This document provides an overview of human resource management. It discusses managerial functions like planning, organizing, directing, and controlling. It also outlines operative HR functions such as recruitment, training, remuneration, motivation, and separation. Additionally, it compares personnel management and HRM, discusses strategic HRM and the roles of HR managers, and examines the impact of globalization on HR policies and practices.

1. HUMAN RESOURCE
MANAGEMENT
PRESENTED BY
K.BALASRI PRASAD
B.Sc(KU), M.B.A(OU), NET(UGC)
ASSOCIATE PROFESSOR IN 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.

5. Managerial Functions

6. 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.

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

8. Directing
The directing function of the HR manager involves
encouraging people to work willingly and effectively for
the goals of the organization.
The efforts of all the employees have to directed
towards achieving Organizational goals.

9. Controlling
Controlling helps to evaluate and control the
performance of the department in terms of various
operative functions.
 The errors and mistakes of the employees have to be
resolved by providing appropriate solution. The same
mistake should not be repeated next time in the
Organization.

10. Operative Functions

11. Recruitment
The process by which a job vacancy is identified and
potential employees are notified.
The nature of the recruitment process is regulated and
subject to employment law.
Main forms of recruitment through advertising in
newspapers, magazines, trade papers and internal
vacancy lists.

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

13. Remuneration
Concern with determination and equitable
remuneration of employees in the organisation to the
goals.

14. 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.

15. 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.

16. Records and statistics
Keeps employee training records
Achievement records
Transfer and promotion records
Absenteeism and labour turnover records

17. Industrial relations

18. Separation
Ensure the release of retirement benefits
Requirements of the employee like Experience
certificate, Appreciation letter etc.

19. Difference Between HRM and PM
S.No Dimension PM HRM
1 Employment contract Careful dimension of
written contract
Aim to go beyond
contract
2 Rules Importance of devising
clear rules
Impatience with
rules
3 Guide to
management action
Procedures Business need
4 Behaviour referent Norms/ customs &
practices
Values/mission
5 Managerial task
vis-à-vis labour
Monitoring Nurturing
6 Key relations Labour Customer
7 Initiatives Piecemeal Integrated
8 Speed of decision Slow Fast

20. Difference Between HRM and PM
S.No Dimension PM HRM
9 Management role Transactional Transformational
10 Communication Indirect Direct
11 Management skill Negotiation Facilitation
12 Selection Separate Integrated
13 Pay Job evaluation Performance related
14 Conditions Separately
negotiated
Harmonisation
15 Labour management Collective
bargaining
contracts
Individual contracts
16 Job categories and
grades
Many Few
17 Job design Division of
labour
Team work

21. Difference Between HRM and PM
S.No Dimension PM HRM
18 Conflict handling Temporary Climate & culture
19 Training &
Development
Controlled courses Learning
Organization
20 Focus for attention
for interventions
Personnel
procedures
Cultural &
structural
strategies
21 Respect for
employees
Labour – a tool –
expendable &
replaceable
People are assets &
to be used for
benefit of
organization
22 Shared interests Organization
interest is
uppermost
Mutuality of
interests
23 Evolution Precedes HRM Latest

22. Strategic Human Resource Management
(SHRM)

23. SHRM Definition
Link all HR Activities to the Organization's
Strategic Objectives
“Strategic HRM is an approach that defines how the
organization’s goals will be achieved through people by
means of HR strategies and integrated HR policies and
practices.”

24. Basics Of Strategic HRM
HR Programs to enhance overall organizational
performance
HR in organization strategic planning from start
Pro-actively participate in big picture decision
making
Redesign organizations and the work processes
Measure financial results of all HR activities

25. Roles of the HR Manager
Four key roles for HR managers:
(1)Strategic Partner
(2)Administrative Expert
(3)Employee Advocate
(4)Change Agent

26. (1)Strategic Partner
Ability to translate business strategy into action
HRM part of the business team
Know the business: The Bottom-Line
 Add value
Measure performance
Provide Professional advise
Make the line managers job easier

27. “A business with HRM involved at
strategic level has a competitive
advantage”

28. (2)Administrative Expert
Efficiency of HRM (Cost)
Effective management of HR Activities (Quality)
Re-engineer HR processes using technology and innovation
Create value
Measure HR activity results in terms above

29. (3)Employee Advocate
Meet the needs of employees
Being fair and principled
Assuring employees their voice is being heard
Assist employees find new resources so that they can
perform their jobs better

30. (4)Change agent
Agent for change & cultural transformation - Catalyst for
change
Leading Change (Including in HR)
Problem Solving
Communication
Influencing and convincing skills
Cultural Transformation
Culture of excellence
Excellent leadership, planning, processes, people, customer satisfaction,
measurement and analysis

31. Other inter-related roles
Legal Expert
HR functional expert
Talent manager
Organization ambassador
Board & senior executive resource

32. Role of Globalization in HR Policy and Practice
The Globalization is defined as the process of moving resources
like Technology, People, Finance, Products, Services etc.,
beyond national scale to other countries or to other markets
around the globe.
The HR policies and practices in the globalized world need to
have a cohesive and coherent strategy.
Ethnocentric staffing involves using parent country nationals
to staff higher level foreign positions.
Polycentric staffing uses host-country nationals throughout
the organization.
Geocentric staffing focuses on best among the host-country
nationals, parent country nationals and third country nationals to
fit into the position.

33. Manpower hiring has transformed into Polycentric in
nature to exploit the markets as they believe local talent
have the better understanding of local market
requirements.
It is very important for HR manager to understand the
Political and Legal frame to start a business operation in
any country as it will help to draft the policies in
accordance with the rules and regulations.
Issues arising about Remuneration at local talent differ
from parent country where it is headquartered.