is the responsibility of Human Resource to ensure that legal, ethical, and
social-environmental issues are suitably dealt with.
Contribute to minimization of socio-economic evils such as unemployment
problems, in equal distribution of income and wealth, more employment
opportunities for women etc. Aim in creating healthy work relations in the
organization
Personal objectives:
HR has to assist employees in achieving their personal goals, such as higher
wages and salaries, job satisfaction, better working conditions, standard
working hours, promotion, motivation

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IMPORTANCE OF HRM :
Human Resource Management is development oriented. It is concern of
managers of all level and provides space for employee involvement,
performance and growth. It has several importance which are discussed
below:
1. Maintain quality of work life:
2. Increase productivity and profit:
3. Produce employees who are easily adaptable to change:
4. Match demand and supply of human resource:
5. Retain employees and motivate them to accomplish company’s goal:

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CHALLENGES OF HRM :

1. Change Management
2. Staff training and development
3. Attracting top talent
4. Talent retention
5. Ensuring employees physical and mental well being
6. Ensuring diversity and inclusion

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THEORETICAL APPROACHES OF HRM :
The Resource-Based View (RBV):
RBV posits that a firm's human resources are a critical source of
sustainable competitive advantage. It underlines the value of unique skills,
knowledge, and capabilities possessed by employees. HR practices aim to
identify, develop, and leverage these resources to achieve organizational
objectives.
The Stakeholder Theory:
This approach broadens the focus of HRM beyond just employees to
include other stakeholders like customers, suppliers, and the community. It
recognizes that managing relationships with various stakeholders is crucial
for the long-term success of the organization.
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The Systems Theory:

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The Best-Practice Approach:
This approach advocates for the adoption of a set of universally applicable
HR practices that are considered to be best in class. It suggests that
organizations should implement practices like selective hiring, extensive
training, and employee involvement to achieve high performance.
The Life Cycle Theory:
This theory proposes that HR practices should be adjusted based on the life
stage of the organization. Different practices are required during the startup
phase, the growth phase, maturity, and decline. For example, in a startup, HR
may focus on recruitment and skill-building, while in a mature organization,
it may center on talent retention and development.

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The Behavioral Perspective:
This approach focuses on understanding and influencing employee
behavior through methods such as motivation, leadership,
communication, and group dynamics. HR practices have a direct effect on
the behavior of workers It emphasizes the psychological and social aspects
of managing human resources.

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THE SCOPE OF HRM :
Human resources planning : (number of jobs vacant ,excess or shortnage
of stuff)
Job analysis design :
Recruitment and selection ( procurement) : ( advertisements , interviews)
Orientation and induction :(culture and values and work ethics)
Training and development :( a better performance on the job)
Performance appraisal : (incentives, increments in salary)
Compensation planning and remuneration :
Motivation, welfare, health and safety :( to sustain the number of
employees in the company)
Industrial relations : ( ensure smooth working in the company)
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CONCLUSION:
HRM is a vital aspect of any organization as it involves managing the human
capital and ensuring their effective utilization to achieve organizational
goals and objectives . It influences the business and lets them develop
rapidly. HRM is concerned with not just strategy but employee welfare and
has a strong ethical responsibility which needs to be incorporated into day-
to-day decisions.

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REFERENCES :
 https://fr.scribd.com/doc/55819808/Human-Resource-Management-Full-Notes?fbclid=IwAR3420I6st7d4ciciY
neilOGZmZ9CIwpzL72Y-3bvWQk8botOYKdNkJ86Eo
 https://fr.scribd.com/doc/18018688/What-is-the-difference-between-human-capital-management-and-huma
n-resource-management?utm_medium=cpc&utm_source=google_pmax&utm_campaign=3Q_Google_Perfor
mance-Max_RoW_P2&utm_term=&utm_device=m&gclid=EAIaIQobChMIy8XPt-DPgQMVwotoCR2YdgXiEAMY
ASAAEgJx-_D_BwE&fbclid=IwAR2eIAQ5WPmUF4jeUeZ4VGw14YipVh8oNicL3aWwBtVp5XqsZz9asAC0Hag
 https://pulsehem.com/?fbclid=IwAR0Ic0OdaaicXvajwPcNu0qNHYWXfvThxL8IRdhqAWCLBZWVjuvepJdZXA4
 Adapted from ‘Human Resource and Industrial Relations’, Journal of Management Studies, 24 May, p. 507
 Arising from the synthesis of literature available on this topic (Taylor, 2011; Nankervis et.al,2011; History of
Human Resource Management, 2010; Kelly, 2003; Ogier, 2003,)
 https://whatfix.com/blog/hr-challenges/
 https://www.researchgate.net/publication/298855052_Looking_into_the_black-box_analysis_of_the_effectiv
eness_of_human_resources_strategy
 https://www.whatishumanresource.com/scope-of-Human-Resource-Management

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