The document discusses the evolution of human resource management over time. It began as personnel management during the Industrial Revolution, focusing on tasks like worker wages and records. Studies in the 1900s shifted the focus to worker satisfaction and productivity. Over time, HR transitioned to consider workers as a valuable resource and became more strategic and aligned with business goals. Key developments included scientific management principles, Hawthorne studies on motivation, and theories on needs and management styles. Modern HR handles recruitment, benefits, training, performance reviews, and ensuring legal compliance.
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Trade Unionism, Trade Union, Trade Union in India, Trade Union Act 1926, Trade Union History, Trade Union Movements in India, Trade Union Definition, Trade Union Objectives, Trade Union Characteristics, Trade Union Functions, Problems of Trade Union, Concept and Meaning of Trade Union, Labour's social security, Indian Labour Problems and Legislation
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FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
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Human resource management (HRM) is the practice of recruiting, hiring, deploying and managing an organization's employees. HRM is often referred to simply as human resources (HR). 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. The term human resources was first used in the early 1900s, and then more widely in the 1960s, to describe the people who work for the organization, in aggregate.
HRM is employee management with an emphasis on employees as assets of the business. In this context, employees are sometimes referred to as human capital. As with other business assets, the goal is to make effective use of employees, reducing risk and maximizing return on investment (ROI).
The modern term human capital management (HCM) is often used by large and midsize companies when discussing HR technology.
Human resource development – Definition
Introduction
Origin of HR – Phases ( early – eighth )
History about the term HR
History about the term HR in India
How different is personal management from HR management
Evolution of HRD in chronological sequence
HR functions in organisations from 1920-1970s
Later arrival of HRM in India
Problems with current HR practises in India
How come the current HR practises in India should be
Importance of HR development in India
Past, present and future
Conclusion
Bibliography
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
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Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
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Human resource management 2
1. Evolution of Human Resource Management
Period before Industrial Revolution – The society was primarily an agriculture
economy with limited production. Number of specialized crafts was limited and was
usually carried out within a village or community with apprentices assisting the master
craftsmen. Communication channel were limited.
Period of Industrial Revolution (1750 to 1850) – Industrial revolution marked the
conversion of economy from agriculture based to industry based. Modernization and
increased means of communication gave way to industrial setup. A department was set
up to look into workers wages, welfare and other related issues. This led to emergence
of personnel management with the major task as
- Worker’s wages and salaries
- Worker’s record maintenance
- Worker’s housing facilities and health care
An important event in industrial revolution was growth of Labour Union (1790) – The
works working in the industries or factories were subjected to long working hours and
very less wages. With growing unrest , workers across the world started protest and this
led to the establishment of Labour unions. To deal with labour issues at one end and
management at the other Personnel Management department had to be capable of
politics and diplomacy , thus the industrial relation department emerged.
Post Industrial revolution – The term HRM saw a major evolution after 1850. Various
studies were released and many experiments were conducted during this period which
gave HRM altogether a new meaning and importance. A brief overview of major
theories release during this period is presented below.
•Frederick W. Taylor gave principles of scientific management (1857 o 1911) led to the
evolution of scientific human resource management approach which was involved in
- Worker’s training
- Maintaining wage uniformity
- Focus on attaining better productivity.
•Hawthorne studies, conducted by Elton Mayo & Fritz Roethlisberger (1927 to 1940). –
Observations and findings of Hawthrone experiment shifted the focus of Human
resource from increasing worker’s productivity to increasing worker’s efficiency
through greater work satisfaction.
•Douglas McGregor Theory X and Theory Y (1960)
•Abraham Maslow’s Hierarchy of needs ( 1954) – These studies and observations led
to the transition from the administrative and passive Personnel Management
approach to a more dynamic Human Resource Management approach which
considered workers as a valuable resource.
2. Table 1: Milestones in the Development of Human
Resource Management
• 1890-1910
• Frederick Taylor develops his ideas on scientific
management. Taylor advocates scientific selection of
workers based on qualifications and also argues for
incentive-based compensation systems to motivate
employees.
• 1910-1930
• Many companies establish departments devoted to
maintaining the welfare of workers. The discipline of
industrial psychology begins to develop. Industrial
psychology, along with the advent of World War I, leads to
advancements in employment testing and selection.
• 1930-1945
• The interpretation of the Hawthorne Studies' begins to
have an impact on management thought and practice.
Greater emphasis is placed on the social and informal
aspects of the workplace affecting worker productivity.
Increasing the job satisfaction of workers is cited as a
means to increase their productivity.
• 1945-1965
• In the U.S., a tremendous surge in union membership
between 1935 and 1950 leads to a greater emphasis on
collective bargaining and labor relations within
personnel management. Compensation and benefits
administration also increase in importance as unions
negotiate paid vacations, paid holidays, and insurance
coverage.
3. As a result of these principles and studies , Human resource
management became increasingly line management function , linked
to core business operations. Some of the major activities of HR
department are listed as-
Recruitment and selection of skilled workforce.
Motivation and employee benefits
Training and development of workforce
Performance related salaries and appraisals.
Strategic Human Resource Management Approach
With increase in technology and knowledge base industries and as a
result of global competition , Human Resource Management is
assuming more critical role today . Its major accomplishment is
aligning individual goals and objectives with corporate goals and
objectives. Strategic HRM focuses on actions that differentiate the
organization from its competitors and aims to make long term impact
on the success of organization.
4. THE HISTORICAL BACKGROUND OF
HUMAN RESOURCE MANAGEMENT
Human resource management has
changed in name various times
throughout history. The name change
was mainly due to the change in
social and economic activities
throughout history.
THE HISTORICAL BACKGROUND OF
HUMAN RESOURCE MANAGEMENT
Human resource management has
changed in name various times
throughout history. The name change
was mainly due to the change in
social and economic activities
throughout history.
5. •It all started when Mary Wood was asked to start engaging girls
during the 1st world war.
• In the 1st world war personnel development increased due to
government initiatives to encourage the best use of people.
• In 1916 it became compulsory to have a welfare worker in
explosive factories and was encouraged in munitions factories.
•A lot of work was done in this field by the army forces.
•The armed forces focused on how to test abilities and IQ along
with other research in human factors at work.
•In 1921 the national institute of psychologists established and
published results of studies on selection tests, interviewing
techniques and training methods.
Recruitment and Selection
Acquisition of other Personnel Activities
•During the 2nd world war the focus was on
recruitment and selection and later on training;
improving morale and motivation; discipline;
health and safety; joint consultation and wage
policies.
•This meant that a personnel department had
to be established with trained staff.
6. Legislation
•In the 1970's employment legislation increased
and the personnel function took the role of the
specialist advisor ensuring that managers do not
violate the law and that cases did not end up in
industrial tribunals
Flexibility and Diversity
•In the 1990's a major trend emerged where employers were
seeking increasing flexible arrangements in the hours worked by
employees due to an increase in number of part-time and
temporary contracts and the invention of distance working.
•The workforce and patterns of work are becoming diverse in
which traditional recruitment practices are useless.
• In the year 2000, growth in the use of internet meant a move to
a 24/7 society.
•This created new jobs in e-commerce while jobs were lost in
traditional areas like shops.
•This meant an increased potential for employees to work from
home.
•Organizations need to think strategically about the issues these
developments raise. HRM managers role will change as changes
occur.
7. Information Technology
•Some systems where IT helps HRM are: Systems for e-
recruitment; On-line short-listing of applicants;
Developing training strategies on-line; Psychometric
training; Payroll systems; Employment data; Recruitment
administration; References; Pre-employment checks.
•IT helps HR managers offload routine tasks which will
give them more time in solving complex tasks.
• IT also ensures that a greater amount of information is
available to make decisions.
Evolution of Human Resource
Industrial Revolution
Trade Unionism
Social responsibility era
Scientific Management Era
Human Relations Era
Behavioral Science Era
System Approach Era
Contingency Approach Era
8.
9.
10.
11. HUMAN RESOURCE POLICIES :--
Definition Policy : A set of policies are principles, rules,
and guidelines formulated or adopted by
an organization to reach its long-term goals and
typically published in a booklet or other form that is widely
accessible.
Policy and Procedure :
Policies and procedures are designed to influence and
determine all major decisions and actions, and
all activities take place within the boundaries set by them.
Procedures are the specific methods employed to express
policies in action in day-to-day operations of the organization.
•Together, policies and procedures ensure that a point of
view held by the governing body of an organization is
translated into steps that result in an outcome compatible with
that view.
Human Resource Policies
Human resource policies are
systems of codified decisions,
established by an organization, to
support administrative personnel
functions, performance
management, employee relations
and resource planning.
69
12. Purpose
• HR policies allow an organization to be clear with
employees on:
–The nature of the organization
– What they should expect from the company
– What the company expects of them
– How policies and procedures work at your
company
–What is acceptable and unacceptable behavior
– The consequences of unacceptable behavior
70
Human Resource Policies
• Each policy should include all the elements needed
for easy revision and effective implementation:
– Carefully researched policy language,
– Thorough analysis of underlying management
issues, and
– Comprehensive legal documentation with clear
explanations.
71
13. Human Resource Policies
• Analyze about each potential policy:
– How have we handled this issue in the past?
– Does the size of our workforce justify having a
policy about this issue?
– Are we willing to invest the time it takes to keep
the policy up to date?
– What do we hope to accomplish with this policy?
What are the outcomes?
– Will this policy foster something our organization
believes in ?
73
Human Resource Policies
• Analyze about each potential policy:
– How have we handled this issue in the past?
– Does the size of our workforce justify having a
policy about this issue?
– Are we willing to invest the time it takes to keep
the policy up to date?
– What do we hope to accomplish with this policy?
What are the outcomes?
– Will this policy foster something our organization
believes in ?
73
14. Functions of HR Department
• Workforce Management
• Recruitment and Selection
• Training and Development
• Compensation and Benefits
• Performance Management
• Labor Relations
• Personnel Administration
76
15. Succession Planning
81
• Assess the potential vacancies in leadership and
other key positions
• Assess the readiness of current staff to assume the
positions
• Develop strategies to address these needs based on
the skill gaps
HIRING
/
RECRUITMENT
&
SELECTION
83
16. Key Aspects of Hiring Policy
· Recruiting Sources
· Selection and Hiring Procedures
· Offer Letter
· Reference Checking
· Background Investigations
· Rejecting An Applicant
· Equal Employment Opportunity and Hiring
· Physical and Educational Requirements
· Medical Inquiries and Examinations
85
Sources of Recruitment
• Internal Sources
– Retrenched Employees
– Retired Employees
– Dependent of deceased employees
– Internal Job Postings
– Promotions
– Demotions
– Moving across verticals
86
17. Sources of Recruitment
• External Sources
– Placement Agencies and Consultants
– Campus Recruitments
– Off-campus Recruitments
– Employees working in other organizations
– Employment Agencies
– Referrals
– Walk-Ins
87
TRAINING
&
DEVELOPMENT
88
18. Training and Development
• The field concerned with organizational
activity aimed at bettering the performance of
individuals and groups in organizational
settings.
• The objective is to make sure the availability
of a skilled and willing workforce to
an organization
89
Training and Development policy
structure
• introduction/definitions/scope (purpose and reach of policy)
• cultural/philosophical (values, vision, ethos, guiding principles, etc)
• legal (health and safety, discrimination, etc)
• people (where people stand in organizational priorities, input, care, etc)
• methods (career development, succession)
• systems/tools (training manuals, knowledge and information management
• process/operations (how T&D relates to operations)
• financial (planning, budgets, prioritization, etc)
• responsibility/authority (how T&D is managed, enabling voluntary and extra
T&D)
• social responsibility (CSR, ethics, environment, sustainability, diversity)
• review and measurement (accreditation, qualifications, independent audit,
etc)
90
19. Compensation and Benefits
• Employee benefits in kind are various non-wage compensations provided
to employees in addition to their normal wages or salaries.
• Some of these benefits are:
– HRA
– Medical Reimbursement
– Insurance (health, dental, life etc.)
– Conveyance
– Retirement Benefits
– Profit sharing etc.
• The Compensation policy should state the proportion of fixed and
variable components.
• The policy should be formulated considering the tax implications.
92
Performance Management
• A formal system for evaluating employee
performance can help the employer identify and
correct performance problems, plan employee
career development, assess readiness for transfer or
promotion, determine compensation, and improve
productivity by communicating goals and
expectations to employees.
94
20. Policy Structure
· Performance Appraisal
· Frequency of Appraisals
· Informal Discussion
· Significant Events
· Supervisor Training
· Factors to be Appraised
· Supervisors’ Recommendation and Documentation
· Action Plan
· Performance Goals
· Employee’s Opportunity to Comment
· Final Review
· Timing of Evaluations
· Accurate and Fair Evaluations
· Negligent Evaluation and Performance Review Defamation
95
Grievance Redressal
• Objective
– To create a work environment, which would be
free of hostility and try breed in a work culture
which propagates a free and open thought
process, encouraging growth and harmony free
from encumbrance of force.
97
21. Advantages of Good HR Policies
• Curbing litigation
• Communication with employees
• Communication with managers and
supervisors
• Time Savings
101
Job Analysis Job Description
Job Specification
Recruiting and
Selection Policies
Performance
Appraisal Policies
Compensation
Policies
Training and
Development
Policies
102
22. What is a Job?
Job
a task or piece of work, especially
one that is paid
Position
The different duties and
responsibilities performed by
only one employee
Job Family
A group of individual jobs with
similar characteristics
Job
Job Job Job
Job Specification
Statement of the needed knowledge, skills, and
abilities (KSAs) of the person who is to perform the
job
Job Description
Statement of the tasks, duties, and responsibilities
(TDRs) of a job to be performed
Job Analysis
The process of obtaining information about jobs by
determining what the duties, tasks, or activities of jobs
are.
HR managers use the data to develop job
descriptions and job specifications that are the basis
for employee Recruitment & Selection, performance
appraisal and development.
23. Definitions (Continued)
Job analysis - Systematic process of
determining the skills, duties, and
knowledge required for performing jobs in
an organization
Job description – document providing
information regarding tasks, duties, and
responsibilities of job
Job specification – minimum
qualifications to perform a particular job
5
24. Job Analysis
Goal
Determine the duties and
responsibilities of a particular job
Determine how the job relates to other
jobs and the level of importance of the
job
Determine the necessary qualifications
in order to perform the job
Determine the working conditions
associated with the job.
Job Requirements
Its Importance
Recruitment
Selection
Performance
Appraisal
Training and
Development
Compensation
Management
Determine recruitment qualifications
Provide job duties and job specifications for
selection process
Provide performance criteria for evaluating
employees
Determine training needs and develop
instructional programs
Provide basis for determining employee’s rate
of pay
25. Types Of Job Analysis Information
Considerable information is needed, such
as:
Worker-oriented activities
Machines, tools, equipment, and work aids
used
Job-related tangibles and intangibles
Work performance
Job content
Personal requirements for the job
Work activities
Working conditions
Machines and equipment
Job performance
Operations
Standards
Time
Experience, training, and skills
Supervision and promotion patterns
What is analyzed?
26. 11
Job Analysis: A Basic Human Resource Management Tool
Tasks Responsibilities Duties
Job
Analysis
Job
Descriptions
Job
Specifications
Knowledge Skills Abilities
Human Resource
Planning
Recruitment
Selection
Training and
Development
Performance Appraisal
Compensation and
Benefits
Safety and Health
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams
The
Process
of Job
Analysis
27. Summary of Types of Data Collected Through Job Analysis
Work Activities – work activities and processes; activity records (in
film form, for example); procedures used; personal responsibility
Worker-oriented activities – human behaviors, such as physical
actions and communicating on the job; elemental motions for
methods analysis; personal job demands, such as energy
expenditure
Machines, tools, equipment, and work aids used
Job-related tangibles and intangibles – knowledge dealt with or
applied (as in accounting); materials processed; products made or
services performed
Work performance – error analysis; work standards; work
measurements, such as time taken for a task
Job context – work schedule; financial and nonfinancial incentives;
physical working conditions; organizational and social contexts
Personal requirements for the job – personal attributes such as
personality and interests; education and training required; work
experience
14
Sources of job analysis
informaiton
Manager
Incumbent
SME
Job analyst
DOT Dictionary of Occupational Titles
O*NET
29. 19
Job Analysis and the Law
Fair Labor Standards
Act – employees
categorized as exempt or
nonexempt
Equal Pay Act – similar
pay must be provided if
jobs are not substantially
different as shown in job
descriptions
20
Job Analysis and the Law
(Continued)
Civil Rights Act – basis for adequate defenses
against unfair discriminations charges in
selection, promotion, and other areas of HR
administration
Occupational Safety and Health Act – specify
job elements that endanger health or are
considered unsatisfactory or distasteful by most
people
Americans with Disabilities Act – make
reasonable accommodations for disabled
workers