human resorce management

1. Human Resource Management

2. Definition of HRM
• The part of management which is concerned with
people at work and with their relationship within
an enterprise
• HRM can be defined as a process of procuring,
developing and maintaining competent human
resources in the organisation so that the goals of
an organisation are achieved in an effective and
efficient manner .

3. OBJECTIVES of HRM:
• Primary objective
– availability of right people for right jobs
Sub Objectives
To help the organisation to attain its goals effectively and efficiently by
providing competent and motivated employees.
• To utilize the available human resources effectively.
• To increase to the fullest the employee’s job satisfaction and self-actualisation.
• To develop and maintain the quality of work life (QWL) which makes employment
in the organisation a desirable
• To establish and maintain cordial relations between employees and management .
• To reconcile individual/group goals with organisational goals

4. Scope of HRM
Human
resource
planning
Job Analysis
Design
Recruitment
and Selection
Orientation and
Induction
Training and
development
Performance
Appraisal
Compensation
planning and
Remuneration
Motivation,
welfare, Health
and safety.
Industrial
Relation

5. PRINCIPLES OF HRD
• Corporate Policy on Human Resources

6. PRINCIPLES OF HRD
• Commitment of Top Management
• to promote HRD:
– i)Create an enabling culture where under individuals can
grow up to their full potential.
– (ii)Chair the HRD task force himself.
– (iii)Attend the initial HRD orientation programmes
(iv)Periodically review the progress of HRD.
– (v)Focus on employee development throughout.

7. • Sound Planning:
– Planning related to
• for the proper utilization of new skills. So that skilled
employees should not get frustrated and may resign to
join some other organization.
• to develop the necessary skills for diagnosis and
problem solving.
• internal and external environment of the organization
PRINCIPLES OF HRD

8. Conducive Climate
• Positive Atmosphere
– (i)Openness or freedom to express one’s ideas and opinions.
– (ii)Trust and mutuality among people.
– (iii)Team spirit or collaboration
– (iv)Reasonable freedom for experimentation and risk taking.
– (v)A belief that developing the competencies in the employees
is the job of every manager/supervisor.
– (vi)Faith in the capability of employees to change and acquire
new competencies at any stage of life.
– (vii)Interest in confronting issues and solving rather than
hiding problems.

9. Competent Functionaries
• Persons with proven reputations and skills
should be appointed as the heads of the HRD
departments.

10. Sharing experiences
• HRD professionals should continuously exchange their
experiences for professional development knowledge
• Newsletter
• The India society for training and development (ISTD),
New Delhi and 38 Indian Society for Applied
Behavioural Sciences are other professional bodies
which can help HRD managers in developing their
professional competencies.

11. Regular Monitoring
• Regular Monitoring of HR activities for
continuous review of progress in the
implementation of HRD. Necessary
changes/improvements should be carried out
on the basis of such reviews.