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Role of hr manager
DEFINITIONS
MANAGEMENT – Effective utilization of human resources
 for the achievement of organizational objectives thru the
 combined efforts of human resources that technological,
 financial, physical and all other resources are utilized.

HUMAN RESOURCES – Defined as the total knowledge,
 skills, creative abilities, talents and aptitudes of an
 organization's workforce, as well as the values, attitudes,
 approaches and beliefs of the individuals involved in the
 affairs of the organization.
HUMAN RESOURCE MANAGEMENT
HRM     is an integral but distinctive part of management,
 concerned with people at work and their relationship
 within the enterprise.

HRM can be defined as managing (planning, organising,
 directing, controlling) the functions of employing ,
 developing and compensating human resources resulting
 in the creation and development of human relations with a
 view to contribute proportionately to the organisational,
 individual and social goals.
SIMILAR TERMS
Labour Management
Labour Administration
Personnel Management
Personnel Administration
Human Capital Management
Human Asset Management
Employment Administration
Employee-Employer Relations
Union Management Relations
Industrial Relations
NATURE OF HRM
Comprehensive Function – Concerned with all types of
 people inside the organization

People Oriented – Dealing with human relationships
 within an organisation

Action Oriented – Actions rather than procedures and
 records – Solution of personnel problems to achieve both
 organisational and personal goals.

Individual Oriented – Provide services and programmes
 to facilitate employee satisfaction and growth.

Development Oriented – Developing the potential of
 employees to achieve maximum.
• Pervasive   Function – Inherent in all organisations and at
all levels


• Continuous Function – On going or never ending exercise
rather than a one shot function.


• Future Oriented – Concerned with helping an organisation
to achieve its objectives in the future.


• Challenging Function – Due to dynamic nature of people’s
emotions and they can’t be treated like machines


•   Science as well as Art – Science –Tools, Principles and
• Staff Function – Advisory or Directing   or monitoring
Function


•Young   Discipline – Started in the last part of 19th
century.Relatively new specialized area as compared to
manufacturing and marketing.


•Interdisciplinary – Involves application of knowledge
drawn from Sociology, Psychology and Economics.


•Nervous  System – Intimately associated with every
movement inside the organisation
EVOLUTION OF HRM
Industrial Revolution
Trade Unionism
Social responsibility era
Scientific Management Era
Human Relations Era
Behavioural Science Era
System Approach Era
Contingency Approach Era
Industrial revolution
  The seed of HRM were sown during Industrial revolution
 1850’s in Western Europe and USA.The wind gradually
 reached to India in beginning of 20th century.During this
 period:-

Machines were bought in
Technology made rapid progress
Workers were treated like machine tools
Employers were keen to meet production targets rather
 than satisfy workers.
Govt. did very little to protect the interests of workers.
TRADE UNIONISM
 This was the period when state intervention to protect the
 worker’s interest was felt necessary. During this period:-

Workers started to form their associations.
Trade Union Act, 1926 was passed in India.

 The basic philosophy was to safeguard worker’s interest and to
 sort out their problems like:-

Child labour
Long hours of work
Poor working conditions.
SOCIAL RESPONSIBILITY ERA
 Robert Owen,a British industrialist is considered to be the
 first to adopt humanistic and paternalistic approach. He
 viewed that the social and economic environment
 influence the physical , mental and psychological
 development of workers.

He practised the following :

Provision for reduced working hours
Housing facilities
Education of workers and their children
He admired for giving human treatment to workers.
Scientific Management era:-
  This concept was introduced by Fredrick Winslow Taylor in
  USA early in 20th century. he developed following four
  principles:-

Use of scientific methods in setting work stds.
Scientific selection and placement of workers best suited for
 the tasks. Also provision for training.
Clear cut division of work and responsibility between
 management and workers.
Harmonious relations and close cooperation with workers.
He developed following techniques
          for the same:
Time study and Motion Study – Precise time taken for
 each correct motion

Standardization of tools, equipments and machinery and
 working conditions

 incentive wage plan with differential piece rate of wages.
HUMAN RELATIONS ERA

This particular period focused on the
feelings,attitude and needs of the workers as
human beings.Between 1925 and 1935 Hugo
Munsterberg, a psychologist suggested the use of
psychology in selection, placement, testing and
training the employees in an organisation.
Between 1924 to 1932,Elton Mayo conducted
a series of experiments at hawthorne plant of
western      electric company     in    USA.
Main findings were:-
Physical environment should be good
Favourable attitudes of workers and work team
 towards their work
Fulfillment of worker’s social and psychological needs
Workers can be motivated through job security,right
 to express their opinion on matters related to them.
BEHAVIORAL SCIENCE ERA
   It was concerned with social and psychological
 aspects of human behaviour. Some of imp
 elements were:-

Individual   behaviour is linked with group
 behaviour
Informal leadership rather than formal leadership
Motivation by self control and self development
Improving efficiency through Self operating
SYSTEMS APPROACH ERA

Technical subsystem : formal relationships.
Social subsystem : informal group relations
Power subsystem : exercise of power
CONTINGENCY APPROACH ERA
•     According to contingency,the best way to manage
    varies with situation.


•     There may not be the universal way of managing all
    the situations.


•      It is imperative for managers to analyse different
    situations and then use the best suitable in that
    particular situation.
OBJECTIVES OF HRM
1. To create and utilize an able and motivated workforce, to
accomplish the basic organizational goals.

2. To establish and maintain sound organizational
structure and desirable working relationships among all
the members of the organization.

3. To secure the integration of individual or groups within
the organization by co-ordination of the individual and
group goals with those of the organization.

4. To create facilities and opportunities for individual or
group development so as to match it with the growth of
the organization
5. To attain an effective utilization of human resources in
the achievement of organizational goals.

6. To identify and satisfy individual and group needs by
providing adequate and equitable wages, incentives,
employee benefits and social security and measures for
challenging work, prestige, recognition, security, status.

7. To maintain high employees morale and sound human
relations by sustaining and improving the various
conditions and facilities.

8. To strengthen and appreciate the human assets
continuously by providing training and development
programs.
9. To consider and contribute to the minimization of
socio-economic evils such as unemployment, under-
employment, inequalities in the distribution of income
and wealth and to improve the welfare of the society by
providing employment opportunities to women and
disadvantaged sections of the society.

10. To provide an opportunity for expression and voice
management.

11. To provide fair, acceptable and efficient leadership.

12. To provide facilities and conditions of work and
creation of favorable atmosphere for maintaining stability
of employment.
FUNCTIONS OF HRM
MANAGERIAL FUNCTIONS
Planning – Formulating the future course of action

Organising – Establishing an intentional structure of roles for
 people in an orgn such as chain of command, division of labour,
 assignment of responsibilities.

Staffing – Obtaining and maintaining capable and competent
 personnel.

Directing    – Coordinating       and    motivating    towards
 organisational objectives

Controlling – Measurement and rectification of activities
Operative Functions Of HRM
Employment – Involves procuring & employing
 individuals with suitable knowledge, skills & exp

Human Resource Development – Process of training
 and developing employees to improve and update their
 knowledge and skills

Compensation        Management – Includes all the
 extrinsic rewards that an employee receives during and
 after the course of his job

Employee Relations – deals with employees in the
 organisational context , as a social group that contributes
 to the orgn.
EMPLOYMENT
Human Resource Planning – Forecasting the human
 resource requirements

Recruitment – process of seeking and attracting
 prospective candidates against a vacancy in an orgn

Selection – choose the right candidate for a job

Placement – Selected candidate conveys his acceptance
 of the offer of employment made by the orgn

Induction – Introducing a new employee to the orgn, its
 business, culture,values, practices and procedures
HUMAN RESOURCE DEVELOPMENT
Performance Appraisal – Process of evaluating the
 performance of an employee on the job & developing a plan for
 improvement

Training – Systematic development of knowledge, skills,
 attitudes required to perform a given task successfully.

Management Development – developing the employees of an
 orgn to meet future changes and challenges

Career Planning & Development – Identifying one’s career
 goals & formulating plans of reaching them thru education,
 work exp.

Organisation Changes & Organisation Development
COMPENSATION MANAGEMENT
Job Evaluation – Systematic determination of the value
 of each job in relation to other jobs in the orgn, industry &
 market.

Wage and Salary Administration         - Process of
 formulating and operating a suitable wage and salary
 program

Fringe Benefits – Monetary & Non-Monetary benefits
 given to employees during their employment & post
 employment period.
SOME OF THE FRINGE BENEFITS
Disablement Benefits
Housing Facilities
Canteen Facilities
Conveyance Facilities
Educational facilities for employees and their children
Credit Facilities
Recreational Facilities
Medical & Welfare Facilities
Post Retirement Benefits
EMPLOYEE RELATIONS
Motivation


Morale


Job Satisfaction


Communication


Grievance & Disciplinary
IMPORTANCE OF HRM
SIGNIFICANCE FOR AN ENTERPRISE
Attracting and retaining the required talent thru effective
  HRP, recruitment, selection, placement, orientation,
  compensation and promotion policies.

Developing the necessary skills & right attitude among
 the employees thru         training,   development     and
 performance appraisal

Securing the willing cooperation of all employees thru
 motivation, grievance handling.

Utilising effectively the available human resources
PROFESSIONAL SIGNIFICANCE

Providing maximum opportunities for personal
 development of each employee.

Maintaining healthy relationships between individuals,
 and different work groups.

Allocating work properly.
SOCIAL SIGNIFICANCE

Providing suitable employment that provides social and
 psychological satisfaction to employees

Maintaining a balance between the jobs available and the
 job seekers in terms of numbers, qualifications, needs and
 aptitudes

Eliminating wastage of human resources thru
 conservation of physical and mental health.
ROLE OF HR MANAGER
 Service Provider - Providing info to individual
   employees, Depts or groups and also to the top mgmt

 Executive – to carry out recruitment, compensation, etc


 Facilitator – To coordinate and facilitate the resources to
   the employees

 Consultant – Motivation, Training, Grievance Handling


 Auditor – Ensuring that all members of the mgmt perform
   their respective roles
HUMAN RESOURCE POLICIES
Policies are plans of action.


Organizations need to evolve HR policies as they ensure
 consistency and uniformity in treating people. They help,
 motivate, and build loyalty

Policies become benchmarks to compare and evaluate
 performance.
BENEFITS OF HR POLICIES
The work involved in formulating personnel policies
 requires that the mgmt give deep thought to the basic
 needs of both the orgn and the employees.

Favoritism and discrimination are thereby minimised


Policies serve as a standard of performance


Sound policies help build employee motivation and loyalty


Sound policies help resolve intrapersonal, interpersonal
 and intergroup conflicts.
5 PRINCIPAL SOURCES FOR DETERMINING THE
     CONTENT & MEANING OF POLICIES
Past practice in the organisation


Prevailing practice in rival companies


Attitudes and philosophy of founders of the company and
 top management

Attitudes and philosophy of middle and lower
 management

The knowledge and experience gained from handling
 countless personnel problems on a day-to-day basis
PERSONNEL PRINCIPLES –
Fundamental truth established by research, investigation
                      and analysis
Principle of individual development
Principle of scientific selection
Principle of free flow of communication
Principle of participation
Principle of fair remuneration
Principle of incentive
Principle of dignity of labour
Principle of labour management cooperation
Principle team spirit
Principle of contribution to national prosperity
HRIS – HUMAN RESOURCE
     INFORMATION SYSTEM


          Systematic way of storing data and
information for each individual employee to aid
planning, decision making, and submitting of return
and reports to the external agencies
PURPOSE OF HRIS
Storing info and data for each individual employee for
 future reference

Providing a basis for planning, organizing, decision
 making, controlling and other HR functions

Meeting daily transactional requirements such as marking
 present/absent, and granting leave.

Supplying data and submitting returns to govt. and other
 statutory agencies
APPLICATIONS
PERSONNEL ADMINISTRATION
   Encompass info about each employee such as name,
 address, date of birth, date of joining and info about
 family.

SALARY ADMINISTRATION
  The report should give the details of present salary, last
 increase, and the proposed increase


LEAVE AND ABSENCE RECORDING
  A fundamental aspect of leave management is to maintain
 a complete leave history for each employee with the ability
 to increase entitlement according to leave rules.
SKILL INVENTORY
  This will provide the opportunity to identify employees
 with the necessary skills for certain positions or job
 functions

MEDICAL HISTORY
  To record occupational health data required for industrial
 safety purposes, accident monitoring , exposure to
 potentially hazardous materials and so on.

ACCIDENT MONITORING
 Details of the accidents and a list of injured employees
PERFORMANCE APPRAISAL
 Individual employee performance appraisal data such as the
 due date of the appraisal , scores for each performance
 criteria , potential for promotion, and other info to form a
 comprehensive overview of each employee

TRAINING AND DEVELOPMENT
 Training and development needs of an employee, with the
 ability to record and enquire on courses completed and any
 projected training courses

HUMAN RESOURCE PLANNING
 Record details of the organisational requirements in terms of
 positions
RECRUITMENT
  Recording details of recruitment activity such as the cost
 and method of recruitment, and the time taken to fill the
 position can be used to provide a picture of the cost of
 recruitment in terms of time as well as cost.

CAREER PLANNING
 The system must be capable of providing succession plans to
 identify which employees have been earmarked for which
 positions
STEPS IN IMPLEMENTING HRIS
INCEPTION OF IDEA – where and why we need HRIS
FEASIBILITY STUDY – Present system should be studied to highlight
                       the problem areas and the likely benefits of
 HRIS
SELECTING A PROJECT TEAM
DEFINING THE REQUIREMENTS
VENDOR ANALYSIS
CONTRACT NEGOTIATIONS
TRAINING
TAILORING THE SYSTEM – Making necessary changes to best fit the
                        organisational needs
COLLECTING DATA
TESTING THE SYSTEM
STARTING UP
MAINTENANCE
AUDIT
ADVANTAGES OF HRIS
Higher speed of retrieval and processing of data
Ease in classifying and reclassifying data
Better analysis leading to more effective decision making
Higher accuracy of info /report generated
Fast response to answer queries
Improved quality of reports
Better work culture
Establishment of steamlined and systematic procedures
More transparency in the system
LIMITATIONS OF HRIS
Expensive in terms of finance and manpower
 requirements

It can be threatening and inconvenient to those who are
 not comfortable with computers.

Computers cannot substitute human being. Human
 intervention will always be necessary
COMPUTER APPLICATIONS IN HRM
MANAGEMENT INFORMATION SYSTEM(MIS)
 A wide variety of info needs of a business are recognised
 and interconnected with subsystems

ELECTRONIC DATA INTERCHANGE(EDI)
 A computer is an electronic tool used to collect, organise,
 analyse, interpret and communicate vast amount of info
 with great speed. Electronic data interchange facilitate the
 speedy, secured and accurate transfer of documents across
 the globe
E-BUSINESS
E-Business     is about using the convenience,
 availability and worldwide reach to enhance existing
 business or creating new virtual business

E-Business combines the traditional information
 system with the vast reach of the web and connects
 critical business systems directly to critical business
 constituencies viz., production, marketing, finance,
 customers, suppliers and employees via internets,
 extranets and the world wide web
E- HRM
Electronic aspect is embodied in all the areas of HRM
 where there is transmission of information from one
 employee to another employee and from one client to
 another

Both internally and the processed form are highly
 essentials in most of the functions and activities of HRM.
The important aspects of E-HRM are
E-Job Design and Job Analysis
E – Human Resource Planning
E-Recruitment
E – Selection
E-Performance Management
E-Training & Development
E – Compensation Management
E – Grievance Redressal
E – HR Records
E – HR Information
E – HR Audit
E – JOB DESIGN AND JOB ANALYSIS
The information of listing skills and competency
mapping are placed on the net.

  Then the system matches the listing skills and
competency mapping and produces the output of
identifying the employee suitable for a particular task.
E-HUMAN RESOURCE PLANNING
Computer Programs are developed and used extensively
 for the purpose of planning human resource requirements
 based on the data and the information

These programmes indicate the number of employees
 required at each level for each category of the jobs based
 on sales and production forecasts.
E - RECRUITMENT
Organisations advertise job vacancies thru the World
 Wide Web(WWW)or send the info directly to the
 most competent people thru e-mail

The job seekers send their applications thru e-mail
 using internet.Alternatively job seekers place their
 CV’s in the World Wide Web(WWW)thru various
 jobsites
E - SELECTION

E – Selection has become popular with the conduct of
 various tests thru online, contacting the candidates
 thru e-mail and conducting the preliminary
 interviews and final interview thru audio and video
 conferencing
E – PERFORMANCE MANAGEMENT
The software on employee performance appraisal provides
 a number of statements and sub statements on each of the
 performance categories.

The appraiser selects and clicks the appropriate rating for
 each statement. The system generates a detailed report by
 the time the appraiser has moved all the performance
 categories and sub factors

The report modified, comments can be added or deleted
 by the appraiser and a final report can be prepared by the
 manager
E – TRAINING AND DEVELOPMENT
Companies started providing online training and online
 executive development. Employees learn various skills by
 staying at the place of their work. Participants complete
 course work from wherever they have access to a computer
 and an internet

E – Learning is enabled by the delivery of content via all
 electronic media, including the internet, intranet, satellite
 broadcast audio/video tape, interactive TV and CD-ROM
E – COMPENSATION MANAGEMENT
Almost all the organisations started using computers
 for salary fixation, salary payment, salary calculations,
 fixation and calculation of various allowances ,
 employee benefits, welfare measures and fringe
 benefits
E – GRIEVANCE REDRESSAL

Employees send their grievance via e-mail to the
 superior concerned who in turn solves the problems /
 redress grievances and communicates the same to the
 employee. This reduces the time in the process and
 avoids face to face interaction
E – HR RECORDS
HR records are created, maintained and updated with the
help of computers easily and at a first rate.




      E – HR INFORMATION
HR info is generated, maintained , processed and
transmitted to the appropriate places or clients with the
help of software with high speed and accuracy.
E – HR AUDIT
The standard human resource practices or the desired
 HR practices are fed into the computer. The data and
 info regarding the actual practices are also fed into
 the computer

The software automatically completes the HR audit
 and produces the audit report. The HR manager then
 can modify the report by deleting or adding any
 comments.
Role of hr manager

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Role of hr manager

  • 2. DEFINITIONS MANAGEMENT – Effective utilization of human resources for the achievement of organizational objectives thru the combined efforts of human resources that technological, financial, physical and all other resources are utilized. HUMAN RESOURCES – Defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization.
  • 3. HUMAN RESOURCE MANAGEMENT HRM is an integral but distinctive part of management, concerned with people at work and their relationship within the enterprise. HRM can be defined as managing (planning, organising, directing, controlling) the functions of employing , developing and compensating human resources resulting in the creation and development of human relations with a view to contribute proportionately to the organisational, individual and social goals.
  • 4. SIMILAR TERMS Labour Management Labour Administration Personnel Management Personnel Administration Human Capital Management Human Asset Management Employment Administration Employee-Employer Relations Union Management Relations Industrial Relations
  • 5. NATURE OF HRM Comprehensive Function – Concerned with all types of people inside the organization People Oriented – Dealing with human relationships within an organisation Action Oriented – Actions rather than procedures and records – Solution of personnel problems to achieve both organisational and personal goals. Individual Oriented – Provide services and programmes to facilitate employee satisfaction and growth. Development Oriented – Developing the potential of employees to achieve maximum.
  • 6. • Pervasive Function – Inherent in all organisations and at all levels • Continuous Function – On going or never ending exercise rather than a one shot function. • Future Oriented – Concerned with helping an organisation to achieve its objectives in the future. • Challenging Function – Due to dynamic nature of people’s emotions and they can’t be treated like machines • Science as well as Art – Science –Tools, Principles and
  • 7. • Staff Function – Advisory or Directing or monitoring Function •Young Discipline – Started in the last part of 19th century.Relatively new specialized area as compared to manufacturing and marketing. •Interdisciplinary – Involves application of knowledge drawn from Sociology, Psychology and Economics. •Nervous System – Intimately associated with every movement inside the organisation
  • 8. EVOLUTION OF HRM Industrial Revolution Trade Unionism Social responsibility era Scientific Management Era Human Relations Era Behavioural Science Era System Approach Era Contingency Approach Era
  • 9. Industrial revolution The seed of HRM were sown during Industrial revolution 1850’s in Western Europe and USA.The wind gradually reached to India in beginning of 20th century.During this period:- Machines were bought in Technology made rapid progress Workers were treated like machine tools Employers were keen to meet production targets rather than satisfy workers. Govt. did very little to protect the interests of workers.
  • 10. TRADE UNIONISM This was the period when state intervention to protect the worker’s interest was felt necessary. During this period:- Workers started to form their associations. Trade Union Act, 1926 was passed in India. The basic philosophy was to safeguard worker’s interest and to sort out their problems like:- Child labour Long hours of work Poor working conditions.
  • 11. SOCIAL RESPONSIBILITY ERA Robert Owen,a British industrialist is considered to be the first to adopt humanistic and paternalistic approach. He viewed that the social and economic environment influence the physical , mental and psychological development of workers. He practised the following : Provision for reduced working hours Housing facilities Education of workers and their children He admired for giving human treatment to workers.
  • 12. Scientific Management era:- This concept was introduced by Fredrick Winslow Taylor in USA early in 20th century. he developed following four principles:- Use of scientific methods in setting work stds. Scientific selection and placement of workers best suited for the tasks. Also provision for training. Clear cut division of work and responsibility between management and workers. Harmonious relations and close cooperation with workers.
  • 13. He developed following techniques for the same: Time study and Motion Study – Precise time taken for each correct motion Standardization of tools, equipments and machinery and working conditions  incentive wage plan with differential piece rate of wages.
  • 14. HUMAN RELATIONS ERA This particular period focused on the feelings,attitude and needs of the workers as human beings.Between 1925 and 1935 Hugo Munsterberg, a psychologist suggested the use of psychology in selection, placement, testing and training the employees in an organisation.
  • 15. Between 1924 to 1932,Elton Mayo conducted a series of experiments at hawthorne plant of western electric company in USA. Main findings were:- Physical environment should be good Favourable attitudes of workers and work team towards their work Fulfillment of worker’s social and psychological needs Workers can be motivated through job security,right to express their opinion on matters related to them.
  • 16. BEHAVIORAL SCIENCE ERA It was concerned with social and psychological aspects of human behaviour. Some of imp elements were:- Individual behaviour is linked with group behaviour Informal leadership rather than formal leadership Motivation by self control and self development Improving efficiency through Self operating
  • 17. SYSTEMS APPROACH ERA Technical subsystem : formal relationships. Social subsystem : informal group relations Power subsystem : exercise of power
  • 18. CONTINGENCY APPROACH ERA • According to contingency,the best way to manage varies with situation. • There may not be the universal way of managing all the situations. • It is imperative for managers to analyse different situations and then use the best suitable in that particular situation.
  • 19. OBJECTIVES OF HRM 1. To create and utilize an able and motivated workforce, to accomplish the basic organizational goals. 2. To establish and maintain sound organizational structure and desirable working relationships among all the members of the organization. 3. To secure the integration of individual or groups within the organization by co-ordination of the individual and group goals with those of the organization. 4. To create facilities and opportunities for individual or group development so as to match it with the growth of the organization
  • 20. 5. To attain an effective utilization of human resources in the achievement of organizational goals. 6. To identify and satisfy individual and group needs by providing adequate and equitable wages, incentives, employee benefits and social security and measures for challenging work, prestige, recognition, security, status. 7. To maintain high employees morale and sound human relations by sustaining and improving the various conditions and facilities. 8. To strengthen and appreciate the human assets continuously by providing training and development programs.
  • 21. 9. To consider and contribute to the minimization of socio-economic evils such as unemployment, under- employment, inequalities in the distribution of income and wealth and to improve the welfare of the society by providing employment opportunities to women and disadvantaged sections of the society. 10. To provide an opportunity for expression and voice management. 11. To provide fair, acceptable and efficient leadership. 12. To provide facilities and conditions of work and creation of favorable atmosphere for maintaining stability of employment.
  • 22. FUNCTIONS OF HRM MANAGERIAL FUNCTIONS Planning – Formulating the future course of action Organising – Establishing an intentional structure of roles for people in an orgn such as chain of command, division of labour, assignment of responsibilities. Staffing – Obtaining and maintaining capable and competent personnel. Directing – Coordinating and motivating towards organisational objectives Controlling – Measurement and rectification of activities
  • 23. Operative Functions Of HRM Employment – Involves procuring & employing individuals with suitable knowledge, skills & exp Human Resource Development – Process of training and developing employees to improve and update their knowledge and skills Compensation Management – Includes all the extrinsic rewards that an employee receives during and after the course of his job Employee Relations – deals with employees in the organisational context , as a social group that contributes to the orgn.
  • 24. EMPLOYMENT Human Resource Planning – Forecasting the human resource requirements Recruitment – process of seeking and attracting prospective candidates against a vacancy in an orgn Selection – choose the right candidate for a job Placement – Selected candidate conveys his acceptance of the offer of employment made by the orgn Induction – Introducing a new employee to the orgn, its business, culture,values, practices and procedures
  • 25. HUMAN RESOURCE DEVELOPMENT Performance Appraisal – Process of evaluating the performance of an employee on the job & developing a plan for improvement Training – Systematic development of knowledge, skills, attitudes required to perform a given task successfully. Management Development – developing the employees of an orgn to meet future changes and challenges Career Planning & Development – Identifying one’s career goals & formulating plans of reaching them thru education, work exp. Organisation Changes & Organisation Development
  • 26. COMPENSATION MANAGEMENT Job Evaluation – Systematic determination of the value of each job in relation to other jobs in the orgn, industry & market. Wage and Salary Administration - Process of formulating and operating a suitable wage and salary program Fringe Benefits – Monetary & Non-Monetary benefits given to employees during their employment & post employment period.
  • 27. SOME OF THE FRINGE BENEFITS Disablement Benefits Housing Facilities Canteen Facilities Conveyance Facilities Educational facilities for employees and their children Credit Facilities Recreational Facilities Medical & Welfare Facilities Post Retirement Benefits
  • 29. IMPORTANCE OF HRM SIGNIFICANCE FOR AN ENTERPRISE Attracting and retaining the required talent thru effective HRP, recruitment, selection, placement, orientation, compensation and promotion policies. Developing the necessary skills & right attitude among the employees thru training, development and performance appraisal Securing the willing cooperation of all employees thru motivation, grievance handling. Utilising effectively the available human resources
  • 30. PROFESSIONAL SIGNIFICANCE Providing maximum opportunities for personal development of each employee. Maintaining healthy relationships between individuals, and different work groups. Allocating work properly.
  • 31. SOCIAL SIGNIFICANCE Providing suitable employment that provides social and psychological satisfaction to employees Maintaining a balance between the jobs available and the job seekers in terms of numbers, qualifications, needs and aptitudes Eliminating wastage of human resources thru conservation of physical and mental health.
  • 32. ROLE OF HR MANAGER  Service Provider - Providing info to individual employees, Depts or groups and also to the top mgmt  Executive – to carry out recruitment, compensation, etc  Facilitator – To coordinate and facilitate the resources to the employees  Consultant – Motivation, Training, Grievance Handling  Auditor – Ensuring that all members of the mgmt perform their respective roles
  • 33. HUMAN RESOURCE POLICIES Policies are plans of action. Organizations need to evolve HR policies as they ensure consistency and uniformity in treating people. They help, motivate, and build loyalty Policies become benchmarks to compare and evaluate performance.
  • 34. BENEFITS OF HR POLICIES The work involved in formulating personnel policies requires that the mgmt give deep thought to the basic needs of both the orgn and the employees. Favoritism and discrimination are thereby minimised Policies serve as a standard of performance Sound policies help build employee motivation and loyalty Sound policies help resolve intrapersonal, interpersonal and intergroup conflicts.
  • 35. 5 PRINCIPAL SOURCES FOR DETERMINING THE CONTENT & MEANING OF POLICIES Past practice in the organisation Prevailing practice in rival companies Attitudes and philosophy of founders of the company and top management Attitudes and philosophy of middle and lower management The knowledge and experience gained from handling countless personnel problems on a day-to-day basis
  • 36. PERSONNEL PRINCIPLES – Fundamental truth established by research, investigation and analysis Principle of individual development Principle of scientific selection Principle of free flow of communication Principle of participation Principle of fair remuneration Principle of incentive Principle of dignity of labour Principle of labour management cooperation Principle team spirit Principle of contribution to national prosperity
  • 37. HRIS – HUMAN RESOURCE INFORMATION SYSTEM Systematic way of storing data and information for each individual employee to aid planning, decision making, and submitting of return and reports to the external agencies
  • 38. PURPOSE OF HRIS Storing info and data for each individual employee for future reference Providing a basis for planning, organizing, decision making, controlling and other HR functions Meeting daily transactional requirements such as marking present/absent, and granting leave. Supplying data and submitting returns to govt. and other statutory agencies
  • 39. APPLICATIONS PERSONNEL ADMINISTRATION Encompass info about each employee such as name, address, date of birth, date of joining and info about family. SALARY ADMINISTRATION The report should give the details of present salary, last increase, and the proposed increase LEAVE AND ABSENCE RECORDING A fundamental aspect of leave management is to maintain a complete leave history for each employee with the ability to increase entitlement according to leave rules.
  • 40. SKILL INVENTORY This will provide the opportunity to identify employees with the necessary skills for certain positions or job functions MEDICAL HISTORY To record occupational health data required for industrial safety purposes, accident monitoring , exposure to potentially hazardous materials and so on. ACCIDENT MONITORING Details of the accidents and a list of injured employees
  • 41. PERFORMANCE APPRAISAL Individual employee performance appraisal data such as the due date of the appraisal , scores for each performance criteria , potential for promotion, and other info to form a comprehensive overview of each employee TRAINING AND DEVELOPMENT Training and development needs of an employee, with the ability to record and enquire on courses completed and any projected training courses HUMAN RESOURCE PLANNING Record details of the organisational requirements in terms of positions
  • 42. RECRUITMENT Recording details of recruitment activity such as the cost and method of recruitment, and the time taken to fill the position can be used to provide a picture of the cost of recruitment in terms of time as well as cost. CAREER PLANNING The system must be capable of providing succession plans to identify which employees have been earmarked for which positions
  • 43. STEPS IN IMPLEMENTING HRIS INCEPTION OF IDEA – where and why we need HRIS FEASIBILITY STUDY – Present system should be studied to highlight the problem areas and the likely benefits of HRIS SELECTING A PROJECT TEAM DEFINING THE REQUIREMENTS VENDOR ANALYSIS CONTRACT NEGOTIATIONS TRAINING TAILORING THE SYSTEM – Making necessary changes to best fit the organisational needs COLLECTING DATA TESTING THE SYSTEM STARTING UP MAINTENANCE AUDIT
  • 44. ADVANTAGES OF HRIS Higher speed of retrieval and processing of data Ease in classifying and reclassifying data Better analysis leading to more effective decision making Higher accuracy of info /report generated Fast response to answer queries Improved quality of reports Better work culture Establishment of steamlined and systematic procedures More transparency in the system
  • 45. LIMITATIONS OF HRIS Expensive in terms of finance and manpower requirements It can be threatening and inconvenient to those who are not comfortable with computers. Computers cannot substitute human being. Human intervention will always be necessary
  • 46. COMPUTER APPLICATIONS IN HRM MANAGEMENT INFORMATION SYSTEM(MIS) A wide variety of info needs of a business are recognised and interconnected with subsystems ELECTRONIC DATA INTERCHANGE(EDI) A computer is an electronic tool used to collect, organise, analyse, interpret and communicate vast amount of info with great speed. Electronic data interchange facilitate the speedy, secured and accurate transfer of documents across the globe
  • 47. E-BUSINESS E-Business is about using the convenience, availability and worldwide reach to enhance existing business or creating new virtual business E-Business combines the traditional information system with the vast reach of the web and connects critical business systems directly to critical business constituencies viz., production, marketing, finance, customers, suppliers and employees via internets, extranets and the world wide web
  • 48. E- HRM Electronic aspect is embodied in all the areas of HRM where there is transmission of information from one employee to another employee and from one client to another Both internally and the processed form are highly essentials in most of the functions and activities of HRM.
  • 49. The important aspects of E-HRM are E-Job Design and Job Analysis E – Human Resource Planning E-Recruitment E – Selection E-Performance Management E-Training & Development E – Compensation Management E – Grievance Redressal E – HR Records E – HR Information E – HR Audit
  • 50. E – JOB DESIGN AND JOB ANALYSIS The information of listing skills and competency mapping are placed on the net. Then the system matches the listing skills and competency mapping and produces the output of identifying the employee suitable for a particular task.
  • 51. E-HUMAN RESOURCE PLANNING Computer Programs are developed and used extensively for the purpose of planning human resource requirements based on the data and the information These programmes indicate the number of employees required at each level for each category of the jobs based on sales and production forecasts.
  • 52. E - RECRUITMENT Organisations advertise job vacancies thru the World Wide Web(WWW)or send the info directly to the most competent people thru e-mail The job seekers send their applications thru e-mail using internet.Alternatively job seekers place their CV’s in the World Wide Web(WWW)thru various jobsites
  • 53. E - SELECTION E – Selection has become popular with the conduct of various tests thru online, contacting the candidates thru e-mail and conducting the preliminary interviews and final interview thru audio and video conferencing
  • 54. E – PERFORMANCE MANAGEMENT The software on employee performance appraisal provides a number of statements and sub statements on each of the performance categories. The appraiser selects and clicks the appropriate rating for each statement. The system generates a detailed report by the time the appraiser has moved all the performance categories and sub factors The report modified, comments can be added or deleted by the appraiser and a final report can be prepared by the manager
  • 55. E – TRAINING AND DEVELOPMENT Companies started providing online training and online executive development. Employees learn various skills by staying at the place of their work. Participants complete course work from wherever they have access to a computer and an internet E – Learning is enabled by the delivery of content via all electronic media, including the internet, intranet, satellite broadcast audio/video tape, interactive TV and CD-ROM
  • 56. E – COMPENSATION MANAGEMENT Almost all the organisations started using computers for salary fixation, salary payment, salary calculations, fixation and calculation of various allowances , employee benefits, welfare measures and fringe benefits
  • 57. E – GRIEVANCE REDRESSAL Employees send their grievance via e-mail to the superior concerned who in turn solves the problems / redress grievances and communicates the same to the employee. This reduces the time in the process and avoids face to face interaction
  • 58. E – HR RECORDS HR records are created, maintained and updated with the help of computers easily and at a first rate. E – HR INFORMATION HR info is generated, maintained , processed and transmitted to the appropriate places or clients with the help of software with high speed and accuracy.
  • 59. E – HR AUDIT The standard human resource practices or the desired HR practices are fed into the computer. The data and info regarding the actual practices are also fed into the computer The software automatically completes the HR audit and produces the audit report. The HR manager then can modify the report by deleting or adding any comments.