Human resource management (HRM) aims to maximize employee and organizational performance through effective use of human resources. The key objectives of HRM are to help the organization reach its goals by providing well-trained, motivated employees while also increasing employee job satisfaction and self-actualization. This involves recruiting, selecting, training, developing and compensating employees in a way that supports both the organization's and individuals' goals.
This document discusses human resource management (HRM). It begins by outlining some of the challenges faced by organizations that impact HRM, such as global competitiveness, workforce diversity, and technology changes. It then defines HRM as planning, organizing, directing, and controlling human resources to help organizations and individuals meet their objectives. The document outlines the evolution, nature, scope, objectives, functions, influencing factors, and futuristic vision of HRM. It concludes by stating that HRM should be linked to strategic goals and objectives to improve business performance and develop flexible organizational cultures.
Strategic human resource management links a company's strategic business plan and objectives to developing and deploying human resources. It is important because human assets do not depreciate over time like physical assets, but rather increase in value with experience. Strategic HRM looks beyond daily transactions to focus on cross-cultural issues from global operations, facilitating corporate culture changes needed to adapt to global competition, and managing employees across developing and developed countries as business plans shift to tap growing consumer markets worldwide.
This document outlines the key topics in human resource management. It defines organization, management, and human resource management. The nature and scope as well as objectives of human resource management are then described. The main functions of human resource management are identified as job analysis, human resource planning, recruitment and selection, training and development, performance appraisal, transfers, motivation and incentives. Strategic human resource management and employees' rights are also mentioned.
1. The document provides an overview of human resource management (HRM) presented by students at the University of Gujrat.
2. It discusses the key functions and objectives of HRM including staffing, training and development, motivation, and maintenance.
3. Specific aspects of HRM covered include recruitment, selection, compensation, benefits, health and safety, communication, and employee relations.
The document provides an overview of strategic human resource management. It defines HRM as the management function concerned with hiring, motivating, and maintaining employees. Key points include:
- Yesterday competitive advantage came from capital access, today it comes from product quality, tomorrow it will come from employee caliber.
- HRM involves recruitment, development, compensation, integration, and maintenance of employees to achieve organizational goals.
- Important functions of HRM include strategic planning, staffing, training, compensation, risk management, and employee relations.
- The objectives of HRM are to obtain the right employees, encourage skill development, increase productivity, maintain employer-employee relationships, and create a safe work environment.
1. Human resource management involves planning, organizing, and managing an organization's human resources in a way that benefits both employees and the business.
2. The key functions of HRM include recruitment and hiring, training and development, compensation and benefits, employee relations, and performance management.
3. HRM aims to maximize employee performance and satisfaction to help achieve organizational goals and strategies.
This document provides an overview of human resource management. It discusses why human resources are important for organizations, defining HRM, the evolution of HRM from personnel management to strategic HRM, philosophies of HRM, objectives and major functions of HRM including procurement, development, integration, and maintenance. It also covers the strategic importance of HRM, the link between HRM and firm performance, HRM roles in delivering results based on the Dave Ulrich model, and several models of HRM including the Michigan/matching model, human resource cycle, Harvard model, and Guest model.
The document outlines the key functions and benefits of human resource development (HRD). The main functions of HRD include assessing training needs, designing and delivering training programs, evaluating training programs, and providing career planning and development as well as performance management. The benefits of HRD are that it makes employees more competent by developing their skills, knowledge and attitudes. HRD also improves employee commitment, creates an environment of trust, improves acceptability of change, and leads to greater organizational effectiveness and efficiency.
This document discusses human resource management (HRM). It begins by outlining some of the challenges faced by organizations that impact HRM, such as global competitiveness, workforce diversity, and technology changes. It then defines HRM as planning, organizing, directing, and controlling human resources to help organizations and individuals meet their objectives. The document outlines the evolution, nature, scope, objectives, functions, influencing factors, and futuristic vision of HRM. It concludes by stating that HRM should be linked to strategic goals and objectives to improve business performance and develop flexible organizational cultures.
Strategic human resource management links a company's strategic business plan and objectives to developing and deploying human resources. It is important because human assets do not depreciate over time like physical assets, but rather increase in value with experience. Strategic HRM looks beyond daily transactions to focus on cross-cultural issues from global operations, facilitating corporate culture changes needed to adapt to global competition, and managing employees across developing and developed countries as business plans shift to tap growing consumer markets worldwide.
This document outlines the key topics in human resource management. It defines organization, management, and human resource management. The nature and scope as well as objectives of human resource management are then described. The main functions of human resource management are identified as job analysis, human resource planning, recruitment and selection, training and development, performance appraisal, transfers, motivation and incentives. Strategic human resource management and employees' rights are also mentioned.
1. The document provides an overview of human resource management (HRM) presented by students at the University of Gujrat.
2. It discusses the key functions and objectives of HRM including staffing, training and development, motivation, and maintenance.
3. Specific aspects of HRM covered include recruitment, selection, compensation, benefits, health and safety, communication, and employee relations.
The document provides an overview of strategic human resource management. It defines HRM as the management function concerned with hiring, motivating, and maintaining employees. Key points include:
- Yesterday competitive advantage came from capital access, today it comes from product quality, tomorrow it will come from employee caliber.
- HRM involves recruitment, development, compensation, integration, and maintenance of employees to achieve organizational goals.
- Important functions of HRM include strategic planning, staffing, training, compensation, risk management, and employee relations.
- The objectives of HRM are to obtain the right employees, encourage skill development, increase productivity, maintain employer-employee relationships, and create a safe work environment.
1. Human resource management involves planning, organizing, and managing an organization's human resources in a way that benefits both employees and the business.
2. The key functions of HRM include recruitment and hiring, training and development, compensation and benefits, employee relations, and performance management.
3. HRM aims to maximize employee performance and satisfaction to help achieve organizational goals and strategies.
This document provides an overview of human resource management. It discusses why human resources are important for organizations, defining HRM, the evolution of HRM from personnel management to strategic HRM, philosophies of HRM, objectives and major functions of HRM including procurement, development, integration, and maintenance. It also covers the strategic importance of HRM, the link between HRM and firm performance, HRM roles in delivering results based on the Dave Ulrich model, and several models of HRM including the Michigan/matching model, human resource cycle, Harvard model, and Guest model.
The document outlines the key functions and benefits of human resource development (HRD). The main functions of HRD include assessing training needs, designing and delivering training programs, evaluating training programs, and providing career planning and development as well as performance management. The benefits of HRD are that it makes employees more competent by developing their skills, knowledge and attitudes. HRD also improves employee commitment, creates an environment of trust, improves acceptability of change, and leads to greater organizational effectiveness and efficiency.
The document provides an introduction to human resource management. It defines HRM as the study of activities regarding people working in an organization. The objectives of HRM include obtaining the right employees to fulfill strategic goals, creating an encouraging organizational climate, and maintaining performance standards. The functions of HRM encompass strategic planning, staffing, training, compensation, and employee relations. Emerging trends in HRM include a greater strategic role, increased use of technology, and a focus on globalization's impact like higher workforce mobility and skills mismatches.
HUMAN RESOURCES DEVELOPMENT UNIT 1 BY SAI PPT.PPTXsaikoundinya987
This document discusses human resource development (HRD). It defines HRD as the process of developing employee knowledge, skills, and abilities to improve individual and organizational performance. HRD encompasses activities like training, career development, performance management, and organizational development. The document also discusses the meaning and significance of HRD for organizations and employees. It helps ensure employees can perform jobs effectively and achieve career goals, while also improving overall organizational effectiveness.
Fundamentals of Human Resource ManagementAmare_Abebe
Human Resource- is the total of knowledge, skills, creative abilities, talents, aptitudes, values, attitudes & beliefs of an organization’s workforce
HRM views people as an important resource or asset to be used for the benefit of the organization, employees and society. But humans unlike other resources in the context of work and management cause problems.
This document discusses human resource development (HRD) including its key concepts, features, importance, relationship to human resource management, mechanisms, process, outcomes, matrix, interventions, roles of HRD professionals, and competencies required. Some of the main points covered include:
- HRD aims to increase employee knowledge, capabilities and attitudes at all levels through acquiring skills for present and future roles.
- It emphasizes developing human resources and their capabilities for mutual benefit of employees and organization.
- HRD mechanisms include training, performance management, career planning, and organizational development.
- The HRD process involves need assessment, program design, implementation and evaluation.
- Effective HRD leads to outcomes like competent employees, commitment
human resource development and human resource management, and its concept, meaning characteristics and significance in service organizations. it is very useful and resourceful to those who are searching information about the significance of hard and hrm in the service sector.
What is human resource management, Nature, Scope, Objectives and Ethical issu...Sakthi Srinivasan
This document discusses human resource management, including its nature, scope, objectives, and ethical issues. It defines HRM as the process of acquiring, training, evaluating, and compensating employees while also addressing labor relations, health, safety, and fairness concerns. The key functions of HRM are planning, organizing, staffing, directing, and controlling human resources. The objectives of HRM are to help the organization reach its goals, efficiently employ workforce skills, motivate employees, increase job satisfaction, develop quality of work life, and communicate HR policies. Ethical issues in HRM include employment practices, compensation plans, discrimination, performance appraisal, and employee privacy.
This document provides information on human resource management (HRM). It defines HRM as the total knowledge, skills, and abilities of an organization's workforce. It discusses that HRM aims to develop and manage the human element of an enterprise. The document outlines the main functions of HRM such as recruitment, training, performance appraisal, and compensation. It also discusses the nature, scope, objectives and process of HRM. Finally, it compares HRM with personnel management and outlines the role of an HRM manager.
The document discusses various aspects of human resource management including objectives, planning, recruitment, selection, orientation, training, promotion, deployment and superannuation. It defines key terms and describes processes. The objectives of HRM are to utilize human resources effectively, increase employee satisfaction and foster a sense of belongingness. Recruitment aims to attract qualified candidates while selection involves choosing the best applicants. Training enhances employee skills and productivity. Promotion and deployment aim to reward and motivate employees. Superannuation refers to retirement savings and pensions.
Human Resource Development (HRD) involves developing the skills, knowledge and abilities of employees through planned training and organizational development activities. HRD strategies integrate training, development and career development efforts to achieve individual and organizational goals. Major HRD strategies include communications, accountability, quality improvement, cost reduction, entrepreneurship, culture building, and systematic training. The goals of HRD are to enable employee capability, develop relationships between employees and supervisors, and integrate people development with organizational development.
This document discusses human resource management and recruitment. It defines human resource management as planning, organizing, directing, and controlling various human resource functions like recruitment, training, performance evaluation, compensation, and retention to satisfy organizational and individual needs.
It then discusses the objectives, components and importance of recruitment. The key recruitment steps mentioned are planning, searching, screening, evaluation and control. Internal sources include promotions, referrals and external sources involve advertisements, consultants, campus recruitment. Factors affecting recruitment are organization size, employment conditions, growth rate, compensation offered.
Human resource management has evolved over time from a personnel administration function focused on employee welfare to a strategic function. Key developments include the emergence of HRM as a comprehensive model in the 1970s allowing better management of employees. HRM encompasses activities from recruitment to training and development to compensation. The main functions of HRM include planning human resource needs, recruiting and selecting employees, orienting and training new hires, managing compensation and benefits, ensuring performance and career development, and maintaining employee records and government compliance. HRM aims to align human resource strategies with business goals to help organizations gain employee commitment and add value.
Senor subordinate relations and personnel administrationzulfi799
This document discusses personnel administration and its key functions. It defines personnel administration as concerned with managing an organization's human resources from recruitment to retirement. The main objectives of personnel administration are to effectively utilize human resources and maximize individual and group development within the organization. Some key functions discussed are recruitment, selection, performance appraisal, training, and management development. It emphasizes balancing values like merit, leadership, accountability and flexibility in personnel management.
Human resource management is concerned with hiring, motivating, and maintaining the workforce. It deals with issues related to employees such as hiring, training, development, compensation, motivation, communication, and administration. The functions of HRM can be categorized as managerial functions like planning, organizing, directing, coordinating, and controlling or operative functions such as procurement, training, compensation, integration, and maintenance of employees. The overall goal is to ensure employee satisfaction and maximize their contribution to achieving organizational objectives.
This document discusses various aspects of human resource management including recruitment, selection, orientation, training, promotion, and superannuation. It defines recruitment as the process of finding and hiring the right people. Selection is choosing applicants who are best qualified. Orientation welcomes new employees and familiarizes them with their job and workplace. Training teaches employees skills to perform their job. Promotion moves employees to jobs with more responsibility and higher pay. Superannuation provides retirement savings and pensions.
This document discusses human resource management and recruitment. It defines human resource management as planning, organizing, directing, and controlling activities related to procuring, developing, compensating, and integrating employees to satisfy organizational, individual, and societal needs. It outlines the objectives of HRM and components of a human resource management system. It then defines recruitment as the process of attracting job applicants and discusses the objectives, importance, sources, and process of recruitment. The key points covered are internal sources like promotions and referrals versus external sources like advertisements and consultants, and factors that affect recruitment decisions.
This document discusses human resource management and recruitment. It defines human resource management as planning, organizing, directing, and controlling the procurement, development, compensation, and integration of employees to satisfy organizational and individual needs. It outlines the objectives of HRM and components of a human resource management system.
The document then focuses on recruitment, defining it as the process of attracting job applicants. It discusses the internal and external sources of recruitment, including current employees, advertisements, agencies, and colleges. It also outlines the recruitment process and factors that affect recruitment decisions like organization size, community employment conditions, and compensation packages.
The document discusses key aspects of human resource management including definitions, importance, objectives and qualities of good personal managers. It covers topics such as human resource planning, job analysis, recruitment, selection, placement, induction and types of orientation programmes. The objectives of human resource management are outlined as resource utilization, professional growth, better union-management relations, teamwork, identifying future talent and allocating the right people to jobs. Job analysis is defined as a process to identify job duties and skills required to perform jobs effectively. Recruitment aims to attract qualified candidates while selection identifies the best candidates. Placement, induction and orientation programmes help new employees adjust to their roles.
This document outlines the course plan for a Human Resource Management course taught by Abas Mohammed. The course consists of 11 chapters covering topics such as job analysis, recruitment, training, performance appraisal, compensation, and organizational development. Chapter 1 provides an introduction to HRM, defining it as policies and practices that influence employee behavior and performance to help organizations achieve their goals. It discusses HRM functions such as planning, recruiting, selecting, training employees, managing performance, and maintaining good employee relations. The nature, scope, objectives and functions of HRM are also outlined in Chapter 1.
Collective bargaining is a process of negotiation between employers and employee representatives, such as labor unions. It allows both parties to come together to discuss work-related issues and agree on contracts that specify the nature of the employment relationship. Key aspects of collective bargaining include wages, working conditions, employment terms, occupational safety and health issues, and processes for resolving disputes. The goal is to establish fair standards and increase stability and prosperity for both employers and employees through open communication and a flexible problem-solving approach.
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The document provides an introduction to human resource management. It defines HRM as the study of activities regarding people working in an organization. The objectives of HRM include obtaining the right employees to fulfill strategic goals, creating an encouraging organizational climate, and maintaining performance standards. The functions of HRM encompass strategic planning, staffing, training, compensation, and employee relations. Emerging trends in HRM include a greater strategic role, increased use of technology, and a focus on globalization's impact like higher workforce mobility and skills mismatches.
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This document discusses human resource development (HRD). It defines HRD as the process of developing employee knowledge, skills, and abilities to improve individual and organizational performance. HRD encompasses activities like training, career development, performance management, and organizational development. The document also discusses the meaning and significance of HRD for organizations and employees. It helps ensure employees can perform jobs effectively and achieve career goals, while also improving overall organizational effectiveness.
Fundamentals of Human Resource ManagementAmare_Abebe
Human Resource- is the total of knowledge, skills, creative abilities, talents, aptitudes, values, attitudes & beliefs of an organization’s workforce
HRM views people as an important resource or asset to be used for the benefit of the organization, employees and society. But humans unlike other resources in the context of work and management cause problems.
This document discusses human resource development (HRD) including its key concepts, features, importance, relationship to human resource management, mechanisms, process, outcomes, matrix, interventions, roles of HRD professionals, and competencies required. Some of the main points covered include:
- HRD aims to increase employee knowledge, capabilities and attitudes at all levels through acquiring skills for present and future roles.
- It emphasizes developing human resources and their capabilities for mutual benefit of employees and organization.
- HRD mechanisms include training, performance management, career planning, and organizational development.
- The HRD process involves need assessment, program design, implementation and evaluation.
- Effective HRD leads to outcomes like competent employees, commitment
human resource development and human resource management, and its concept, meaning characteristics and significance in service organizations. it is very useful and resourceful to those who are searching information about the significance of hard and hrm in the service sector.
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This document discusses human resource management, including its nature, scope, objectives, and ethical issues. It defines HRM as the process of acquiring, training, evaluating, and compensating employees while also addressing labor relations, health, safety, and fairness concerns. The key functions of HRM are planning, organizing, staffing, directing, and controlling human resources. The objectives of HRM are to help the organization reach its goals, efficiently employ workforce skills, motivate employees, increase job satisfaction, develop quality of work life, and communicate HR policies. Ethical issues in HRM include employment practices, compensation plans, discrimination, performance appraisal, and employee privacy.
This document provides information on human resource management (HRM). It defines HRM as the total knowledge, skills, and abilities of an organization's workforce. It discusses that HRM aims to develop and manage the human element of an enterprise. The document outlines the main functions of HRM such as recruitment, training, performance appraisal, and compensation. It also discusses the nature, scope, objectives and process of HRM. Finally, it compares HRM with personnel management and outlines the role of an HRM manager.
The document discusses various aspects of human resource management including objectives, planning, recruitment, selection, orientation, training, promotion, deployment and superannuation. It defines key terms and describes processes. The objectives of HRM are to utilize human resources effectively, increase employee satisfaction and foster a sense of belongingness. Recruitment aims to attract qualified candidates while selection involves choosing the best applicants. Training enhances employee skills and productivity. Promotion and deployment aim to reward and motivate employees. Superannuation refers to retirement savings and pensions.
Human Resource Development (HRD) involves developing the skills, knowledge and abilities of employees through planned training and organizational development activities. HRD strategies integrate training, development and career development efforts to achieve individual and organizational goals. Major HRD strategies include communications, accountability, quality improvement, cost reduction, entrepreneurship, culture building, and systematic training. The goals of HRD are to enable employee capability, develop relationships between employees and supervisors, and integrate people development with organizational development.
This document discusses human resource management and recruitment. It defines human resource management as planning, organizing, directing, and controlling various human resource functions like recruitment, training, performance evaluation, compensation, and retention to satisfy organizational and individual needs.
It then discusses the objectives, components and importance of recruitment. The key recruitment steps mentioned are planning, searching, screening, evaluation and control. Internal sources include promotions, referrals and external sources involve advertisements, consultants, campus recruitment. Factors affecting recruitment are organization size, employment conditions, growth rate, compensation offered.
Human resource management has evolved over time from a personnel administration function focused on employee welfare to a strategic function. Key developments include the emergence of HRM as a comprehensive model in the 1970s allowing better management of employees. HRM encompasses activities from recruitment to training and development to compensation. The main functions of HRM include planning human resource needs, recruiting and selecting employees, orienting and training new hires, managing compensation and benefits, ensuring performance and career development, and maintaining employee records and government compliance. HRM aims to align human resource strategies with business goals to help organizations gain employee commitment and add value.
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Human resource management is concerned with hiring, motivating, and maintaining the workforce. It deals with issues related to employees such as hiring, training, development, compensation, motivation, communication, and administration. The functions of HRM can be categorized as managerial functions like planning, organizing, directing, coordinating, and controlling or operative functions such as procurement, training, compensation, integration, and maintenance of employees. The overall goal is to ensure employee satisfaction and maximize their contribution to achieving organizational objectives.
This document discusses various aspects of human resource management including recruitment, selection, orientation, training, promotion, and superannuation. It defines recruitment as the process of finding and hiring the right people. Selection is choosing applicants who are best qualified. Orientation welcomes new employees and familiarizes them with their job and workplace. Training teaches employees skills to perform their job. Promotion moves employees to jobs with more responsibility and higher pay. Superannuation provides retirement savings and pensions.
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This document discusses human resource management and recruitment. It defines human resource management as planning, organizing, directing, and controlling the procurement, development, compensation, and integration of employees to satisfy organizational and individual needs. It outlines the objectives of HRM and components of a human resource management system.
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The document discusses key aspects of human resource management including definitions, importance, objectives and qualities of good personal managers. It covers topics such as human resource planning, job analysis, recruitment, selection, placement, induction and types of orientation programmes. The objectives of human resource management are outlined as resource utilization, professional growth, better union-management relations, teamwork, identifying future talent and allocating the right people to jobs. Job analysis is defined as a process to identify job duties and skills required to perform jobs effectively. Recruitment aims to attract qualified candidates while selection identifies the best candidates. Placement, induction and orientation programmes help new employees adjust to their roles.
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2. HRM
• Human: refers to the skilled workforce in an organization.
• Resource: refers to limited availability or scarce.
• Management: refers how to optimize and make best use of such limited or scarce
resource so as to meet the organization goals and objectives.
• HRM called Personnel Management, consists of all the activities undertaken by
an enterprise to ensure the effective utilization of employees toward the
attainment of individual, group, and organizational
3. DEFINITION AND CONCEPTS
• the administration of human resources .
• aims to utilize human resources effectively.
• proper utilisation of available skilled workforce and also to make efficient use of
existing human resource in the organisation.
• mainly denotes managing employees and recognising their needs to maintain an
optimistic work culture.
• employing people, developing their resource, utilizing maintaining and
compensating their services in tune with the job and organizational requirements
4. • the total knowledge, skills, competencies, intelligence, values, attitude and
aptitudes of the employees working in an organisation. With the growing
importance of manpower in the organisation, its management is also crucial to
retain good skill and talent.
• HRM is a management function that helps managers recruit, select, train and
develops manpower for an organisation.
• employees remuneration, motivation and growth.
• a set of policies practices and programmes designed to maximise both personal
and organisational goals.
• the process of binding people and organisations together so that the objectives
of each are achieved.
5. • employing people, developing their resource, utilizing maintaining and
compensating their services in tune with the job and organizational requirements
• a set of policies practices and programmes designed to maximise both personal
and organisational goals.
• process of binding people and organisations together so that the objectives of
each are achieved.
• the administration of human resources.
• denotes managing employees and recognizing their needs to maintain an
optimistic work culture
• comprehensive approach to managing employees and an organization’s culture
and environment. It focuses on the recruitment, management, and general
direction of the people who work in an organization.
6. • tactical approach which deals with acquisition, training and development,
orientation , motivation and retention of personnel in an organisation.
• powerful tool for any organisation to succeed. It is a continuous and never-ending
process.
• planning, organizing, directing, controlling of procurement, development,
compensation, integration, maintenance and separation of human resources to
the end that individual, organizational and social objectives are achieved.
Example :
• in present situation is, construction industry has been facing serious shortage of
skilled workforce. It is expected to triple in the next decade from the present 30
per cent, will negatively impact the overall productivity of the sector, warn
industry experts.
8. HRM AIM
• Manpower planning i.e. determining how many employees with what kind of
qualifications they need for each activity.
• Effective recruitment and placement of employees in all departments and levels.
• Constant training and development of employees to help them work effectively.
• Motivating employees by promising them financial and welfare incentives.
• Remunerating employees adequately to keep them loyal towards the
organization.
9. • Ensuring availability of dedicated workforce
• Motivate human resource
• Maintain high morale
• Develop Potential Integration of objectives
• Maintain desirable working relationships
• Attainment of social objectives
10. HRM OBJECTIVES
• To help the organisation to attain its goals effectively and efficiently by providing
competent & motivated employees.
• To utilize the available human resource effectively
• To increase to the fullest, the employees job satisfaction and self-actualisation
• To develop and maintain the quality of work life which makes employment’s in
the organisation a desirable personal and social situation
• To help maintain ethical policies and behaviours inside and outside the
organisation
• To establish and maintain cordial relations between employees and management
11. • To reconcile individual/group goals with organisational goals
• To help the organisation attain its goals by providing well trained and well-
motivated employees.
• To employee the skills and knowledge of employees efficiently and effectively, i.e.
to utilize human resource effectively.
• To enhance job satisfaction and self-actualization of employees by encouraging
and assisting every employee to realise his/her full potential.
• To establish and maintain productive, self-respecting and internally satisfying
working relationships among all the members of the organisation.
• To bring about maximum individual development of members of the organisation
by providing opportunities for training and advancement.
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• to ensure efficient team integration. Human resources should provide a tool that
facilitates easier communication and makes coordination smoother.
12. • To help the organization reach its goal
• To employ the skills and abilities of the workforce efficiently
• To provide the organization with well trained & well motivated employees
• To increase employees job satisfaction and self-actualization (stimulate employees to
realize their potential)
• To develop & maintain a quality of work life.
• To communicate HR policies to all employees.
• To be ethically & socially responsive to the needs of the society (ensuring compliance
with legal & ethical standards)
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app.
• A major aim of HR is to keep things in the correct direction and keep diversions and
negativity away. In order for this to happen the employees must be encouraged and
motivated the whole time.
• In order to motivate employees, there is nothing better than workforce empowerment.
This can be done with the help of tools such as a portal of employee self-service that
will also save HR efforts also.
13. • To provide an opportunity for expression & voice in management
• To provide fair, acceptable & efficient leadership
• To establish sound organizational structure & desirable working relationships.
• Help the organization achieve its goals by providing and maintaining productive
employees.
• Efficiently make use of the skills and abilities of each employee.
• Make sure employees have or receive the proper training.
• build and maintain a positive employee experience with high satisfaction and
quality of life, so that employees can contribute their best efforts to their work.
• Effectively communicate relevant company policies, procedures, rules and
regulations to employees.
• Maintaining ethical, legal and socially responsible policies and behaviours in the
workplace.
• Effectively manage change to external factors that may affect employees within
the organization.
14. • To creates an efficient organizational structure of management hierarchies. In
other words, it divides organizations into various levels and departments
depending on the nature of work, responsibilities, accountability, etc.
• facilitates the maximum potential for human development on all fronts. It
basically does this be helping employees advance through training and
personality development.
• helps employees advance on social fronts by providing them with welfare
services in the form of perks, insurance, financial incentives, etc.
• tries to reconcile the goals of individual employees with those of the
organization.,
• motivates employees to loyal towards the organization they work in.
15. • to fulfil the company’s goals. For an effective and efficient HRM, it is important to
utilize human resources to accomplish the company’s requirements and
objectives. In order to be successful in achieving organizational objectives, HR
needs an efficient plan and implementation.
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Study Smarter app.
• When it is about managing human resources efficiently and following goals,
employees and the environment in which they work are important factors. The
HR manager must be active in creating strategies to facilitate enhanced work
culture.
• With effective training and offering future opportunities, employees are more
organized and they feel comfortable and safe. Effective employment is greatly
associated with training practices. Therefore, offering such opportunities will be a
good step for the management of the workforce.
16. Functional objectives:
• Guidelines used to keep HR functioning properly within the organization as a
whole.
• making sure that all of HR's resources are being allocated to their full potential.
• HRM ensures that every department is supplemented with the employees
possessing the required set of skills and talent, at the desired cost.
• provides for the optimum utilisation of the human capital
17. Societal objectives:
• Employment opportunities multiply.
• Eliminating waste of human resources through conservation of physical and
mental health.
• Scare talents are put to best use. Companies that pay and treat people well
always race ahead of others and deliver excellent results
18. Personal objectives:
• Resources used to support the personal goals of each employee.
• offering the opportunity for education or career development as well as
maintaining employee satisfaction.
• To ensure employee’s long-term association with the organisation and to
enhance employee’s commitment and contribution towards the organisation,
HRM helps the employees to reach their personal goals
19. Organizational objectives:
• Actions taken that help to ensure the efficiency of the organization. This includes
providing training, hiring the right number of employees for a given task or
maintaining high employee retention rates.
• human resource management is not an independent unit, but it is a department
which aims at facilitating the other departments of the organisation to function
smoothly.
20. Professional objective :
Developing people on continuous basis to meet challenge of their job.
• Promoting team- work and team-spirit among employees.
• Offering excellent growth opportunities to people who have the potential to rise.
• Providing environment and incentives for developing and utilizing creativity.
22. • Human resource planning-fill various position
• Recruitment & Selection- develop a pool(team) of candidates
• Job Design-define task, assign authority & responsibility
• Training & Development- helps in developing key competencies
• Appraisal of performance-systematic assessment & evaluation of workforce
• Motivation of workforce- develop enthusiastic workforce
• Remuneration of employees-focuses on fair, consistent & equitable
compensation (Compensation is a systematic approach to providing monetary
value to employees in exchange for work performed. Compensation may achieve
several purposes assisting in recruitment, job performance, and job satisfaction.)
• Social security & Welfare of employees-working conditions, transport, medical
assistance etc
• Review & audit of personnel policies- ensures reliable HR policies
• Industrial labour relation- ensures healthy union management relationship e.g.:
settlement of dispute
23. • The Labour or Personnel Aspect: HRM is concerned with manpower planning,
recruitment, selection, placement, transfer, promotion, training and
development, lay-off and retrenchment, remuneration, incentives, productivity,
etc.
• Welfare Aspect: HRM deals with working conditions, and amenities such as
canteen, creches, rest and lunch rooms, housing, transport, medical assistance,
education, health and safety, recreation facilities, etc.
• Industrial Relations Aspects: HRM covers union-management relations, joint
consultation, collective bargaining, grievance and disciplinary actions, settlement
of disputes, etc.
25. • Fulfil the Human Resource Requirement: fills in the gap between the vacancies
in the organisation and the suitable candidates for such positions.
• Employee Retention: concentrates on the maintenance and retention of the
human capital.
• Enhance the Quality of Work Life: continuous enhancement of the job facilities,
hence improving the quality of employee’s work life.
• Redressing Grievance and Conflict: problems among employees or with the
management since it is essential for any organisation to resolve its internal
conflicts and grievances to ensure a sound and co-operative work environment.
• Employee Satisfaction and Welfare: HRM works for the welfare, safety and
security of the organisation. It is majorly concerned about the level of satisfaction
derived by an employee from his job.
26. • Achieving Organizational Goals: To reach the set objectives and targets on time,
it is necessary to direct the employee’s efforts towards the organisational goals.
All this is possible only through the practice of human resource management.
• Long-term Existence in the Market: As we all know that employees are the
inevitable part of any organisation, therefore to survive in the competition, it is
imperative that the organisation brings HRM into functioning.
• Developing Team Spirit and Feeling of Belongingness: It brings together the
different employees as a team to accomplish the goals of the organisation. HRM
also make the employees feel valuable to the organisation.