This document provides a brief introduction to human resource management (HRM). It defines HRM and discusses its evolution from personnel management. Key points include: - HRM is the management of organizational human resources, including activities like recruitment, training, performance evaluation, and compensation. - HRM has evolved from a focus on administration and rules to developing employee potential through training and motivation. - The role of the HR manager is now more challenging and specialized, requiring management of strategic HRM processes like planning, development and industrial relations. - The recruitment and selection process involves activities from job analysis and descriptions to attracting applicants, screening, interviewing and hiring. Compensation includes both monetary pay packages and non

1. Brief Introduction on
HUMAN RESOURCE MANAGEMENT
By- Shafie Zamil
MHRM (Reading) – University of Colombo,
B.A university of Perdeniya,
Dip in Mgt, CCHRM

2.  Human Resource, it is only live
resource. There by it is only can mange
other two resources (Money /
Materials)
 The most important resource of
organization is Human Resource
 Human Resource management is
management of various activities that are
designed to enhance the effectiveness of
man power in an organization, in the
achievements of organizational goal.

3. Human Resource management may be defined as
organizational function of Planning for Human
Resource needs & Recruitment, Selection,
development, compensation & Evaluation of
performance to fill those needs.
Functional based
The philosophy, policies, procedures & practices
related to management of people within an
organization.
Theory based
Definition of HRM

4. Employment Management -
Industrial Relation Management - IR
People Management -
Personnel Management
Human Talent Management
Human Resource Development - HRD
Human Resource Management - HRM
Human Performance Improvement - HPI
(New Concept)
Different terms used for HRM

5. Human resource management was first known as personnel management. The
history of Human Resource management is very short
 Human Relations Movement
 The First World War
 Between the wars
 The Second World War The Post War Years
 The Post War Years
However the present status of the field of HRM has been achieved after years of
evolutionary development. During this century, methods of managing people have
become more organized & specialized.

6. Paternalistic Role
Care for injured
and sick employees
Protection for
woman & Children
- State / Trade
union partnership
- Management of
absences training
and recruitment
- Productivity
improvement
- Trade Union
negotiation
- Policy adherence
- Regulation of pay
- Focused on Improvising
efficiency and
effectiveness
- Administration and
functional / technical
expert
- HR generalist in the
field

7. • A number of scholars, manager, entrepreneur &
various people have contributed in different
forms to growth of this important subject.
• Organizations now consider the human
resources as a resource that could be developed
rather than just be managed (Fundamental
Different)
• Hence the role of the HR – Manager today has
become a much more challenging & a
professional one, requiring specialist skills.

8. Personnel Mgt VS HRM
Personnel Management Human Resource Management
 Manages People
 Considers people as a resource that can
be developed
 Most managers can do personal
management. A manager with basic
managerial skills could handle it.
 Human resource management should be
done by a specialist or professionally
qualified persons.
 More admin oriented
 More rules & strict controls
 More development oriented
 More motivation, more development &
career advancement opportunities.
 Cost effective on the short term
 Cost effective on the long term
 An investment
 Less concentration on employees’ future
potential & getting has best from
employees through training,
Development & motivation
 A job
 Identifies employees potential, areas for
improvement, strengths and
weaknesses, identifies training need &
train them. Achieves result through
motivation & job satisfaction.
 A career

9. MODERN
HUMAN
RESOURCE
MANAGEMEN
T
HRP J &
WD
ST
T & D PRC & R
MT JS IG MC
PD BT MCH
HR IN
ORG
L CMP – R – IR –
LW
ScopePersonnel Management Human Resource Management

10. Internal
Advertisement
External
Job
Description &
Specification
Selection
Recruitment
Staffing
Human Resource
Planning
Training &
Development
Direct
Indirect
Performance
Appraisal
Non -
Monitory
Monitory
Compensation
HRM PROCESS

11. Key Result Area of HRM Functions
•HR Planning
•Administration of Compensation System
•Performance Management
•Human Resource Development
•Employee welfare service
•Industrial Relation
•Formulation of Personnel procedure &
Practices

12. Strategic Human Resource Activities
 Policy Making
 Designing & developing Human
resource Strategies
 Contribution to corporate plan
of organization
 Integrating human resource
activities to main purpose of
organization

13. Operating Human Resource Activities
o Job Analysis
o Recruitment & Selection
o Job Evolution
o Salary administration
o Incentive & benefits
o Grievance Handling
o Disciplinary Procedure
o Communicating conditions of service
o Personal Record

14. HR – Advisory Activities
Training & Development
Counseling
Industrial Relations

16. The recruitment and selection process
Employment
planning and
forecasting
Recruiting:
Build a pool of
candidates Applicants
complete
application
formsUtilize various
techniques to
identify viable
job candidates
Interview final
candidates to
make final
choice

17. Internal Sources and Methods of Recruitment
Sources
 Promotions
 Transfers and relocations
 job rotation
 Rehires and recalls

18. Internal Sources and Methods of Recruitment
Methods
1) Job posting
The organization announces position openings
through bulletin boards, company
publications, and internet/intranet. Some
union contracts require job posting to ensure
that union members get first choice of new
and better positions.

19. Internal Sources and Methods of Recruitment
2) Skills inventories
Manual or computerized systematic records
listing employees' education, career and
development interests, languages, special
skills, and so on to be used in forecasting
inside candidates for promotion.

20. 1) Work experience
2) Product knowledge
3) Industry experience
4) Formal education
5) Training courses
6) Foreign language skills
7) Relocation limitations
8) Career interests
9) Performance
appraisals

21. External Sources and Methods of Recruitment
Sources
Employee referral programs
Walk-ins
Other companies
Employment agencies
Temporary help agencies
Trade associations and unions
Schools
Foreign nationals

22. Internal Sources and Methods of Recruitment
Methods
radio and television
newspapers and journals
computerized services
acquisitions and mergers
work flow management

23. Advantages Disadvantages
INTERNAL SOURCES INTERNAL SOURCES
– Morale
– Better assessment of
abilities
– Lower cost for some
jobs
– Motivator for good
performance
– Have to hire only at
entry level
– Inbreeding
– Possible morale
problems of those
not promoted
– Political? infighting
for promotions
– Requires strong
management
development
program

24. EXTERNAL SOURCES EXTERNAL SOURCES
– new blood, new
perspectives
– Cheaper than training
a professional
– No group of political
supporters in
organization already
– May bring competitors,
secrets, new insights
– Helps meet equal
employment needs
– May not select
someone who will fit
– May cause morale
problems for those
internal candidates
– Longer adjustment or
orientation time
May bring in an attitude
from pervious Company

25. A job description (J/D)
is a written statement of the duties,
responsibilities, required qualifications and
reporting relationships of a particular job.
Job specifications (J/S)
specify the minimum acceptable qualifications
required by the individual to perform the task
efficiently. Based on the information obtained
from the job analysis procedures, job
specification identifies the qualifications,
appropriate skills, knowledge, and abilities and
experienced required to perform the job.

26. PAY PACKAGES

27. Compensation
Monetary
Direct
Salary – Wages – Bonus
Incentive – Commission –
over time payment
Non - Monetary
Indirect
Pension - Gratuity -
Insurance - Transport
Reputation , Recognition, job
environment , status,
Authority , Training,
Financial
Non financial

28. Incentive
An incentive is any factor that provides a motive for a
particular course of action
Incentives bridge the gas between
capacity to work and willingness to work
Capacity to
work
Willingness to
work
GAP

29.  Salary
 Wages
 Earning
 Take home salary
 Minimum Wages
 Fringe benefits
Definitions

30. Salary
As the remuneration paid to the manager,
professionals, Supervisors & clerical staff on monthly or
annual basis White Collar Employees
Wages
Who get payment based on time
(Hours / Daily wages ) Blue Collar Employees
Earning
The total amount received by an employee during
a given period
( Salary / COL /House Rent allowances / other
allowances / over time payment )

31. Take home Salary
Amount of salary left to the employee after
making certain deduction
(EPF / ETF / Life Insurance / Income Tax / other..)
Minimum Wage
The amount of remuneration which is stipulated
by government for different industries

32. Fringe Benefits
as supplement to workers earned wages. They
included payment in cash and kind out side of earned
wages
Principal Benefits
 Leave – paid
 Social Insurance – EPF / ETF /Accident /Maternity
 Medical Service / Canteen / Death relief / loan /
housing loan / Transport
 Severance payment
Gratuity / Bonus / long service award/ profit sharing
 Free training Scheme / Sponsorship for education
& training

33. JOB EVALUATION

34. What is the job
What is the evaluation
What is the process

35. Job is set of task and activities should
be perform by individual and group.
Process - systematic way to archived
Evaluation – proper evaluation has four
process set of task and activities should be perform
by individual and group.
1. Measurement (Quality & Quantities)
2. Assessment
3. Valuing
4. Rating

36. Job Evaluation
is process of measurement, Assessments,
valuing & Rating a set of task and activities
Job analysis
Job Rating - Study the JD & JS and assign
relative value or scope to each job
Job specificationJob description
Money Allocation – Assign a money rate to pay to each
job according to a define system or scale
Employee Classification - Classify all employees under proper
job title based upon the content of the worker they actually
perform

37. JE
methods can be divided in to two basic categories
1. Non analytical methods
i. Ranking Methods
ii. Job Grading / Classification
2. Analytical Methods
i. Points Rating System
ii. Factor Comparison
iii. Market Pricing

38. Job Ranking
The basic process of job ranking is to select a
representative sample of jobs (Bench Marks), prepare
basic J/D for them, compare them the basic
information in the J/D and rank them in order

39. Job Classification
Predetermined number of job group or classes are
established and job assigned to these classification
Class I – Executives (Office manager / D. Manager / Department supervisor)
Class II – Skilled Workers (Purchasing Assistant / Cashier / Receipts Clerk )
Class III - Semiskilled Workers (Machine operators / crank Operator )
Class IV – Semiskilled Workers (Office Boy / File Clark)

40. This method is widely used currently
Job are expressed in terms of key factors. Points are
assigned to each factor after prioritizing each factor in
order of important.
Skills
Education and Training required / Depth Experience /Problem
Solving Skills / Social Skill required / Creative thinking / Degree
of discretion / use of judgment
Responsibilities / Accountability
Specialized & Breadth responsibility / for production material /
Degree of freedom
Effort
Mental & physical Demand / potential stress
Working Conditions
Points Rating Method

41. The most frequent factors employed in points
system are as followed
Skills
Education and Training
required
 Depth Experience
Problem Solving Skills
 Social Skill required
 Creative thinking
 Degree of discretion
use of judgment
Responsibilities /
Accountability
 Specialized responsibility
 Breadth responsibility
 Complexity of work
Degree of freedom act
 number and nature of
subordinate staff
 extent of accountability
of equipment / plant
 extent of accountability
of production / materials

42. Effort
 Mental Demand
 physical Demand
 Degree potential stress
Working Conditions
 Time scale of operation
 Turbulent or Steady – state
 Amount of necessary
Travelling
 Diversity of Subordinates
 Pressure from other group
 difficult or hazardous
surrounding

46. A more systematic and scientific methods of job
evaluation is the factor comparison methods
Factor comparison method