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Intro hr


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Intro hr

  2. 2.  MANAGEMENT – Accomplishment of organisational objectives by utilizing physical, & financial resources through the efforts of human resources.  RESOURCES - factors of production results in conversion of raw materials into useful goods/services.
  3. 3.  1. Labour / Manpower – denotes physical abilities & capacities of employees – commodity-wages based on demand & supply  2. Personnel – persons employed in service – employees as a whole  3. HR- denotes resources of all the people who contribute their services to the attainment of organisational goals
  4. 4.  Human Resources – › Acc to Leon C. Megission, “HR is the total knowledge, skills, creative abilities, talents and aptitudes of an organisation’s workforce as well as the values, attitudes and beliefs of the individuals involved.”
  5. 5.  Defined as the art of procuring, developing and maintaining competent workforce to achieve goals of an organisation in an effective and efficient manner.
  6. 6. PERSONNEL MGT HRM Mgmt of people employed Mgmt of KSA, abilities, attititudes.. Man is an economic resource/service exchanged for wage / salary Man is an economic, social & psychological Commodity that can be purchased & used Treated as a valuable resource Employees are cost centers, mgmt controls cost Profit centre- invest capital for development & future use Used organisational benefit Used for organisation, individual & family benefit Auxiliary function Strategic mgmt function
  7. 7.  “Our employees are our greatest assets, and the ability to attract and retain them is the key driver of our future success.”  The human capital can be defined as "the embodiment of productive capacity within people. It is the sum of people’s skills, knowledge, attributes, motivations, and fortitude. It can be given or rented to others, but only on a temporary basis; its ownership is non-transferable.”
  8. 8.  HR – most important resource  Put other resources to proper use  Help transform lifeless factors of production into useful products  Capable of enlargement – produce extraordinary things when inspired  Can help organisation achieve results quickly, efficiently & effectively.
  9. 9. OBJECTIVES OF HRM 1. Help the organisation reach its goals 2. Employ the skills & abilities of the workforce efficiently 3. Provide the organisation with well trained & motivated employees 4. Increase to the fullest the employee's job satisfaction & self actualization 5. Develop & maintain a quality of work life 6. Communicate HR policies to all employees. 7. Ethically & socially responsive to the needs of society.
  10. 10.  Concerned with employees, both individuals and as a group  Development of HR. covers all levels and all categories – unskilled/skilled/tech/prof/clerical/mage rial  Applies to all types of organisation  Continuous process
  11. 11.  Aims at attaining the goals of an organisation  Responsibility of all line managers and a function performed by staff managers.
  12. 12. A. Managerial Functions: Planning, Organizing, Directing , Controlling B. Operative Functions: Procurement functions, Development functions, Motivation & compensation, Maintenance, Integration, & Separation.
  13. 13.  Planning – Determine the personnel prog regd recruitment, selection, & training to achieve desired objectives.  Organizing – design structure of relationships b/w jobs, personnel and physical factors.  Directing – Getting people to do work willingly & effectively thro supervision and guidance, motivation & leadership.  Controlling – ensure accomplishment of plans correctly- measure performance thro review reports, records etc. Managerial Functions
  14. 14. 1. Procurement Function – concerned with procuring & employing people with required knowledge, skill and aptitude. 2. Development – Increase of skills, knowledge abilities etc 3. Motivation & compensation – inspire people to give best-through incentives & rewards 4. Integration – of goals thro progs, redressal, negotiations. 5. Maintenance – protecting & preserving physical and psychological health of employees 6. Separation
  15. 15. Procurement Development Motivation & Compensati on Integration Maintenance Separation Job Analysis Training Job design Grievance redressal Health & safety Retirement HR Planning Executive development Work scheduling Discipline Employee welfare Layoff Recruitment Career planning & development Motivation Teams & teamwork Social security measures Outsourcing Selection Human Resource development Job evaluation Collective bargaining Discharge Placement Performance appraisal Employee participation & empowerment Induction & orientation Compensation administration Trade unions & associations Internal Mobility Incentives & benefits. Industrial relations
  16. 16. ROLE OF PERSONNEL MANAGER 1. Administrative Roles Policy maker - develop personnel policies Administrative expert - record keeping, databases, processing benefits/claims, leave, medical facilities. Advisor - to line managers , grievance redressal, conflict resolution, selection & training Housekeeper - recruiting, testing, ref check, employee surveys, salary & wage admin Counselor - on various personal and professional problems Welfare officer - provides & maintains canteens, hospitals, clubs, libraries, transportation, coop societies. Legal consultant - settling disputes, handling disciplinary cases, collective bargaining. 2. Operational Roles Recruiter Trainer, developer, motivator Coordinator mediator 3. Strategic Roles Change Agent - translate vision statements into meaningful format. Strategic partner - training centre, design centre..
  17. 17. QUALITIES & QUALIFICATIONS OF A PERSONNEL MANAGER a. Personnel Attributes: Initiative, resourcefulness, perception, maturity, analytical ability, unbiased, thorough with labour laws, understanding of human behaviour, Patience, Understanding, empathy, Perseverance b. Skills: educational skills, discriminating skills, executing skills, leadership skills, c. Experience & training, Professional Attitudes - knowledge of various disciplines.