You will get the basic concept about HRM

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Welcome To Our Presentation
Presentation on
The Strategic Role of
Human Resource Management
Prepared by
Nayon Kumar Sarker
BBA, IUBAT.

2. There is no best way to manage people and no manager has formulated how
people can be managed effectively, because people are complex beings
with complex needs. Effective HRM depends very much on the causes and
conditions that an organizational setting would provide. Any Organization
has three basic components, People, Purpose, and Structure.
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 Human resource management (HRM)
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.
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3. The primary objective of HRM is to ensure the availability of competent and
willing workforce to an organization.
The specific objectives include the following:
 Human capital : assisting the organization in obtaining the right number
and types of employees to fulfill its strategic and operational goals
 Developing organizational climate: helping to create a climate in which
employees are encouraged to develop and utilize their skills.
 Helping to maintain performance standards and increase productivity
through effective job design.
 Helping to establish and maintain a harmonious employer/employee
relationship
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4.  Helping to create and maintain a safe and healthy work environment
 Developing programs to meet the economic, psychological, and social
needs of the employees
 To provide organization with well-trained and well-motivated employees
 To increase the employees satisfaction and self-actualization
 To develop and maintain the quality of work life
 To communicate HR policies to all employees.
 To help maintain ethical polices and behavior.
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5. The above stated HRM objectives can be summarized under four specific
objectives: societal, organizational, functional and personnel.
1) Societal Objectives: seek to ensure that the organization becomes socially
responsible to the needs and challenges of the society while minimizing
the negative impact of such demands upon the organization.
2) Organizational Objectives: it recognizes the role of HRM in bringing
about organizational effectiveness. It makes sure that HRM is not a
standalone department.
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6. 3) Functional Objectives: is to maintain the department’s contribution at a
level appropriate to the organization’s needs
4) Personnel Objectives: it is to assist employees in achieving their personal
goals, at least as far as these goals enhance the individual’s contribution to
the organization.
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7.  Hire the wrong person for the job
 Experience high turnover
 Have your people not doing their best
 Waste time with useless interviews
 Have your company in court because of discriminatory actions
 Have some employees think their salaries are unfair and inequitable
relative to others in the organization
 Allow a lack of training to undermine your department’s effectiveness
 Commit any unfair labor practices
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8.  Line manager
◦ A manager who is authorized to direct the work of subordinates and is
responsible for accomplishing the organization’s tasks.
 Staff manager
◦ A manager who assists and advises line managers.
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9.  A line function
◦ The HR manager directs the activities of the people in his or her own
department and in related service areas (like the plant cafeteria).
 A coordinative function
◦ HR managers also coordinate personnel activities, a duty often referred
to as functional control.
 Staff (assist and advise) functions
◦ Assisting and advising line managers is the heart of the HR manager’s
job.
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10.  Authority
◦ The right to make decisions, direct others’ work, and give orders.
 Implied authority
◦ The authority exerted by an HR manager by virtue of others’ knowledge
that he or she has access to top management.
 Line authority
◦ The authority exerted by an HR manager by directing the activities of
the people in his or her own department and in service areas.
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11.  HR must take responsibility for:
◦ Clearly defining how management should be treating employees.
◦ Making sure employees have the mechanisms required to contest unfair
practices.
◦ Represent the interests of employees within the framework of its
primary obligation to senior management.
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12.  Recruiters
◦ Search for qualified job applicants.
 Job analysts
◦ Collect and examine information about jobs to prepare job descriptions.
 Compensation managers
◦ Develop compensation plans and handle the employee benefits program.
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13.  Training specialists
◦ Plan, organize, and direct training activities.
 Labor relations specialists
◦ Advise management on all aspects of union–management relations.
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14. Figure 1–1
Source: Adapted from BNA Bulletin to Management, June 29, 2000.
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15. Figure 1–2
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16.  Globalization
 Technological Advances
 Exporting Jobs
 The Nature of Work
 Workforce Demographics
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17.  Strategy
◦ The company’s long-term plan for how it will balance its internal
strengths and weaknesses with its external opportunities and threats to
maintain a competitive advantage.
◦ Top management wants to see, precisely, how the HR manager’s plans
will make the company more valuable.
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18.  The HR Scorecard
◦ Shows the quantitative standards, or “metrics”
the firm uses to measure HR activities.
◦ Measures the employee behaviors resulting
from these activities.
◦ Measures the strategically relevant
organizational outcomes of those employee
behaviors.
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19.  Generate more job applicants
 Screen candidates more effectively
 Provide more and better training
 Provide a safer work environment
 Produce more qualified applicants per position
 More employees are hired based on validated selection tests
 Provide more hours of training for new employees
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20.  Benefits of technological applications for HR
◦ Intranet-based employee portals through which employees can
self-service HR transactions.
◦ The availability of centralized call centers staffed with HR
specialists.
◦ Increased efficiency of HR operations.
◦ The development of data warehouses of HR-related
information.
◦ The ability to outsource HR activities to specialist service
providers.
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21. Figure 1–8
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22. Human Resource Management is the management function that helps the
managers to plan, recruit, select, train, develop, remunerate and maintain
members for an organization. HRM has four objectives of societal,
organizational, functional and personal development. An organization
must have set policies; definite procedures and well defined principles
relating to its personnel and these contribute to the effectiveness,
continuity and stability of the organization.
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