1. Human Resource Management

2. Definition
• Dessler : Human Resource Management refers to the
policies and practices involved in carrying out the
people or Human Resource aspects of a Management
position , including recruiting, screening, training,
rewarding and appraising.
• HRM is a management function concerned with
hiring, motivating, and maintaining people, in an
organization. It focuses on people in organization.
• HRM refers to acquisition, retention, motivation and
maintenance of Human Resources in an organization.

3. What is difference between “Human Resource”
and other resources?
- Resources are controlled by human resources.
- Human resources have intellect and emotion
- Human resources can be developed through
development and training

4. Meaning and Nature of HRM
• Pervasive force
• People Oriented: both at individual level and
group level
• Development oriented
• Integrating Mechanism
• Auxiliary Service
• Inter-disciplinary function
• Continuous function

5. Aspects of HRM
• Personnel Aspect- eg recruitment and
selection , training, remuneration etc.
• Welfare Aspect- working conditions, lunch
room , housing, transport etc
• Industrial relation-union and management
relationship etc.

6. Objectives of HRM
• To help organisation reach its goal
• To employ the skills and abilities of the workforce
efficiently
• To provide the organization with well- trained
and well motivated employees
• Increase employee’s job satisfaction and self
actualization.
• To develop and maintain a quality of work life.
• To communicate HR policies to all employees
• To be ethically and socially responsive to the
needs of the society

7. Employee
Champion
Administrat
ive Expert
Operational
Focus
Strategic
Focus
Change
Agent
Strategic
Partner
HR Role Framework
Source: Conner J. Ulrich D.
People
Process

8. Roles of HR Managers
• Ulrich’s conceptual framework is based on two main
dimensions. The first axis reflects the competing demands
of future focus (strategic) and present focus (operational).
One end of the axis represents an emphasis on strategic
matters whereas the other represents a complementary
focus on operational matters.
• The second axis reflects the conflicting demands created
by the activities HR people engage in. One end of the axis
represents a focus on people while the other represents a
focus on process. From the juxtaposition of these two
dimensions the four types of HR roles emerge. The four
roles have been defined as strategic partner change agent
administrative expert and employee champion.

9. Roles of an HR Manager
• Today’s managers were a number of hats the
play varied roles.
• Administrative
• Operational
• Strategic

10. Administrative Role
Policy maker
Administrative expert
Advisor
Counselor
Welfare officer
Legal consultant

11. Operational roles
Recruiter
Trainer, developer, motivator
Coordinator/linking pin
Mediator
Employee champion ( employee advocates)
Placing people on the right job
Charting a suitable career path
Rewarding good performance

12. Resolving differences
Adopting family-friendly policies
Ensuring fair and equitable treatment
Striking balance between employee expectations
and Organisational requirements
Representing workers' problems and concerns to
management

13. Strategic roles
Change agent
Strategic partner

14. Functions of HRM
• There are two types of HRM function
Managerial and Operative
• MANAGERIAL
Planning:
Organizing:
Directing:
Controlling:

15. • OPERATIVE:
1Procurement function:
Job analysis
HRP
Recruitment
Selection
Induction and Orientation
Internal Mobility

16. 2. Development
Training
Executive development
Career planning and development
Human resource development
3. Motivation and Compensation
Job design
Work scheduling
Motivation
Job evaluation

17. Performance appraisal
Compensation administration
Incentive and benefits
4 Maintenance
Health and safety
Employee welfare
Social security measures
5 Integration function
Grievance redressal
Discipline

18. Teams and Teamwork
Collective bargaining
Employee participation and empowerment
Trade union and employee association
Industrial relations
6.Emerging Issues
Personal records
Human Resource research

19. Human resource accounting: It is
measurement of cost and value of HR to the
organisation
HRIS
Stress and Counseling
IHRM

20. Policies
Policies are plan of action
Organisation need to evolve HR policies as they
ensure consistency and uniformity in treating
people.
Personnel policies are guides to action. They serve
as roadmaps for managers on a number of issues
such as recruitment, selection and promotion. They
cover almost all functions of personnel mgt.
 A good personnel policy should be easy to
understand, based on facts, equitable, reasonably
flexible, precise and related to objectives.

21. A few HR Policies are
Policy of hiring taking in to consideration like
reservation, gender etc.
Policy in terms of condition of employment
Transfer, promotion , hours of work etc.
Policy in terms of medical assistance

22. Why HR Policies
HR policies allow an organisation to be clear
with employees on: The nature of the
organisation
What they should expect from the company
 What the company expects of them
 How policies and procedures work at your
company
What is acceptable and unacceptable
behaviour

23. Advantages of HR policies
Delegation
Uniformity
Better Control
Standards of efficiency
Confidence
Speedy decision
Coordinating devices.

24. Disadvantages
• Restrict the scope of Management
• Conflicts arise
• Requires constant revision
• Not easy to communicate

25. Globalization of Business and HR
GlobalGlobal
CommunicationsCommunications
GlobalGlobal
CommunicationsCommunications
Global PopulationGlobal Population
ChangesChanges
Global PopulationGlobal Population
ChangesChanges
Global EconomicGlobal Economic
InterdependenceInterdependence
Global EconomicGlobal Economic
InterdependenceInterdependence
Regional AlliancesRegional Alliances
North America FreeNorth America Free
Trade Area ( NAFTA),Trade Area ( NAFTA),
EUEU
Regional AlliancesRegional Alliances
North America FreeNorth America Free
Trade Area ( NAFTA),Trade Area ( NAFTA),
EUEU
Globalization ForcesGlobalization ForcesGlobalization ForcesGlobalization Forces

26. Factors Affecting Global HR Management

27. Organisation
• Pressure for more labor rights in country
where such right has been restricted.
• More liberalization and deregulation.
• Increase capital, information, technology flow.
• Internationalization of enterprises and
creation of mergers and alliances.
• Customer driven not product driven.

28. • Competitiveness increasingly based on
knowledge, innovation, skills and
productivity.
• Success of global company is to a large extent
depend on their ability to organize across
national boundaries information, money,
people and other resource.

29. Employer response to globalization
• Moving production overseas to reduce cost and
facilitate operation.
• Contracting out and out sourcing
• More part time and temporary work especially among
women and student.
• Greater employee involvement in design and
execution of work.
• Pushing for more deregulation and flexible market
• Employer have reduced employment through
concession bargaining when firm have been in
financial difficulties

30. Employee
• Increase Involvement of worker
• Execution and control of work
• Greater focus on work place relation and
policies
• Motivation
• Performance Information sharing and two
way communication
• More investment in skills and training

31. • Increasing in number of people who will not
working in organization though they will work
for organization ex outsourcing
• Decreasing number of people working under
permanent contract and proliferation of other
type of work arrangement such as part time
temporary homework and contract work