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Strategic and coherent approach to the management of an organization's most valued assets Human resource (or personnel) management, in the sense of getting things done through people

It's an essential part of every manager's responsibilities, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently "People are our most valuable asset" is a clich which no member of any senior management team would disagree with. Yet, the reality for many organizations is that their people remain

under valued under trained under utilized poorly motivated, and consequently perform well below their true capability

The rate of change facing organizations has never been greater and organizations must absorb and manage change at a much faster rate than in the past. In order to implement a successful business strategy to face this challenge, organizations, large or small, must ensure that they have the right people capable of delivering the strategy

The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop 'cultural awareness', product/ process/ organization knowledge and experience for new staff members.

As organizations vary in size, aims, functions, complexity, construction, the physical nature of their product, and appeal as employers, so do the contributions of human resource management. But, in most the ultimate aim of the function is to: "ensure that at all times the business is correctly staffed by the right number of people with the skills relevant to the business needs", that is, neither overstaffed nor understaffed in total or in respect of any one discipline or work grade.

Human Resource are the only assets that appreciate over a period while physical assets just depreciate with years Further human resource alone can produce an output larger than the input. This is possible due to the creative skills of humans Creative thinking is the process of predicting, envisioning and then inventing an idea, concept or insight along innovative and alternative lines

People in the organization are the only basis for such creativity and there is no obvious limit to their imagination Organizations require human resource of different types to operate all physical resources. Thus, they provide utility value to each one of the physical assets. In fact, the real worth of a physical asset depends on the quality and caliber of the people working with it. An incompetent workforce will spoil the physical resources available to it

There is a growing realization that the felicity of an organization depends more on people than on any technical factors. Modern equipment may ensure quality and cost competitiveness but the operational flexibility which is core to product modification and innovation, is provided only by the employees. This is so since humans alone can grasp situation adequately and respond suitably

HRM is concerned with the people s dimension in the organization Facilitating the competencies and retention of skilled force Developing management systems that promote commitment Developing practices that foster team work Making employees feel valued and rewarded.

HRM refers to acquisition, retention, motivation and maintenance of Human Resources in an organization.

HRM is the planning, organising, directing & controlling of the procurement, development, compensation integration, maintenance and separation of human resources to the end that individual, organizational and social objectives are accomplished.

Performance Appraisal

Nature of HRM

Industrial Relations


Employee Hiring

Employee Maintenance

Employee Motivation

Employee & Executive Remunera tion

Very Vast Covers all major activities in the working life of a worker from time an individual enters into an organization until he or she leaves comes under the purview of HRM

Functions of HRM include:

Facilitating the retention of skilled and competent employees Building the competencies by facilitating continuous learning and development Developing practices that foster team work and flexibility Making the employees feel that they are valued and rewarded for their contribution Developing management practices that encourage high commitment Facilitating management of work force diversity and availability of equal opportunities to all.

MANAGERIAL FUNCTIONS Planning Organizing Directing Controlling

OPERATIVE FUNCTIONS Staffing Development Compensation Motivation Maintenance Integration Industrial Relations


Job analysis, HRP, Recruitment, Selection, Placement, Induction, Internal Mobility Development refers to both employees training and management development. Competency profiling, Training and development, Performance & potential management, Career management, 360 degree feedback


COMPENSATION It refers to determination of the pay scale and other benefits for & MOTIVATION
the employees. Job design, Work scheduling, Job evaluation, Compensation administration, Incentives and benefits


It aims at retaining efficient and experienced employee in org. Health, Safety, Welfare, Social security Employment relations, Grievance, Discipline, Trade unions, Participation, Collective bargaining Ethical & fair treatment in disciplinary action, grievance redressal and career mgt processes


Industrial relations

Societal objectives To be ethically & socially responsible to the needs of the society while minimizing the negative impact of such demands upon the organization Organizational objectives To recognize the role of HRM in bringing about organizational effectiveness Functional objectives To maintain the department s contribution at a level appropriate to the organization s needs Personal objectives To assist employees in achieving their personal goals in a manner that their personal goals enhance the individual s contribution to the organization

Welfare (1920s-1930s) Administration (1930s- 1940s) Employee relations (19401960s) Functional expertise (1970s1980s) Business partner / player (1990s)

Taking a look at people is a rewarding experience People possess skills, abilities and aptitudes that offer competitive advantage to any firm No computer can substitute human brain, no machines can run without human intervention & no organization can exist if it cannot serve people s needs. HRM is a study about the people in the organization-how they are hired, trained, compensated, motivated & maintained.

To develop ICICI Bank into an organization that is empowered by bright and talented individuals, working in teams and riding on the backbone of world class technology ICICI BANK To be a globally respected corporation that provides the best of breed business solutions leveraging technology delivered by the best in class people - INFOSYS

Fairness & firmness Tact & resourcefulness Sympathy & consideration Knowledge of labour laws & other terms Broad social outlook Academic qualifications Others (positive attitude, competence to perform activities for betterment of people) Communication Skills Emotional Maturity Leadership & Motivational Qualities

Line Managers handle all aspects of HR activities in small organizations, while in large organizations, the top mgt normally establishes an exclusive HR dept to develop and mange HR programmes and policies The line managers in these dept seek the advice of the HR dept in handling labour related matters Main Functions Placing the right person on the right job

Orientation of new employees in the organization Training the employees for jobs that are new to them Improving the job performance of each person Gaining creative cooperation and developing smooth working relationships Interpreting the policies and procedures of the company

Controlling Labour cost Developing the abilities of each person Creating and maintaining the dept morale Protecting the employees health & physical condition. Line Mangers are those who are empowered to direct the work of the people assigned to them. Further line mangers are directly responsible for accomplishing the departmental goals and corporate objectives. Egs of line managers are Production Manager, Purchase Manager and Sales Manager.