This document provides information on human resource management (HRM). It defines HRM as the total knowledge, skills, and abilities of an organization's workforce. It discusses that HRM aims to develop and manage the human element of an enterprise. The document outlines the main functions of HRM such as recruitment, training, performance appraisal, and compensation. It also discusses the nature, scope, objectives and process of HRM. Finally, it compares HRM with personnel management and outlines the role of an HRM manager.

1. HUMAN
RESOURCE
MANAGEMENT

2. HUMAN RESOURCE
• HR may be defined as the total knowledge,
skills, creative abilities, talents and aptitudes
of an organization's workforce, as well as the
values, attitudes, approaches and beliefs of
the individuals involved in the affairs of the
organization.
• It is the sum total of inherent abilities,
acquired knowledge and skills represented by
the talents and aptitudes of the persons
employed in the organization.

3. HUMAN RESOURCE
• From the national point of view, human
resources may be defined as the
knowledge, skills, creative abilities,
talents and aptitudes obtained in the
population;
• From the organisational viewpoint, it
represents the total of the inherent
abilities, acquired knowledge and skills as
shown in the talents and aptitudes of its
employees

4. ◉ HRM is that process of management which
develops and manages the human element of
an enterprise.
◉ It is not only the management of skills but
also the attitude and aspiration of people.

5. ◉HRM may be defined as a set of
policies and practices and programmes
designed to maximise both personal
and organizational goals.
◉It is such a process by which the people
and organization are bound together in
such a way that both of them are able
to achieve their objective.

6. HRM Main Functions
• It tries to put people on assigned jobs in order
to produce good results.
• It helps an organization to meet its goals in
the future by providing for competent and
well-motivated employees.
• It tries to build and maintain cordial relations
among people working at various levels in the
organization.
• It is a multidisciplinary activity, utilizing
knowledge and inputs drawn from psychology,
economics, etc.

8. HRM: Scope
1. Personnel aspect-This is concerned with
manpower planning, recruitment, selection,
placement, transfer, promotion, training and
development, layoff and retrenchment,
remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and
amenities such as canteens, crèches, rest rooms and
lunchrooms, housing, transport, medical assistance,
education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-
management relations, joint consultation, collective
bargaining, grievance and disciplinary procedures,
settlement of disputes, etc.

10. HRM Main Objectives
1. Goal attainment
2. Enhancing skills and knowledge
3. Optimum utilization of employee’s skills
4. Ensuring cordial human relations
5. Increasing potential of employees
6. Increasing job satisfaction
7. Communicating HR policies
8. To hire, develop and utilize best brains in market
9. Ensuring ethical and social responsibility

11. ⦿ Werther and Davis has classified the objectives of HRM into
four categories.
fu
Functional objectives
Organisational objectives
Societal objectives
Personnel
objectives

12. ◉Societal objectives: the basic
objective of HRM is towards the society
⦿ should be to ensure that their
organization manages human resource
in an ethical and socially responsible
manner through ensuring compliance
with legal and ethical standards.

13. ◉Thus, this objective includes:
◉To manage human resources in an
ethical and socially responsible
manner.
◉To ensure compliance with legal and
ethical standards.
◉To minimize the negative impact of
s o c i e t a l d e m a n d s u p o n t h e
organization.

14. ◉ Organizational objectives:-
◉ H R d e p a r t m e n t , l i k e a n y o t her
department in an organization, should
focus on achieving the goals of the
organization first.
⦿ If it does not meet this purpose, the HR
department cannot exist in the long run.
◉ HR department should recognise its role
in bringing about organizational
effectiveness.

15. ◉HRM is not an end in itself. It is only a
means to assist the organization with
its primary objectives.
◉In simple words, the HR department
should aim at serving the rest of the
organization

16. ◉Functional objectives:-
◉To maintain the HRM department’s
contribution at a level appropriate to
the organizational needs
◉Resources are wasted when HRM is
either more or less sophisticated to suit
the organizational demands.
◉The department’s levels of service must
be tailored to fit the organization it
serves.

17. ◉HRM should employ the skills and
abilities of the workforce efficiently.
◉It should aim at making the people’s
strength productive and to benefit the
organization.
◉HRM should aim at providing the
organization with well trained and well
motivated employees.

18. ◉ Personnel objectives:-
◉ Personnel objectives of the employees
must be met if employees are to be
maintained,
◉ Retained and motivated otherwise
employee performance and satisfaction
may decline and they may leave the
organization.
◉The objective of HRM in this context are-
HRM should increase to the fullest extent
the employee job satisfaction.

19. ◉HRM should also meet the
actualization of the employee.
self
◉HRM should assist the employees in
achieving their personal goals.
◉HRM should develop and maintain QWL.
◉HRM should also communicate HR
policies to all employees

20. • HRM is a process of bringing people and
organizations together so that the goals of each
are met. The various features of HRM include:
• It is pervasive in nature as it is present in all
enterprises.
• Result Oriented-Its focus is on results rather than on
rules.
• Employment Development Oriented-It tries to help
employees develop their potential fully.
• Motivational-It encourages employees to give their
best to the organization.
• It is all about people at work, both as individuals and
groups.

21. HRM Nature
1. Concerned with human element- best from employee
2. Pervasive – at all level of mgmt
3. Action oriented- rather than record keeping
4. Individual potential oriented-encourage to develop
5. People oriented – rewards & motivates people
6. Future oriented – future goals
7. Development oriented- training to develop skills
8. Continuous function- constant
9. Performance oriented- increase performance
10. Auxiliary service – assist and advice line managers
11. Inter-disciplinary (multidimensional)
12. Welfare oriented

22. Here is my Resume, or, as I like to call it,
‘a series of unfortunate events’.

23. Evolution
• The early
for improved efficiency through careful
part of the century saw a concern
design
of work.
• During the middle part of the century emphasis
shifted to the employee's productivity.
• Recent decades have focused on increased concern
for the quality of working life, TQM and worker's
participation in management.
• These three phases may be termed as welfare,
development and empowerment.

24. Efficiency
Productivity
TQM
Quality of work life
Worker’s participation
Welfare, Development and Empowerment

25. Definition of HRM
HRM is an activity which:-
• molds human resources into
organisation,
an effective
• provides opportunity for maximum individual
contributions under healthy working conditions,
• promotes individual development,
• encourages
understanding
mutual confidence and
between the employees and
employer and between the employees
themselves

26. • HRM aims to maintain good human
relations in the organisation.
• It contributes to improve quality and
capability of employees in org.
HRM often called by some other names e. g.
Manpower management, labour
management, labour relations, industrial
relations

27. 1. HR or manpower planning.
2. Recruitment, selection and placement
of personnel.
3. Training and development of employees.
4. Appraisal of performance of employees.
5. Taking corrective steps such as transfer from
one job to another.
6. Remuneration of employees.
7. Social security and welfare of employees.
8. Setting general and specific management
policy for organizational relationship.

28. • POSDC - Planning, Organising, Staffing,
Directing and Controlling
• POCCC - Planning, Organising, Commanding,
Co-coordinating and Controlling function.
• POSDCORB - Planning, Organising, Staffing,
Directing, Co-Ordinating, Reporting and
Budgeting

29. 9. Collective bargaining, negotiation and grievance
handling.
10. Staffing the organization.
11. Helping in the self-development of employees at all
levels.
12. Developing and maintaining motivation by providing
incentives.
13. Reviewing and auditing manpower management in
the organization
14. Potential Appraisal, Feedback, Counseling.
15. Role Analysis
16. Job Rotation.
17. Organization development and Quality of Working
Life.

30. Managerial functions Operative Functions
Planning
Organizing
compensation
Job Evaluation
Procurement Development
Job analysis Performance
Human resource Appraisal
Integration maintenance
Motivation Health
Job Satisfaction Safety
Planning
Wage & Salary
Administration Grievance Social
Directing Bonus & Incentives Redressal Security
Payroll Welfare
Schemes
Training
Executive
Development
Career planning
& Development Personnel
Records
Recruitment
Selection
Placement
Induction
Transfer
Promotion
separation
Personnel
Audit
Collective
Bargaining
Conflict
Management
Participation of
Employee
Discipline
Controlling

31. HRM Functions
Managerial Functions:
1. Planning- Personnel Policy & Program
2. Organizing- task allocation, identifying
relationship, integrating activities
3. Directing - by leadership, motivation &
communication
4. Commanding- by leadership & communication
5. Coordinating- persons and groups
6. Controlling – removing deviation by
supervision and feedback

32. Operative Functions:
1. Employment- Job analysis, HR Planning,
recruitment, selection, placement and mobility
2. T&D- to change attitudes, for individual and
organisational growth
3. Compensation- for workers involvement
4. Human relations- productivity, economic &
social satisfaction through integration and
cooperation
5. Effectiveness of HRM- through feedback
mechanism

33. HRM Process{1}
4 steps to realize HRM process
1. Individual- capability along with values
2. Team or group- developing employee morale
3. Adaptation with the organisation- linkage
between self, group and the organisation
4. Adaptation with the environment-
enabling people to work together as a system

34. Process of HRM
Individual
Team/group
Adaptation with the organisation
Adaptation with the environment

35. Process of HRM{2}
• Setting Objectives- purpose of org. is identified
• Division of responsibilities- to increase efficiency
& specialization
• Proper placement of individuals- suitable &
qualified person
• Defining and developing relationship- clear
hierarchy, authority and responsibility
• Coordination- to avoid duplication, repetition
& overlapping
• Supervision, direction and control
• Outcomes & Feedback

36. Process of HRM
Setting Objectives
Division of responsibilities
Proper placement of individuals
Defining & developing relationship
Coordination
Supervision, direction & control
Outcome
F
e
e
d
b
a
c
k

37. HRM Significance
• Organisational- attracting and retaining best
people, securing cooperation, utilizing skills,
imparting training
• Professional- work allocation, increasing
professionalism, providing opportunities, train
people
• Social- pay, equal opportunity, employment
• National- team spirit, speed up economic
activities, improving living standards

38. PM Vs HRM
Personnel Management
1. Employees are made for rules & regulations
2. Limited recruitment and training
3. Communication is slow and downward
4. Slow decision making
5. Work oriented approach
6. Focus on division of labour
7. Level of trust is low
8. Labour management relations

39. PM Vs HRM
9. Job based salary
10. Interest of org. is uppermost
11. Preceded by HRM
12. Centralized
13. Mechanistic
14.Labour is treated as a tool which is
replaceable
15. management’s role is transactional

40. PM Vs HRM
HRM
1. Rules and regulations are made for employees
2. Fast communication- downward and upward
3. People oriented approach
4. Team work
5. High level of trust
6. Customer-management relations
7. Performance based salary
8. Mutual interest(individual & organizational)

41. PM Vs HRM
HRM
9. Latest evolution of subject
10. Decentralized
11. Organic or social or humanistic
12.People are treated as assets for the
organization
13. management’s role is transformational

42. Role of HR Manager
•
•
•
•
•
•
Advisory role- to line managers
Counselor’s role- for conflict, career, health, family, etc.
Mediator’s role- whenever problem arises
Welfare role- for job satisfaction(canteens, medical, etc.)
Representative role- before other organizations
Conscience(Ethical) role- informing management about
moral and ethical obligations
Record keeping role- to maintain calculations of wages,
salary, allowances, incentives, fringe benefits, etc.
Problem solver - all the problems related to employees
•
•

43. HRD Definition
• HRD is the framework for helping employees
i n d e v e l o p i n g t h e i r p e r s o n a l a n
d organizational skills, knowledge, and
abilities.
• HRD includes employee training, employee
ca r e e r d e v el o pm ent, per form a n ce
management and development, coaching,
mentoring, succession planning, key employee
identification, tuition assistance, and
organization development.

44. HRD Definition
• HRD is a function of more concern with
training and development, career planning
and development and organizational
development. HRD is a part of HRM.
• Myres defined HRD as a process of
increasing the knowledge, skills and
capacities of all the people in a country. It is
a continuous and planned process.

45. Why HRD is required?
• To sharpen capabilities required to perform various
functions associated with their present or expected
future roles.
• To help individuals to discover their own inner
potential for OD.
• To develop an organizational culture- relationship,
team work, collaboration and integration.
• To fill the gap between actual and expected
performance.
• To bring all round development of people so that they
can contribute to organization, society & nation.

46. HRD Concept
• Recent origin of HRM used at Micro and Macro
level.
• Micro level- towards improvement of quality and
higher level of productivity of Organization.
• Macro Level- towards improvement of quality of
life of nation.
• It is based on system approach includes
subsystems(training, performance appraisal, role
analyses, communication, etc.)
• It is built around behavioral science.

47. Nature of HRD
• Planned system of developing people.
• Competency development oriented.
• Career development oriented.
• Continuous process.
• Open system approach.
• Protecting organization against disaster.
• Facilitating values and cooperation.
• Developing organizational and national interest.

48. HRM Vs HRD
HRM
• Rules are made for employees
• Fast communication downward and
upward
• Fast decision making process
• People oriented approach
• Level of trust is high

49. HRM Vs HRD
HRD
• Development oriented
• Focus on interdependent parts of org.
• Proactive approach
• Growth is the responsibility of all managers
• Emphasis on high order needs for motivation
like challenges, creativity, respect, etc.
• Focus is on improving satisfaction and morale
• It is all about the learning process of people

50. Nature of HRD
Nature of
HRD
Planned
system
Competenc
y building
Adaptation of
new techniques
Value
development
oriented
Growth
oriented
Continuous
process
Career
development
oriented
Developing
national
interest

51. Process of HRD
Performance Appraisal
Training(Job rotation/Job Enrichment)
Organizational Development
Career Development
Feedback and Counseling
Rewards

52. Objectives of HRD
•
•
•
To develop mental and physical ability.
To make employees capable for present and future role.
To make employees abreast with the latest changing
technology, knowledge and skills.
To ensure effective utilization of HR through training and
development.
To prevent overstaffing and wastage of HR.
To make employees committed and interested in the work
for their career advancement.
To increase the motivation level of employees.
To develop innovative strategies for effective productivity.
To create healthy environment.
•
•
•
•
•
•

53. Mechanism of HRD System
Actions Focus Objectives
Training
Education
Develop
ment
Learning of
Present and
Related Jobs
Preparing
for job
General
growth of
employee
Improved
performa
nce

54. Developing Competency at 4 Levels
• Individual
•Interpersonal
•Group
•Organizational
•Requirements
• Development
• Competency
•Knowledge
•Skill
•Ability
Developing Competency at 4 Levels

55. Structure of HRD
Simple Chart of HRD Organisation

58. Role of HRD Manager
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Manpower Planning
Role analyses
Training, Education & Development
Compensation and Reward
OD Techniques
Role Development
Participative Devices
Industrial Relations
Performance Appraisal & Potential Appraisal
Feedback
Career planning & Career Development
Quality of Work life
Employee Welfare
Data storage and Research

59. HRM(Def.)
• Human Resource Management (HRM) is
the function within an organization that
f o c u s e s o n r e c r u i t m e n t a n d
management of human resource, and
providing direction for the people who
work in the organization. Human
Resource Management can also be
performed by line managers.

60. HRM(Def.)
• Human Resource Management is the
organizational function that deals with
issues related to people such as
compensation, hiring, performance
management, organization development,
safety, wellness, benefits, employee
m o t i v a t i o n , c o m m u n i c a t i o n ,
administration and training.

61. HRM: Major Influencing Factors
In the 21st century HRM will be influenced by
following factors:-
• Size of the workforce.
• Rising employees' expectations.
• Drastic changes in the technology as well as
Life-style changes.
• Composition of workforce.
• New skills required.

62. HRM: Major Influencing Factors
• Environmental challenges.
• Lean and mean organizations.
• Impact of new economic policy.
• Political ideology of the Government.
• Downsizing and rightsizing of the
organizations.
• Culture existing in the organization etc.

63. HRM: Beliefs
The HRM philosophy is based on the following
beliefs:
• Human resource is the most important asset in the
organization and can be developed and increased to
an unlimited extent.
• A healthy climate with values of openness,
enthusiasm, trust, mutuality and collaboration is
essential for developing human resource.
• HRM can be planned and monitored in ways that
are beneficial both to the individuals and the
organization.

64. HRM: Beliefs
• Employees feel committed to their work and the
organization, if the organization enables a feeling of
belongingness.
• Employees feel highly motivated if the organization
provides satisfaction of their basic and higher level
needs.
• Employee commitment is increased with the
opportunity to discover and use one‘s capabilities
and potential in one's work.
• It is every manager's responsibility to ensure the
development and utilization of the capabilities of
subordinates.

65. HRM: Futuristic Vision
1. There should be a properly defined recruitment policy
in the organization that should give its focus on
professional aspect and merit based selection.
2. In every decision-making process there should be given
proper importance to the aspect that employees are
involved wherever possible. It will ultimately lead to
sense of team spirit, team-work and inter-team
collaboration.
3. Opportunity and comprehensive frame works should be
provided for full expression of employees‘ talents and
potentialities.

66. HRM: Futuristic Vision
4. Networking skills of the organizations should be
developed internally and externally as well as
horizontally and vertically.
5. For performance appraisal of the employee’s emphasis
should be given to 360 degree feedback which is based
on the review by superiors, peers ,subordinates as well
as self-review.
6. 360 degree feedback will further lead to increased
focus on customer services, creating of highly involved
workforce, decreased hierarchies, avoiding
discrimination and biases and identifying performance
entry.

67. HRM: Futuristic Vision
7. More emphasis should be given to Total Quality
Management. TQM will cover all employees at all
levels; it will conform to customer's needs and
expectations; it will ensure effective utilization
of resources and will lead towards continuous
improvement in all spheres and activities of the
organization.
8. There should be focus on job rotation so that
broadened as well as potentialities of
vision and knowledge of the employees are
the
employees are increased for future job prospects.

68. HRM: Futuristic Vision
9. For proper utilization of manpower in the
organization. The concept of six sigma of
improving productivity should be intermingled in
the HRM strategy.
10.The capacities of the employees should be
assessed through potential appraisal for
performing new roles and responsibilities. It
should not be confined to organizational aspects
only but the environmental changes of political,
economic and social considerations should also be
taken into account.

69. HRM: Futuristic Vision
11. The career of the employees should be
planned in such a way that individualizing
process and socializing process come together
for fusion process and career planning should
constitute the part of human resource
planning.

70. CONCLUSION
• To conclude HRM should be linked with
strategic goals and objectives in order to
improve business performance and develop
organizational cultures that foster innovation
and flexibility. All the above futuristic visions
coupled with strategic goals and objectives
should be based on 3 H's of Heart, Head and
Hand i.e., we should feel by Heart, think by
Head and implement by Hand.

71. StrategicHRM
• Strategic HRM is the practice of aligning
business strategy with the HR practices to
achieve the strategic goals of the
organization.
• The idea behind SHRM is that companies
must ‘fit´ their HR strategy with in the
framework of overall Business objectives
and hence ensure that there is alignment
between the HR practices and the strategic
objectives of the organization.