Hr Presentation

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Hr Presentation

  1. 1. FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT
  2. 3. Definition by Edwin B Flippo <ul><li>HRM means, “a process of planning, organizing, directing and controlling of recruitment, selection, development (training), compensation, integration, maintenance and separation of manpower of personnel or employees in an organization to achieve the individual, organizational and social goals/objectives/aims.” </li></ul>
  3. 4. Other definitions <ul><li>Personnel Management is a set of programs, functions and activities designed to maximize both personal and organizational goals-Carrell and Kuzmits </li></ul><ul><li>Another definition says that “HRM or Personnel Management is a set of activities focusing on effective and efficient use of Human Resources in an organization”. </li></ul><ul><li>Simply speaking, HRM is the process of bringing people and organizations together so that the goals of each are met </li></ul>
  4. 5. HRM is <ul><li>Action oriented-rather than record-keeping, rules and procedures oriented. Human problems cannot be solved by legal approach, they need humane approach. </li></ul><ul><li>Individually oriented-rather than collective oriented. It is concerned about individual’s needs, development, efficiency, goals and satisfaction. </li></ul><ul><li>Future oriented-rather than retrospective oriented. HRM is concerned with molding people for future requirement (future objectives) of the organization </li></ul><ul><li>Two-way oriented-rather than one-way oriented. There is goal congruence between individuals and organizations. </li></ul>
  5. 6. Definition of Personnel / HRM Department <ul><li>It is a unit of an organization which carries out planning, organizing, directing and controlling of recruitment, selection, development (training), compensation, integration, maintenance and separation of manpower or personnel or employees in an organization to achieve the individual, organizational and social goals/objectives/aims </li></ul>
  6. 7. Approaches to HRM <ul><li>Mechanical approach -no difference between men and machines. Workers are hired as cheaply as possible and discarded after exploitation. Time-study, motion-study and incentive wages are used widely in this approach </li></ul><ul><li>Other features-production is the only concern-influenced by scientific management concepts </li></ul><ul><li>Other names-Closed system approach, Commodity approach, Factor of production approach </li></ul>
  7. 8. Two types of functions in HRM <ul><li>Managerial functions – Planning, Organizing, Directing, Controlling </li></ul><ul><li>Operative functions – Recruitment, Selection - Development (Training)-Compensation – Integration – Maintenance - Separation </li></ul>
  8. 9. Approaches to HRM <ul><li>Paternalistic Approach -management assumes a fatherly and protective attitude towards employees in meeting their needs and wants just like a father does to his children </li></ul><ul><li>Emphasis-on company stores, housing, recreation and other facilities </li></ul>
  9. 10. Approaches to HRM <ul><li>Systems Approach -input-process-output-feedback </li></ul><ul><li>Input -Company objectives, Strategies, Policies & Procedures-Org structure-Decision making process-Society-Trade Unions-Law-Competitors-Politics-Government-Youth-International Business-Technology-Shareholders-Financial Institutions-Customers-Suppliers-Line Departments </li></ul>
  10. 11. Approaches to HRM <ul><li>Process -Procurement-Training & Development-Performance appraisal-Compensation-Integration-Maintenance </li></ul><ul><li>Output -Individual need satisfaction and efficiency-Organizational efficiency-Social need fulfillment </li></ul>
  11. 12. <ul><li>under valued </li></ul><ul><li>under trained </li></ul><ul><li>under utilized </li></ul><ul><li>poorly motivated </li></ul><ul><li>perform well below their true capability </li></ul>IN ABSENCE OF GOOD HRM, PEOPLE ARE:-
  12. 13. <ul><li>HR PLANNING </li></ul><ul><li>RECRUITMENT AND SELECTION </li></ul><ul><li>TRAINING AND DEVELOPMENT </li></ul><ul><li>MOTIVATION FUNCTION </li></ul><ul><li>COMPENSATION AND BENEFITS </li></ul><ul><li>CAREER AND SUCCESSION PLANNING </li></ul><ul><li>PERFORMANCE APPRAISAL </li></ul><ul><li>REWARD AND RECOGNITION </li></ul><ul><li>QUALITY MANAGEMENT </li></ul><ul><li>HR AUDIT </li></ul>IMPORTANT HR FUNCTIONS
  13. 14. HUMAN RESOURCE PLANNING CURRENT WORKFORCE FUTURE WORK FORCE GAP The process to determine how organization should move from current manpower to desired manpower position
  14. 15. Human Resource Planning Steps 1)Estimating future organizational structure and manpower requirements 2)Auditing Human resources 3)Planning job requirements and job descriptions 4)Developing a human resource plan
  15. 16. JOB ANALYSIS JOB DESCRIPTION JOB SPECIFICATION JOB EVALUATION
  16. 17. JOB ANALYSIS Analysis of job in detail and includes job description and job specification <ul><li>IT PROVIDES INFORMATION ON: </li></ul><ul><li>Educational qualifications, training, experience, skills, traits, attitudes required to perform a job. </li></ul><ul><li>Structure and design of the job </li></ul><ul><li>Plans for future human resource requirement and career planning </li></ul><ul><li>Placement of the right person on the right job to utilize skills optimally </li></ul><ul><li>Setting up performance standards </li></ul>
  17. 18. Applications of job analysis: 1)Preparation of job descriptions 2)Preparation of job specifications 3)Development of Key Result Areas (KRAs) which state clear goals and targets for the job holder 4)Design of training programmes based on the knowledge and skills required 5)Development of Compensation structure 6)Strategic Planning
  18. 19. JOB DESCRIPTION It is job objective and the principal activities required to perform the job. This data is useful for the new entrant as well as for drafting an advertisement for recruitment to the position. JOB SPECIFICATION It provides information on the educational qualifications, experience, critical skills, special knowledge, abilities and aptitudes required to perform the job.
  19. 20. JOB EVALUATION It is process to determine in a systematic manner the comparative worth of job in an organization. Job evaluation is a practical technique, designed to enable trained and experienced staff to judge the size of one job relative to others. It does not directly determine pay levels, but will establish the basis for an internal ranking of jobs It aims at “equal pay for equal work”
  20. 22. RECRUITMENT AND SELECTION Recruitment deals with finding the applicants, communicating opportunities and information and generating interest Selection is a systematic process of choosing among the pool of candidates the best qualified potential candidate who is most likely to perform the job successfully.
  21. 23. RECRUITMENT PROCESS MANPOWER PLANNING JOB ANALYSIS JOB DESCRIPTION JOB SPECIFICATION PERSONAL SPECIFICATION
  22. 24. IDENTIFICATION OF VACANCIES PREPARATION OF BUDGET PREPARATION AND PUBLICATION OF INFORMATION RECEIPT OF APPLICATION FORM DECIDING METHOD/S OF RECRUITMENT
  23. 25. METHODS AND SOURCES OF RECRUITMENT INTERNAL SOURCES EXTERNAL SOURCES INTERNAL JOB PROMOTIONS JOB TRANSFERS EMPLOYEE SUGGESTION ADVERTISING EMPLOYMENT EXCHANGES CAMPUS RECRUITMENT
  24. 26. EXTERNAL SOURCES WALK-IN-INTERVIEWS EMPLOYMENT AGENCIES HEAD HUNTERS INTERNET
  25. 27. ALTERNATIVES TO RECRUITMENT OVERTIME OUTSOURCING TEMPORARY EMPLOYMENT
  26. 29. <ul><li>Narrowing down the applications </li></ul><ul><li>Interviewing the remaining applicants </li></ul><ul><li>Narrowing the applicants further </li></ul><ul><li>Checking references </li></ul><ul><li>Performing a background check </li></ul><ul><li>Testing </li></ul><ul><li>Making a job offer </li></ul><ul><li>Negotiating compensation </li></ul>THE SELECTION PROCESS
  27. 31. TRAINING AND DEVELOPMENT Training is provided to update knowledge, sharpen the skills and create awareness of the latest developments and changes Development is intended not only to improve the existing job performance but also to bring about personality growth and equip personnel for promotions and hold positions of greater responsibilities
  28. 32. TRAINING OBJECTIVES
  29. 34. EMPLOYEE MOTIVATION MOTIVATION IS THE KEY TO PERFORMANCE IMPROVEMENT PERFORMANCE IS CONSIDERED TO BE THE FUNCTION OF ABILITY AND MOTIVATION Job Performance=f (ability) (motivation) Why do we need motivated employees? The answer is survival (Smith, 1994). Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform .
  30. 35. HUMAN NATURE CAN BE VERY SIMPLE,YET VERY COMPLEX TOO. AN UNDERSTANDING AND APPRECIATION OF THIS IS PREREQUISITE TO EFFECTIVE EMPLOYEE MOTIVATION AND ALSO EFFECTIVE MANAGEMENT AND LEADERSHIP
  31. 36. ABRAHAM MASLOW’S STUDY OF HUMAN BEHAVIOUR
  32. 37. Compensation and Benefits <ul><li>Concerned with paying the employees </li></ul><ul><li>Based on skills, job responsibility, effort and accountability </li></ul><ul><li>Includes pay for performances and targets </li></ul><ul><li>Also includes incentives, perks, bonuses </li></ul>
  33. 38. Career and Succession planning Succession planning is a process whereby an organization ensures that employees are recruited and developed to fill each key role within the company. Succession planning ensures you can fill key roles from within your organization. Career planning involves efforts on the part of the organization to provide avenues for growth to an employee to clearly think through and decide areas in which they would like to make a career .
  34. 39. Performance Appraisal Performance appraisal, also known as employee appraisal, is a method by which the performance of an employee is evaluated (generally in terms of quality , quantity , cost and time). Performance appraisal is a part of career development .
  35. 40. <ul><li>Performance Appraisal offers several advantages at the level of the: </li></ul><ul><ul><li>Individual </li></ul></ul><ul><ul><ul><li>Recognition of past effort </li></ul></ul></ul><ul><ul><ul><li>Developmental requirements can be uncovered </li></ul></ul></ul><ul><ul><li>Team </li></ul></ul><ul><ul><ul><li>Alignment of effort with objectives </li></ul></ul></ul><ul><ul><ul><li>Motivation of team members </li></ul></ul></ul><ul><ul><li>Organization </li></ul></ul><ul><ul><ul><li>Development of staff </li></ul></ul></ul><ul><ul><ul><li>Achievement of key objectives </li></ul></ul></ul><ul><ul><ul><li>Best  and focused utilization of human resources </li></ul></ul></ul>
  36. 41. 360 DEGREE APPRAISAL Modern thinking is that individual appraisals should involve feedback from more than just the line manager. 360-degree feedback, also known as 'multi-rater feedback', 'is employee development feedback that comes from all around the employee. The feedback would come from subordinates, peers, and managers in the organizational hierarchy, as well as self-assessment, and in some cases external sources such as customers and suppliers or other interested stakeholders.
  37. 42. “ Reward and Recognition &quot; essentially implies providing incentives to & recognition of employees, individually and as members of groups, for their performance and acknowledging their contributions to the growth of the Company. Recognition ensures a positive, productive and innovative organizational climate & encourages more action. Recognition programs have become a part of a healthy culture , which values colleagues for the results accomplished and the ways we effectively work together
  38. 43. QUALITY MANAGEMENT <ul><li>TOTAL QUALITY MANAGEMENT IS CONFORMANCE TO THE REQUIREMENTS THAT CUSTOMER EXPECTS. </li></ul><ul><li>IMPORTANCE OF TQM: </li></ul><ul><li>Improving Customer Satisfaction </li></ul><ul><li>Enhancing Quality </li></ul><ul><li>Reduction in wastage </li></ul><ul><li>Improving productivity </li></ul><ul><li>Enhances competitiveness </li></ul>
  39. 44. PRINCIPLES OF GOOD HRD SYSTEM <ul><li>Enhance enabling capabilities of people </li></ul><ul><li>Integrate the development of the people with that of the organization </li></ul><ul><li>Decentralize through delegation and shared responsibility </li></ul><ul><li>Encourage participation in decision making </li></ul><ul><li>Balance adaptability to change and changing the organizational culture </li></ul><ul><li>Ensure continuous reviews and renewal </li></ul>
  40. 45. --------------end-----------------------

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