Topics Covered: A Productive Workforce An Enabling Work Environment A Sustainable Workforce

1. Human Resource
Management (HRM):
An Overview

2. Content:
•The Origins of HRM
•Aims of HRM
•The Driving Forces for HRM
•Issues of HRM

3. Defining HRM
• According to Flippo, ‘Personnel Management, or say, human
resources management is the planning, organizing, directing and
controlling of the procurement, development, compensation,
integration, maintenance, and separation of human resources to the
end, that individual, Organizational and social objectives are
accomplished”.
• HRM can be defined as a process of procuring, developing and
maintaining competent resources in the organization so that goals of
an organization are achieved in an effective and efficient manner. In
other words HRM is an art of managing people at work in such a
manner that they give best to the organization.

4. The Origins of HRM
• Awareness regarding HRM was felt during the industrial revolution around
1850 in Western Europe and U.S.A.
• HRM originated and can be classified as:
• Trade Union Movement Era
• Social Responsibility Era
• Scientific Management Era
• Human Relations Era
• Behavioural Science Era
• Systems Approach Era
• Contingency Approach Era

5. The Origins of HRM
 Frederick W. Taylor, the father of scientific
management, summarized scientific management as:
 Science
 Harmony
 Cooperation
 Maximum output
 Industrial psychology, initiated in 1913, focused on:
 The worker
 Individual differences
 The maximum well being of the worker

6. The Origins of HRM
 Personnel departments were created to deal with:
 Drastic changes in technology
 Organizational growth
 The rise of unions
 Government intervention
concerning working people
 Around the 1920s, more organizations
noticed and acted on employee-management conflict

7. The Origins of HRM
 The Hawthorne studies (1924 to 1933):
 Were to determine the effects of
illumination on workers and their output
 Rather, it pointed out the importance of
social interaction on output and satisfaction
 Until the 1960s, the personnel function was concerned
only with blue-collar employees
 File clerk, house-keeper, social worker, firefighter, and
union trouble defuser

8. Aims of HRM
• HRM objectives are four fold
• Societal Objectives: To be ethically and socially responsible to the needs
and challenges of the society while minimizing the negative impact of such
demands upon the organization. Example - Legal compliance, union
management, benefits
• Organizational Objectives: To recognize the role of HRM in bringing about
organizational objectives. Example-HRP, Employee relation, Selection, TRD,
PA etc
• Functional Objectives: To maintain the department’s contribution at a level
appropriate to the organization’s needs. Ex-Recruitment, selection, PA etc
• Personal Objectives: To assist employees in achieving their personal goals,
at least insofar as these goals enhance the individual’s contribution to the
organization. Ex-TRD, Placement, compensation, assessment

9. Aims of HRM
 Increasing employees’ job satisfaction and self-
actualization
 Employees must feel that the job is right for their
abilities and that they are being treated equitably
 Satisfied employees are automatically more productive
 However, unsatisfied employees tend to be absent
and quit more often and produce lower-quality work
 Both satisfied and dissatisfied employees can perform
equally in quantitative terms

10. Aims of HRM
 Quality of work life (QWL) is a general concept that
refers to several aspects of the job, including:
 Management and supervisory style
 Freedom and autonomy to make decisions on the job
 Satisfactory physical surroundings
 Job safety
 Satisfactory working hours
 Meaningful tasks
 The job and work environment should be structured to
meet as many workers’ needs as possible

11. Aims of HRM
 Communicating HRM policies to
all employees:
 HRM policies, programs, and procedures must be
communicated fully and effectively
 They must be represented to outsiders
 Top-level managers must understand what HRM can
offer

12. Aims of HRM
 Maintaining ethical policies and socially responsible
behavior:
 HRM managers must show by example that HRM
activities are fair, truthful, and honorable
 People must not be discriminated against
 Their basic rights must be protected
 These principles should apply to all activities in the
HRM area

13. Aims of HRM
 Managing increased urgency and faster cycle times:
 Firms are placing a growing emphasis on:
 Increasing customer service
 Developing new products and services
 Training and educating technicians, managers,
and decision makers
 Shorter cycle times mean less time to:
 Train, educate, and assign managers
 Recruit and select talented people
 Improve the firm’s image
 Learning provides a framework for decreasing
cycle time

14. • Forces
FIRM
Organization
Structure
HRM
Mission and
Strategy
Economic
Forces
Political
Forces
Cultural
Forces
The Driving Forces for HRM

15. The Driving Forces for HRM
• HRM has been driven by practitioners - people involved in practical
people management - and then attracted wider attention; or if it is a
creation of academics and consultants
• The practitioners involved in the introduction of HRM are often line or
general managers rather than personnel managers. Clearly, there are
many 'stakeholders' in HRM:
• Managerialists (...)
• Senior managers (...)
• Academics (...)
• The personnel profession

16. The Driving Forces for HRM
• Speed of Expansion
fast-developing economies put pressure on the human resource system
and staff to plan, prepare and execute HR activities including preparing
recruitment and selection strategies, sourcing talent and setting up
local and companywide organizational structures.
Changing Perception of Human Resources
desire for consistency in processes and activities like hiring, talent
levels, employee training, compensation and motivation across
boundaries. The varying employment laws around the world present
challenges, but the goal is to achieve as much consistency as possible.

17. The Driving Forces for HRM
• Culture and Communication
Closely related factors of culture and communication are driving forces.
Global companies typically want to respect and even take advantage of
diverse cultures in their global locations. However, they also want to
develop a consistent company culture by focusing on at least a few
shared values. Communication using virtual technology causes many
companies to structure around global functional teams. Accounting
staff might collaborate across all global offices, for instance. To operate
this way, virtual team training and diversity training are often
necessary.

18. Issues of HRM
•The corporations of tomorrow
•Information age
•Diversity
•Social Responsibility

19. Issues of HRM
• CORPORATIONS OF TOMORROW:
Future is a two fold effect:
 Generation of employment
 Industrial restructuring
•A majority of people will be connected to the IT infrastructure.
•A learning culture will be festered by the technologies that serve,
entertain and help people to do the work.

20. Issues of HRM
• INFORMATION AGE
• Information has heralded a new way of
doing business.
• It has the power to change the well-
trenched business paradigms to link and
connect people and enable the exchange
of products, services and capital.

21. Issues of HRM
• SOCIAL RESPONSIBILITY
1. Acquisition of technology
2. Adaptation of technology
3. Utilization of technology
4. Improvement and development of
technology

22. Issues of HRM
• Open communication with employees
• Internal assessment : To communicate problems and issues with
management team.
• External assessment : Personal relationship with other organizational
members and employees.
• Projections : Economic development, demographic & tends of
biological & physical resources are also helpful to managers.
• Improved training & development programs
• Motivating through compensation & benefit practices.