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Human Resource Management th BBA 5 Dr Aziz Javed

Introduction
1- Introduction 2- Jo design and analysis 3- Recruitment and selection 4- Selection, testing and interviewing 5- Promotion, transfer, lay-off and discharge 6- Training
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Book. BEACH, Dale S., ³personnel: The management of people at work´ 4th or 5th edition

Introduction to HR
y Definition of HRM y Nature of HRM y Functions of personnel manager y Personnel policies y Policy and procedure formulation

Chapter 1

and appraising .human resource management The policies and practices one needs to carry out the ³people´ or human resource aspects of a management position. rewarding. training. including recruiting. screening.

HRM Includes: Employment Issues y Recruitment y Selection y Induction / Orientation y Training and Professional Development y Performance Appraisal and Management y Career Development y Quality of Work Life y Retention and Turnover .

Human Resources Management .

 Management utilize the resources in hand efficiently to achieve the predetermined organizational goals  Resources financial. directing. co-ordination and evaluation at work  Functions of MGT undertaking of risk and handling of uncertainty planning and innovation. Human and material  MGT involves organizing. co-ordination and administration Routine supervision of people .Definition of HRM Chapter 1  The process of attracting. objectives and strategies. developing and maintaining a talented and energetic workforce to support organisational mission.

and burnout . complaints of favoritism and discrimination. accidents. are reported by employees and HENCE absenteeism. unionization.Definition of HRM  Managers do what? Chapter 1 Interact with people Accomplish results through and with others They lead persuade and influence  Human Resource MGT or Personnel MGT ³Managing the people at work´ ³discontents and frustrations. turnover intentions.

Nature of HRM Chapter 1 y The design of formal systems in an organization to ensure effective and efficient use of human talent to accomplish organizational goals .

Functions of HRM .

Functions of HRM y Procurement of HR y Development of HR y Compensation y Integration of interests y Maintenance of man power y Provision of welfare facilities Chapter 1 .

d. Managing wages and benefits. . Planning future needs and supplies. h. Building employee commitment (incentives).Functions of HRM a. Recruiting and selecting employees. c. e. b. f. Orienting and training employees. Conducting job analysis. Performance appraisal. Communicating (discipline and services). g.

The HR Functions .

The Human Resource system .

The Harvard Model of Human Resource Management .

Guest¶s Model of HRM .

The Context of HRM .

Features of HRM y Managing people y People oriented process y Develop employees potentialities y Integral part y Secures co-operation y Future oriented Chapter 1 .

Importance of HRM y Significance for enterprises y Professional significance y Social significance y National significance Chapter 1 .

Productivity is the key to measure a nation¶s economic growth potential. (3) (4) Competition today is the competition for talents. Since man is the most uncontrollable and unpredictable variable of all production variables.The importance of HRM (1) (2) People is the key factor of production. . and labor quality is the key to improving productivity. organizational success depends on the management of people.

self-respect and selfactualization. Individual needs: Maslows Need Hierarchy Physiological needs. security. belonging. . (3) Coordinating organization and individual needs: goal of HRM.Organization and individual (1) (2) Organization needs: Profits. productivity and markets.

will act in a mean and base manner y Avoid responsibility and lacks ambition y Want to be closely directed y Theory X (authority and control) or authoritarian style y Production oriented not people oriented y ³end justifies the mean´ (Niccolo Machiaveelli) .Traditional Philosophy of HRM y Man is selfish. rebellious and uncooperative y Lazy and if left alone.

Infirm.Traditional Philosophy of HRM y ³a prince or a ruler must put a side such questions as integrity. morality. and seek power and prestige y Survival of the fittest. he should follow any tactics that will maintain himself in power and preserve the state or the army y Men are acquisitive. and honor. incompetent will fall by the wayside . liberty of action and individualism y Weak.

Traditional Philosophy of HRM y Hard work is the only key to success y Only superior human beings will survive y Jobs are clearly defined y Fitting the person the job rather than adapting the job to the person y Bureaucratic style y Monetary incentives on one hand and threats. fear and the Specter of discharge on the other hand .

and feeling of selfresponsibility Paternalism . enthusiasm. private business.Traditional Philosophy y Depends only upon economic motivators y ³carrot and stick´ y This management style (authoritarian) is practiced in arm forces. and Govt bureaucracy y Better for short term results. creativity. BUT High achievements.

Modern philosophy y Based on optimistic view about human beings y Human is not predatory by nature y No one is good or bad rather behavior reflects the character of their life experiences y People have potential for growth and achievement y It is the job of MGT to utilize people this instinct .

accepting responsibility. Renis Likert.Modern philosophy y Douglas McGregor. and making worthwhile contribution y People do not inherently dislike work y Work can be meaning and satisfying experience . Chris Argyris. Frederick Herzberg and Blak and Mouton y Also called supportive MGT or theory Y or and MGT by integration and self-control (system 4) y People have innate capacity for exercising initiative.

such behavior is compatible with their own goals y Integration of goals and commitment to the organization y To involve employees in decision making y MGT is responsible for developing a team have strong sense of self-responsibility y Manager represent his group to higher MGT and ORGZL goals to team .Modern philosophy y Employees work to achieve organizational goals only if.

Modern philosophy y Mutual trust y Manager understand the problems of subordinates y Mangers try to utilize the creative abilities of all employees y Information are shared and system is more open y Management involves employees in planning and controlling but ultimate responsibility still rest with top MGT y Economic. and ineffective . social egoistic motivators y Criticism: soft.

greater autonomy is granted . and Porter from University of California (3000 managers in fourteen different countries) y Majority of managers are close to traditional approach y They do believe in second style but practically engaged in first approach BUT y As the level of education of employees improves. and more talented people enter industry.Acceptability of second philosophy y Haire. Ghiselli.

Personnel policies y Plan of action y Statement of intention committing MGT to a general course of action y Procedure is a method of carrying out a policy y Why adopt definite policies? Top MGT rarely know about the pros and cons of HR policies .

y Shows that MGT give deep thought to both ORGZL and employees needs y Favoritism and discrimination are eliminated y Continuity of action is assured even though top MGT is changed y Policies serve as a standard of performance.Reason for having HR policies«. y Sound policies help to build employee enthusiasm and loyalty .

Attitudes and philosophy of the BOD and top MGT 4.e 1.Past practices in the organization 2.Formulating personnel policies y Five principles of formulating HR policies i.knowledge and experience gained from handling HR issues .Prevailing practices among other companies in the community in same industry 3.Attitude and philosophy of middle MGT 5.

promotion and other job related issues . every body knows the company HR policies and can be easily communicated y Written policies help prevent managers to discriminate and avoid favoritism y Ensures consistency on pay structure.Communication of policies y HR policies should be in written form y With written policies.

Recruitment and selection chapter 3 y The planning process y Recruitment and selection policy y Sources of people y The selection process .

Selection. testing and interviewing Chapter 4 y Fundamental guidance to testing y Testing concept y Developing a test program y Types of tests y The selection interview .