human resource management

2. “HUMAN RESOURCE MANAGEMENT”
GROUPA
TOPIC
‘CONCEPTS OF HRM
AND
HISTORY OF HRM’
LECTURER
“MA’AM RABIA FAROOQ”
PRESENTERS
ABDUL QADEER ( 55975 )
HAMZA AZZAM ( 55986 )
NOMAN AMIN ( 55999 )
AHSAN SHERAZI ( 56006 )
AHSAN RIAZ ( 55978 )

3. Table of Contents
“Concept of HRM”
I. Meaning
II. Definition
III. Nature
IV. Scope
V. Work of HRM
VI. Objectives
VII. Models of HRM
VIII. Example

4. Table of Contents
History of HRM
i. Industrial revolution
ii. Scientific management
iii. Scientific management to personal management
iv. Human relations movement.
v. Strategic movement of HR
vi. Conclusion
References

7. Meaning of HRM
 Human resource management is the practice of recruiting, hiring, deploying and managing an
organization's employees.
 HRM is often referred to simply as human resources (HR).
 Now we need to know about HR and Management.
HR = ?
Management = ?
Human Resource ( HR )
 HR is the set of individuals who make up the workforce of an organization, business sector
or economy.
 we can also used HR for human skills, talent, labor or simply people.
 A company or organization's HR department is usually responsible for creating, putting into effect
and overseeing policies governing workers and the relationship of the organization with its employees.
Management
 An art of getting work done by other peoples is called management
 Or we can define management as “ management in business and organizations is the functions that
coordinates the efforts of people to accomplish goals and objectives using available resources
efficiently and effectively.

8. Definition
Following are some definitions of HRM.
1. Human resource management is organizing, coordinating, and managing employees
within an organization to carry out an organization's mission, vision, and goals.
2. Human resource management (HRM or HR) is the strategic and coherent approach to
the effective and efficient management of people in a company or organization such that
they help their business gain a competitive advantage.
3. According to Edwin B. Flippo, “Human resource management is the planning;
organizing, directing and controlling of procurement, development, compensation,
integration, maintenance and separation of human resource to the end that individual
and societal objectives are accomplished.”
4. According to Armstrong (1997), Human Resource Management can be defined as “a
strategic approach to acquiring, developing, managing, motivating and gaining the
commitment of the organization's key resource , the people who work in and for it.

9. Nature of Human Resource management
 HRM is based on certain principles and policies contribute to the achievement of
organizational objectives.
i. HRM is a pervasive function – Human resource management is not specific to an individual
department, rather it is a broader function and spread throughout the organization, it
manages all type of people from lower level to top level departments of the organization.
ii. HRM is people oriented – People or human resource is the core of all the activities of
human resource management. Human resource management works with and for people. It
brings people and organization together to achieve individual and organizational goals.
iii. HRM is continuous activity – All factors of production are required to be continuously
updated and improved to cope up with the changes and increased competition. Similarly,
human resource also continuously trained, developed, or replaced to face the next level of
competition. Hence, it is a continuous activity.
iv. HRM is a part of management function.
v. HRM aims at securing maximum contribution.

10. Scope of Human Resource Management

11. How does HRM work?
 Human resources management works through dedicated HR professionals, who are
responsible for the day-to-day execution of HR-related functions. Typically, human
resources will comprise an entire department within each organization.
 HR departments across different organizations can vary in size, structure and nature
of their individual positions.
 For smaller organizations, it is not uncommon to have a handful of HR generalists,
who each perform a broad array of HR functions.
 Larger organizations may have more specialized roles, with individual employees
dedicated to functions such as recruiting, immigration and visa handling, talent
management, benefits, compensation and more. Though these HR positions are
differentiated and specialized, job functions may still overlap with each other.

12. Objectives of HRM
 Societal objectives:
Measures put into place that responds to the ethical and social
needs or challenges of the company and its employees. This includes legal issues such
as equal opportunity and equal pay for equal work.
 Organizational objectives:
Actions taken that help to ensure the efficiency of the
organization. This includes providing training, hiring the right number of employees
for a given task or maintaining high employee retention rates.

13.  Functional objectives:
Guidelines used to keep HR functioning
properly within the organization as a whole. This includes making sure that all of
HR's resources are being allocated to their full potential.
 Personal objectives:
Resources used to support the personal goals of
each employee. This includes offering the opportunity for education or career
development as well as maintaining employee satisfaction.

14. Objectives of HRM
Following are some other objectives of human resource management.
 Achieve Organizational Goals
 Work Culture
 Team Integration
 Training and Development
 Employee Motivation
 Workforce Empowerment
 Retention
 Data and Compliance

15. Models of HRM
 The four HRM models are:
1. The Fombrun Model
2. The Harvard Model
3. The Guest Model
4. The Warwick Model
The Fombrun Model
Being the first model (dates back to 1984), this emphasizes just four functions and
their interrelatedness.
The four functions are selection, appraisal, development, and rewards.
These four constituent components of human resource management and are
expected to contribute to organizational effectiveness.

16. • The Harvard model claims to be comprehensive in as much as it seeks to
comprise six critical components of HRM.
• The dimensions included in the model are stakeholders, interests, situational
factors, HRM policy choices, HR outcomes, long-term consequences, and a
feedback loop through.
• The outputs flow directly into the organization and the stakeholders.
The Harvard Model
• Yet another human resource management model was developed by David Guest
in 1997 and claims to be much superior to other models.
• The details will justify the claim. This model claims that the HR manager has
specific strategies to begin with, which demand certain practices and when
executed, will result in outcomes.
• These outcomes include behavioral, performance-related, and financial rewards.
The Guest Model
• This model was developed by two researchers, Hendry and Pettigrew of the
University of Warwick.
• Like other human resource management models, the Warwick proposition
centers around five elements,
• Outer context, inner context, Business strategy content, HRM context, HRM
content
The Warwick
Model

17. Example
 If you hire people into a business, you are looking for people who fit the company
culture as they will be happier, stay longer, and be more productive than people who
won't fit into the company culture.
 Amazon is an example of a large company with multiple types of specialized HR
positions. Amazon's career website lists 15 different job titles.
1. HR business partner
2. HR manager
3. Recruiter
4. Recruiting coordinator
5. HR Assistant

18. History of HRM
 Human Resource Management (HRM) has evolved as a discipline over the last
century, driven by changes in the workplace and the role of the employee.
 The study of HRM encompasses a wide range of topics, including recruitment,
training and development, performance management, compensation, and labor
relations.
 In this answer, we will provide a comprehensive and detailed description of the
history of HRM as a study discipline.
 Following are some phases of Human resource management history.

19. The Industrial Revolution/ Welfare
 The foundation of industrial revolution take place in 18 century.
 This period was characterized by the development of machines and technology made rapid
progress.
 The result was an increase in job specialization and the enterprises started grouping but the
working and living conditions of the labors were poor and their working hours were long.
 The employers were only interested to meet production targets rather than satisfy workers’
demands.
 As a result of the prevailing poor working conditions and low wage rates the adversarial
relationship between employers and labors was established.
 This lead to gradual evolution of systematic attention towards welfare of workers and laid
the foundations of the HRM.

20. Scientific Management
 When the field of industrial psychology emerged as a response to the need for scientific management
of the workforce.
 Frederick Winslow Taylor, considered the father of scientific management, emphasized the
importance of selecting and training workers based on their abilities and assigning them tasks that
were appropriate for their skill level (Taylor, 1911).
 The salient features of this approach are:
i. Scientific selection of person on the job;
ii. Systematic analysis of job;
iii. Breakdown the job into small mechanical elements then rearrange into their most efficient
combination;
iv. Employees must be trained carefully by supervisors so that they performed the task as specified by
prior scientific analysis;
v. A fair piece rate system of wage;
vi. Overqualified workers should be excluded from the job;
vii. There should be close cooperation between managers and non-managers.

21. Scientific Management to Personal
Management
 In the 1920s and 1930s, the focus of HRM shifted from scientific management to
personnel management, which emphasized the administrative and legal aspects of
managing employees.
 During this period, companies began to develop personnel departments, which
were responsible for handling tasks such as hiring, firing, and payroll
administration.
 The personnel department was seen as a support function, rather than a strategic
business partner (Nkomo & Fottler, 2012).

22. Human Relations Movement
 Human relations means the relations between person to person and in respect of
organization, the relations between management and employees.
 The success of organization depends upon harmonious relations between
employers and employees. This lead to turn in higher productivity of the
organization
 In the 1950s and 1960s, the study of HRM began to focus on the human relations
movement, which emphasized the importance of employee motivation and job
satisfaction.
 This movement was led by researchers such as Abraham Maslow, who developed
the hierarchy of needs theory, and Frederick Herzberg, who developed the two-
factor theory of motivation.
 These theories emphasized the importance of intrinsic motivation, such as job
satisfaction, over extrinsic factors such as pay (Maslow, 1954; Herzberg, 1959).

23. Strategic Management of HR
 In the 1970s and 1980s, HRM began to focus on the strategic management of
human resources.
 This approach emphasized the importance of aligning HRM practices with
business strategy, and viewed employees as a valuable resource that could help
organizations achieve a competitive advantage.
 The concept of strategic human resource management was introduced by
researchers such as Michael Porter, who developed the resource-based view of the
firm (Porter, 1985).

24.  In recent years, the study of HRM has continued to
evolve, with a growing emphasis on topics such as
diversity, inclusion, and employee well-being. The
field has also become increasingly global, with
companies seeking to manage employees across
borders and cultures (Nkomo & Fottler, 2012).

25. Conclusion
 In conclusion, the history of HRM as a study discipline has evolved over the past
century, from scientific management to personnel management, human relations,
and strategic human resource management.
 While the focus of HRM has shifted over time, the field has always emphasized
the importance of managing employees effectively in order to achieve
organizational goals.

26. References
i. Article shared by M. Narang. ( Definition )
ii. eNotes MBA ( nature of HRM )
iii. Pocket hrm ( objectives )
iv. ManagementStudyHQ . ( Models of HRM ).
v. ( History of HRM )(
vi. Herzberg, F. (1959). The Motivation to Work. John Wiley & Sons.
vii. Maslow, A. H. (1954). Motivation and Personality. Harper & Row.
viii. Nkomo, S. M., & Fottler, M. D. (2012). Human Resource Management Applications:
Cases, Exercises, Incidents, and Skill Builders. South-Western College Pub.
ix. Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior
Performance. Free Press.
x. Taylor, F. W. (1911). The Principles of Scientific Management. Harper & Brothers.

28. “Wish you focus on your victory instead of trying to defeat someone.”