This document provides an overview of human resource management (HRM). It discusses why organizations need to study HRM as people are critical to running organizations. It defines HRM and outlines its nature, scope, and functions. The document also discusses different HRM models like the Fombrun, Tichy & Devanna model, the Harvard model, the Guest model, and the Warwick model. It compares personnel management, human resource development (HRD), and strategic HRM. Finally, it covers the internal and external environment of HRM and some changing roles and challenges for HRM.

1. Human
Resource Management
MBA (G)/MBA (B&F)
MBA 201
Yogesh Kumar
Faculty (HR)
Amity University Gurgaon

2. Why Study HR Management?
 It’s the people who run organizations.
 Need to manage their skills, abilities & aptitude.
 HRM is study about people i.e. how they are
hired, trained, compensated, motivated & maintained.

3. Meaning
• HRM is a management function that helps managers
recruit, select, train and develop members of an organisation.
• A series of integrated decisions that form the employment
relationship; their quality contributes to the ability of the
organisations and the employee to achieve their objectives.
• HRM is the planning, organising, directing and controlling of
the
procurement, development, compensation, integration, mainte
nance and separation of human resources to the end that
individual, organisational and social objectives are
accomplished.

4. Nature of HRM
• Pervasive force
• Action oriented
• Future oriented
• People oriented
• Comprehensive function
• Individual oriented
• Inter disciplinary functions
• Continuous function
• Staff function
• Development oriented

5. Scope of HRM
The scope of HRM is very wide. It is thus divided into three
categories:
A. Personnel aspect
B. Welfare aspect
C. Industrial Relation Aspect

6. A. Personnel Aspect includes
• HR Planning
• Recruitment
• Selection
• Placement
• Transfer
• Promotion
• Training and Development
• Remuneration
• Incentives

7. B. Welfare Aspect includes
• Working Conditions
• Amenities such as Canteens, Creches, Rest rooms, Lunch
rooms.
• Housing
• Transport
• Medical Assistance
• Education
• Health and Safety
• Recreation facilities

8. C. Industrial Relation Aspect includes
• Union Management Relations
• Joint Consultation
• Collective Bargaining
• Grievance Redressal

9. HRM Functions
HRM
Managerial Operative
Function Functions
Procurement Development Motivation& Maintenance integration Emerging
Compensation issues
-Planning
•Job Analysis •Training •Job design •Health •Grievances •Personnel
•Work •Discipline records
-Organizing •HR Planning •Executive scheduling •Safety •Teams and •Personnel
development •Motivation teamwork audit
•Recruitment •Job evaluation •Welfare •Collective •Personnel
- Directing •Career planning •Performance bargaining research
•Selection and potential •Social •Participation •HR
•Succession appraisal security •Empowerment Accounting
-Controlling •Placement Planning •Compensation •Trade unions •HRIS
administration •Employers’ •Job Stress
•Induction •HRD Strategies •Incentives association •Counseling
benefits and •Industrial •Mentoring
•Internal mobility services relations •IHRM

10. HRM MODELS

11. The Fombrun, Tichy & Devanna Model
Human Resource
Development
Organisational
Selection Appraisal Effectiveness
Rewards

12. The Harvard Model
Stakeholder Interest
Shareholders
Management
Government Human Human
Community Unions Resource Resource
Management outcomes
Commitment
Competence
Congruence
Situational Factors
Workforce Character Long-Term
Business Strategy & Consequences
Conditions Individual well-
Unions being
Labour Market Organisational
Laws & Societal values Societal well-
being

13. The Guest Model
HRM HR Behavioral Performa-
Practices Outcomes Outcomes nce
Hiring Commitment Motivation Outcomes
Training Quality Co- Positive
HRM
Appraisal Flexibility Operation Productivity
Strategy
Compensatio Organisational Innovation
n Citizenship Quality
Relations Negative
Turnover
Financial
Outcomes
Profits
ROI

14. The Warwick Model of HRM

15. Socio-Economic Outer Context
Technical
Political-Legal
Competitive
Culture Inner Context
Structure
Politics/Leaders
Task-Technology
Business Outputs
Business Strategy Content HRM Context
Objectives Role
Product Market Definition
Strategy & Tactics Organisation
HR Outputs
HRM Content
HR Flows
Work Systems
Reward Systems
Employee-
Relations

16. Concept of Personnel Management, HRD &
SHRM
• Personnel Management - Personnel Management is basically
an administrative recordkeeping function, at the operational
level.
• Personnel Management attempts to maintain fair terms and
conditions of employment, while at the same time, efficiently
managing personnel activities for individual departments etc.
• It is assumed that the outcomes from providing justice and
achieving efficiency in the management of personnel activities
will result ultimately in achieving organisational success.

17. • Human Resource Development in the organization context is
a process by which the employees of an organization are
helped, in a continuous and planned way to:
a. Acquire capabilities required to perform various functions associated with
their present or expected future roles.
b. Develop their general capabilities as individuals and discover and exploit
their own inner potentials for their own and organizational development
purpose.
c. Develop an organizational culture in which supervisor-subordinate
relationship, teamwork, and collaborations among sub-units are strong and
contribute to the professional well being, motivation, and pride of
employees.

18. • Strategic HRM is a process that involves the use of
overarching approaches to the development of HR
strategies, which are integrated vertically with the business
strategy and horizontally with one another.
• Linking HRM with strategic goals and objectives to improve
business performance and develop organizational cultures
fostering innovation and flexibility.

19. HRM Environment
External factors includes:
a) Economic factors (Customers, Suppliers, competitors & Globalization)
b) Political & Legislative factors ( The Legislative, the Employers, & The
Judiciary)
c) Technological Factors
d) Social & Cultural factors
e) Demographic factors
Internal factors include:
a) Shareholders
b) Customers
c) Suppliers
d) Government
e) Public
f) Unions
g) The employees
h) Top Management

20. Changing Role/Challenges in HRM
• The Management of Workplace Diversity
• Planning a Mentoring Program
• Organizing Talents Strategically
• Leading the Talk
• Control and Measure Results
• Motivational Approaches
• Managing Gain-sharing
• Managing Executive Information Systems

21. Any Queries???