hrm

1. Human Resource
Management

2. Introduction
• Human Resource Management is the
organizational function that deals with issues
related to people such as compensation, hiring,
performance management, organization
development, safety, wellness, benefits,
employee motivation, communication,
administration, and training.

3. Human Resource Management
• “HRM is the function performed in
organizations that facilitates the most effective
use of people to achieve organizational and
individual goals.”
– Ivancevich and Glueck

4. Objectives of HRM
• To improve the service rendered by the
enterprise through building better employee
morale, which leads to more efficient
individual and group performance.
• To establish in the minds of the stakeholders
the fact that the enterprise id rendering the
best service of which it is capable.
• To employ the skills and knowledge of
employees efficiently and effectively.

5. Objectives of HRM
• To create and utilize an able and motivated
workforce, to accomplish the basic
organizational goals.
• To recognize and satisfy individual and group
needs by providing adequate and equitable
wages, incentives, employee benefits,
challenging work, recognition, security, etc.
• To develop and maintain quality of work life.

6. Objectives of HRM
• To strengthen and appreciate human assets
continuously by providing training and
development programmes.
• To provide facilities and conditions of work
and creation of favourable atmosphere to
maintain stability of employment.

7. Importance of HRM
• Attracting and retaining talent through
effective HRP, recruitment and selection,
compensation and promotional policies.
• Developing the necessary skills and right
attitudes among the employees through
training.
• Securing co-operation of employees through
motivation.
• Effectively utilizing the available resources.

8. Importance of HRM
• Allocating work properly and scientifically.
• Maintaining healthy relationship between
individuals and groups in the organization.
• Managing change.

9. Functions of HRM
Managerial Operative

10. Planning
Organizing
Directing
Controlling
Managerial Functions

11. Planning
• Planning is necessary to give the organization its
goals and directions to establish best procedure to
reach the goals. Planning staff levels requires that an
assessment of present and future needs of the
organization be compared with present resources
and future predicted resources. Appropriate steps
then be planned to bring demand and supply into
balance.

12. Organizing
• After objectives have been established and plans
been developed then personnel manager must
design and develop organisation structure to carry
out various operations. Such as-
• Grouping of personnel activity
• Assignment of different groups of activities to
different individuals
• Delegation according to task assigned
• Co-ordination of activities of different individuals.

13. Directing
• The directing function of the personnel manager
involves encouraging people to work willingly and
effectively for the goals of the organization.
Controlling
• Controlling helps to evaluate and control the
performance of the department in terms of various
operative functions.

14. Operational
Employment HR Development Compensation Mgt Employee Relations
HR Planning
Recruitment
Selection
Placement
Induction
Performance
Appraisal
Training
Management
Development
Career Planning and
Development
Job Evaluation
Wage and Salary Admn
Incentives
Bonus
Fringe Benefits
Operative Functions

15. Recruitment
• Recruitment
– the process of attracting a pool of qualified
applicants that is representative of all groups in
the labor market.
• Selection
– the process of assessing who will be successful on
the job, and
– the communication of information to assist job
candidates in their decision to accept an offer.

16. Training and Development
– Provides new skills for the employee
– Keeps the employee up to date with changes in
the field
– Aims to improve efficiency

17. Reward system
• The system of pay and benefits used by the
firm to reward workers
• Money not the only method
• Fringe benefits
• Flexibility at work
• Holidays, etc.

18. Motivation
• To retain good staff and to encourage them to
give of their best while at work requires
attention to the financial and psychological
and even physiological rewards offered by the
organization as a continuous exercise.

19. Records and statistics
• Keeps employee training records
• Achievement records
• Transfer and promotion records
• Absenteeism and labour turnover records

20. Industrial relations
• Good industrial relations, while a recognizable and
legitimate objective for an organization, are difficult to
define since a good system of industrial relations
involves complex relationships between:
(a) Workers (and their informal and formal groups, i. e.
trade union, organizations and their representatives);
(b) Employers (and their managers and formal
organizations like trade and professional associations);
(c) The government and legislation and government
agencies.

21. Roles of
HR
Executives
Service
Provider
Executive
FacilitatorConsultant
Auditor

22. Service
Provider
• An HR specialist can help providing information on market statistics of
personnel availability, pay rates etc.
• Interpret the complex labor law and legislations that’s are applicable in day-to-
day work.
Executive
• Carry out certain HR activities like recruitment , compensation, etc.
Facilitator
• Training and development activities are planned and conducted and
performance appraisal are done.
• Also to ensure that other managers who undertake such activities are well
equipped to do so.
Consultant
• Handling problems due to lack of motivation, lack of training, job misfit or
grievances related to pay.
Auditor
• Responsible for ensuring that all members of the management perform their
respective roles concerned with the effective use of human resources.

23. Challenges for HR Professionals
CHANGING CUSTOMER EXPECTATION
COMPETITION
GLOBALIZATION
IMPACT OF THE GOVERNMENT
QUALITY IMPROVEMENT
WORKFORCE DIVERSITY
CHANGING EMPLOYEE EXPECTATION

24. Changing Customer Expectation
• The customer is impatient today and he is not
ready to wait. He is not ready to accept
whatever is offered, he has become choosey.
• Customer’s perception of product and services
has undergone a dramatic change.
Impact of Government
• Changing rules and regulations.
• Changing legislation.

25. Competion
• The nature of competition is changing.
Companies are not only facing competition for
companies across the globe but the
competition within the country have also
intensified. Liberalization, information
explosion have resulted in a dramatic change in
customer expectations.
• Today efficient small companies, because of
their cost advantage are also able to pose
challenges to the big giants in some segments
of certain industries.

26. Globalization
• Businesses has crossed the national
boundaries and thus has become global,
popularly known as Multi National
Companies. This has made managing men
more complex.
• Adapting to different management styles is
challenging.

27. Quality Improvement
• The major challenge before today’s managers
have to face is offering of quality products and
services to the customers. This is because the
delivery of quality products and services to
the customers has a direct impact on the
success of the organizations.
• The challenge for managers across the world
is, therefore, to have human resources to
deliver quality to products and services to the
customers.

28. Workforce Diversity
• Workforce diversity can be defined as the
situation that exists when members of a group
or organization differ from each other in terms
of age, gender, race, ethnicity and education.
• The challenge for organizations is to make
themselves accommodating to diverse groups
of people at work place by addressing their
different lifestyles, cultural beliefs, family
needs and work styles.

29. Changing Employee Expectation
• Employee expectations and aspirations have
changed from traditional allurement such as
job security, good remuneration, housing
facility to empowerment, equality and QWL.
Employee expect equality with management.
• The manager has to redraw new methods of
motivation.