Emergence or HRM


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Human Resource Management

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Emergence or HRM

  1. 1. Human Resource Management Sanjay Kumar Jha M.Phil (EL)/MBA(T&HM)/M.Sc./B.Ed.(Maths) Founder Principal Cum Sr. Faculty Member Yala Peak College of Business Management (Lincoln University Affiliate College) Sr. Faculty Member (MHM/BHM Program) Nepal Academy Of Tourism & Hotel Management-NATHM (A TU affiliate College)/ Kantipur International College -KIC- Pubanchal University Affiliate College) (Affiliated with Purbanchal University, NEPAL) Unit-One Objectiove:- to develop better understanding of strategic role of Human Resource Management Importance of HRM HR Practitioner Adigonostic Approach to HRM
  2. 2. Emergence of HRM 5/4/2014 By Sanjay Kr. Jha 2
  3. 3. 5/4/2014 By Sanjay Kr. Jha 3 • Personnel administration, which emerged as a clearly defined field by the 1920s (in the US) • Was concerned with the technical aspects of hiring, evaluating, training, and compensating employees and • Was very much of "staff" function in most organizations. • HRM developed in response to the substantial increase in competitive pressures American business organizations began experiencing by the late 1970s • Factors were globalization, deregulation, and rapid technological change. Evolution : HRM
  4. 4. 5/4/2014 By Sanjay Kr. Jha 4 Milestones in the Development of Human Resource Management • Industrial Welfare • Recruitment and Selection • Acquisition of other Personnel Activities • Industrial Relations • Legislation • Flexibility and Diversity • Information Technology
  5. 5. 5/4/2014 By Sanjay Kr. Jha 5 Milestones (Contd…) • 1890-1910 (Frederick Taylor) • 1910-1930 (Industrial Psychology) • 1930-1945 (Hawthorne Studies) • 1945-1965 (Unions , C&B) • 1965-1985 (Civil Right Movements) • 1985-Present (HRM)
  6. 6. 5/4/2014 By Sanjay Kr. Jha 6 THE DIFFERENCE BETWEEN HRM AND PERSONNEL MANAGEMENT • Personnel management is more administrative in nature, dealing with payroll, complying with employment law, and handling related tasks. • Human resources, on the other hand, is responsible for managing a workforce as one of the primary resources that contributes to the success of an organization. • Human resources is described as much broader in scope than personnel management.
  7. 7. 5/4/2014 By Sanjay Kr. Jha 7 THE DIFFERENCE BETWEEN HRM AND PERSONNEL MANAGEMENT (Cont...) • Human resources is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization. • A primary goal of human resources is to enable employees to work to a maximum level of efficiency. • Personnel management can include administrative tasks that are both traditional and routine.
  8. 8. 5/4/2014 By Sanjay Kr. Jha 8 THE DIFFERENCE BETWEEN HRM AND PERSONNEL MANAGEMENT (Cont...) • By contrast, human resources involves ongoing strategies to manage and develop an organization's workforce. • It is proactive, as it involves the continuous development of functions and policies for the purposes of improving a company’s workforce. • It can be described as reactive, providing a response to demands and concerns as they are presented.
  9. 9. 5/4/2014 By Sanjay Kr. Jha 9 Difference (Contd…) Example: Motivation • As far as motivators are concerned, personnel management typically seeks to motivate employees with such things as compensation, bonuses, rewards, and the simplification of work responsibilities. • It views, employee satisfaction provides the motivation necessary to improve job performance. • HRM holds that improved performance leads to employee satisfaction. With human resources, work groups, effective strategies for meeting challenges, and job creativity are seen as the primary motivators.
  10. 10. 5/4/2014 By Sanjay Kr. Jha 10 Personnel vs. HRM Personnel management HRM Time and planning perspective Short term, reactive, “ad hoc”, marginal Long term, proactive, strategic, integrated Psychological contract Compliance Commitment Control system External controls Self-control Employee relations perpective Pluralist, collective, low trust Unitarist, individual, high trust Preferred structures Bureaucratic/mechanistic, centralised, formal roles Organic, devolved, flexible roles Roles Specialist/professional Integrated into line m. Evaluation criteria Cost minimization Maximum utilisation
  11. 11. 5/4/2014 By Sanjay Kr. Jha 11 Human Resource Management • Utilization of individuals to achieve organizational objectives • All managers at every level must concern themselves with human resource management • Five functions
  12. 12. 1 Human Resource Manageme nt Safety and Health Human Resource Management Functions By Sanjay Kr. Jha 12
  13. 13. References 5/4/2014 13  Tiwari,J.R.(2012), Hotel Front Office operation and Management, oxford university press, New Delhi, India  Wood, R.H. et all(2008),Professional Front Office Management,Pearson Prentice Hall, New Delhi, India  Andrews, S.(2008), Textbook of Front Office Management and Operation, The McGraw Hill, New Delhi, India By Sanjay Kumar Jha
  14. 14. Any quarry….