The document discusses human resource management and related concepts. It covers the nature of HRM, including that it is pervasive, action-oriented, and deals with developing employees and organizations. It also outlines the scope and functions of HRM, factors affecting HR functions like workforce diversity, HR systems, and different models of HRM like scientific management and human relations approaches.

1. HUMAN RESOURCE MANAGEMENT
A. K. MOHAPATRA
SCHOOL OF MANAGEMENT
WHAT IS SO SPECIAL ABOUT HUMAN RESOURCES
IN COMPARISION TO OTHER RESOURCES?
MIND
FEELINGS
BEHAVIOUR
EMOTION
DISCRETION
MOTIVATION
POLITICS
PERSONALITY
PSYCHOLOGY
COMPETENCIES
DESIRE
FRUSTRATION
STRESS ............

2. HUMAN RESOURCE MANAGEMENT
A. K. MOHAPATRA
SCHOOL OF MANAGEMENT
ASSIGNMENT ON MANAGEMENT CONCEPTS
DEVELOPMENT – GROWTH
AUTHORITY – POWER
ATTITUDE – APTITUDE
COMPETENCE – COMPETENCY
METHOD – TECHNIQUE
PROCESS – SYSTEM
STRATEGY – STRATEGIC
KNOWLEDGE – SKILL
COACHING – COUNSELING
TASK – DUTY
RESPONSIBILITY – ACCOUNTABILITY
POSSIBLE – PROBABLE
CULTURE – CLIMATE
COMMITTEE – COUNCIL
EFFICIENCY – EFFECTIVENESS
MORALE – MOTIVATION
SATISFACTION – HAPPINESS

3. HUMAN RESOURCE MANAGEMENT
A. K. MOHAPATRA
SCHOOL OF MANAGEMENT
NATURE
PERVASIVE
ACTION ORIENTED
DEALS WITH PEOPLE - INDIVIDUAL– GROUP–TEAM
DEVELOPMENT – EMPLOYEES – ORGANISATION
COMPREHENSIVE FUNCTION
A STAFF FUNCTION
CONTINUOUS

4. HUMAN RESOURCE MANAGEMENT
A. K. MOHAPATRA
SCHOOL OF MANAGEMENT
SCOPE
PERSONNEL
INDUSTRIAL RELATIONS
WELFARE
OBJECTIVES
ACHIEVE GOALS
EMPLOY SKILLS OF PEOPLE
RIGHT PEOPLE AT RIGHT PLACES AT RIGHT TIME
RESPONSIBILITY TOWARDS EMPLOYEES – QWL
AWARENESS OF EMPLOYEES ABOUT THE ORGANISATION
SOCIAL RESPONSIBILITY

5. DO NOT KNOW WHERE HE GOT HIS MANAGEMENT DEGREE FROM
WHAT IS IMPORTANT IS HE GETS THINGS DONE HERE

6. HUMAN RESOURCE MANAGEMENT
A. K. MOHAPATRA
SCHOOL OF MANAGEMENT
FUNCTIONS OF HRM
MANAGERIAL PLANNING
ORGANISING
DIRECTING
CONTROLLING
PROCUREMENT
DEVELOPMENT
COMPENSATION
OPERATIVE MOTIVATION
MAINTENANCE
INTEGRATION
SOME EMERGING ISSUES

7. HUMAN RESOURCE MANAGEMENT
HRM IN A DYNAMIC ENVIRONMENT
A. K. MOHAPATRA
SCHOOL OF MANAGEMENT
FACTORS AFFECTING HR FUNCTIONS
EXTERNAL INTERNAL
TECHNOLOGICAL ORGANISATIONAL
ECONOMIC CULTURE
POLITICAL MISSION
SOCIAL POLICIES
LOCAL STRUCTURE OF THE
UNIONS ORGANISATION.
GLOBAL HR SYSTEMS
WORKFORCE DIVERSITY
TAKE ONE EXAMPLE OF WORKFORCE DIVERSITY
RESERVED CATEGORY

8. HUMAN RESOURCE MANAGEMENT
A. K. MOHAPATRA
SCHOOL OF MANAGEMENT
RESERVATIONS
SC AND ST
OBC
SONS OF THE SOIL
EX-DEFENCE
PHYSICALLY CHALLENGED
DISPLACED PERSONS
WOMEN
CONTRACT LABOUR
CHILD LABOUR
MINORITY
SPORTSMEN
DEATH WHILE IN SERVICE
CLASS DEBATE
SHOULD THIS BE EXTENDED TO PRIVATE SECTOR

9. HUMAN RESOURCE MANAGEMENT
A. K. MOHAPATRA
SCHOOL OF MANAGEMENT
TOTAL QUALITY MANAGEMENT AND HRM
DO IT RIGHT THE FIRST TIME SAMPLE TEST APPROACH
BUILD IT IN APPROACH
DESIGN APPROACH
FIX IT APPROACH
CUSTOMER ORIENTATION
CONTINUOUS IMPROVEMENT
TEAMWORK IN QUALITY AS A LIFE
TQM AND REENGINEERING
TOTAL QUALITY HRM APPROACH
INDO-GULF FERTILISERS LTD UPGRADE TECHNOLOGY
BHEL ISO CERTIFICATION
TELCO ( LUCKNOW ) SUMO MODEL
PHILIPS INDIA LTD. SUGGESTION SCHEME

10. HUMAN RESOURCE MANAGEMENT
A. K. MOHAPATRA
SCHOOL OF MANAGEMENT
HR SYSTEMS
SYSTEMS ARE DEVELOPED PROCESSES
AND PROCEDURES
INCENTIVE SCHEMES
QUALITY CIRCLES
PROCEDURE TO SANCTION LEAVE
DOCUMENTATION ETC.
SUCCESSION PLANNING
PERFORMANCE MANAGEMENT

11. WHY NEWTON COMMITTED SUICIDE
Here is the reason:Once, Newton came to India
and watched a few movies that had his
head spinning.
He was convinced that all his logic and laws
in physics were just a huge pile of junk and
apologized for everything he had done.
In the movie of Rajanikanth, Newton was confused
to such an extent that he went paranoid.
Here are a few scenes

12. SCENE ONE
Rajanikanth has a Brain Tumor which,
according to the doctors can't be cured
and his death is imminent. In one of the
fights, our great Rajanikanth is shot in the
head. To everybody's surprise, the bullet
passes through his ears taking away the
tumor along with it and he is cured!!

13. SCENE TWO
In another movie, Rajanikanth is confronted
with 3 gangsters. Rajanikanth has a gun but
unfortunately only one bullet and a knife.
Guess, what he does?He throws the knife
at the middle gangster & shoots the bullet
towards the knife. The knife cuts the bullet
into 2 pieces, which kills both the gangsters
on each side of the middle gangster & the
knife kills the middle one.

14. SCENE THREE
Rajanikanth is chased by a gangster.
Rajanikanth has a revolver but no bullets
in it. Guess what he does. Nah? Not even
in your remotest imaginations.He waits
for the gangster to shoot. As soon as the
gangster shoots, Rajanikanth opens the
bullet compartment of his revolver and
catches the bullet. Then, he closes the
bullet compartment and fires his gun....
Bang...the gangster dies...

15. SCENE FOUR
Rajanikanth gets to know that the villain
is on the other side of a very high wall. So
high that Rajanikanth can't jump. Newton
dada is smiling since it is virtually
impossible!
Rajanikanth suddenly pulls out two guns from
his pockets. He throws one gun in the air and
when the gun has reached above the height
of the wall, he uses the second gun and
shoots at the trigger of the first gun in air.
The first gun fires off and the villain is dead.

16. HUMAN RESOURCE MANAGEMENT
A. K. MOHAPATRA
SCHOOL OF MANAGEMENT
QUOTE OF THE DAY
“ TAKE MY ASSETS AWAY, LEAVE MY
PEOPLE, AND IN FIVE YEARS,I WILL HAVE
IT ALL BACK”
ALFRED SLOAN, GENERAL MOTORS CO.

17. HUMAN RESOURCE MANAGEMENT
HRM MODELS
A. K. MOHAPATRA
SCHOOL OF MANAGEMENT
SCIENTIFIC MANAGEMENT
FREDERICK TAYLOR – TIME AND MOTION STUDIES – JOB-ANALYSIS
JOB-SPECIFICATION- JOB DESCRIPTION
NOW - ‘MOST’
HUMAN RELATIONS
THEY ARE HUMAN BEINGS – TREAT THEM WELL
HAWTHRONE STUDIES DURING 1930-40
NEGATIVE FACTORS OF HR APPROACH
- HAPPY WORKER GOOD WORKER CONCEPT
- INDIVIDUAL DIFFERENCES NOT TAKEN INTO CONSIDERATION
- IMPORTANCE OF JOB IS IGNORED
- IMPORTANCE OF PERFORMANCE IS REDUCED
HUMAN RESOURCES
- EMPLOYEES ARE ASSETS – INVESTMENT
- GOALS OF THE ORGANISATION VS. NEEDS OF EMPLOYEES

18. HUMAN RESOURCE MANAGEMENT
A. K. MOHAPATRA
SCHOOL OF MANAGEMENT
HUMAN RESOURCE APPROACH MODEL
EMPLOYEE MOTIVATION
EMPLOYEE
EMPLOYEE
PERFORMANCE
REWARDS
ORGANISATIONAL PERFORMANCE