Human resource management involves acquiring, selecting, utilizing, compensating and maintaining human resources in an organization. It includes forecasting future human resource needs, monitoring external forces, aligning HR plans with organizational objectives, demand and supply forecasting, and implementing HR plans through recruitment, selection, placement, training and other programs. Key aspects of HR management are job analysis, job description, job specification, and staffing.

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• Human resource management is the
function of acquiring, selecting,
utilizing, compensating and
maintaining the human resource in
the organization.
• It is formerly known as Personal
Management.

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• The process of forecasting an
organization’s future demand for,
and supply of, the right type of
people in the right number.
• It involves analyzing and identifying
the need for and availability of
human resources so that the
organization can meet its objectives

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• It refers to the systematic monitoring of the external forces
influencing the organization. Managers monitor several
forces but the following are pertinent for HRP:
 Economic factors, including general and regional
conditions.
 Technical changes, including robotics and automation.
 Demographic changes, including age, compensation and
literacy.
 Political and legislative issues, including laws and
administrative rulings
 Social concerns, including child care and educational
facilities and priorities.

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• HR plans must be derived from organizational objectives.
• Organizational objectives are defined by the top
management and the role of HRP is to sub serve the
overall objectives by ensuring availability and utilization of
human resources.
• Specific policies need to be formulated to address the
following:
 Vacancies to be filled by promotions or hiring?
 How to enrich employee’s job?
 How to ensure continuous availability of adaptive and
flexible workforce?
 Extent of production and operations automation.

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• Demand forecasting is the process of estimating the future
quantity and quality of people required.
• Demand forecasting should consider both internal and
external factors.
• Among the external factors are competition, economic
climate, laws and regulatory bodies, change in technology,
and social factors.
• Internal factors include budget constraints, production
levels, new products and services, organizational
structures and employee separations.

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• Measures the number of people likely to be available from
within and outside an organization, after making allowance
for absenteeism, internal movement and promotions
wastage and changes in hours, and conditions of work.

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• Supply forecast and demands forecast must be
reconciled or balanced in order that the right employees
can fill vacancies at the right time.
HR Plan implementation
• Implementation requires converting HR plan into action.
A series of action programmes are initiated as a part of HR
plan implementation namely – recruitment, selection and
placement, training and development, retention plan,
succession planning etc.,

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• HR plan includes budgets, targets and standards.
• It should also clarify responsibilities for implementation and
control, and establish reporting procedures which will
enable achievements to be monitored against the plan.
• These may simply report on the numbers employed against
establishment and on the numbers recruited against the
recruitment targets.

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• Ensuring that the organization fulfills all of its equal
employment opportunities and other government
obligations.
• Conducting out job analysis to establish the specific
requirements for individual jobs within an organization.
• Forecasting the human resource requirements
necessary for the organization to achieve its objectives
- both in terms of number of employees and skills.
• Developing and implementing a plan to meet these
requirements.
• Recruiting and Selecting personnel to fill specific
jobs within an organization.
• Orienting and training new employees
• Designing and implementing management and
organizational development programmes.

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• Designing systems for appraising the performance of
individuals.
• Assisting employees in developing career plans.
• Designing and implementing compensation system
for all employees.
• Appraising performance and communicating.
• Assisting employees in developing career plans.
• Managing wages and salaries.
• Providing incentives and benefits.
• Employee health and safety.
• Grievances and labor relations.

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• According to Jones and Decothis,“ Job
analysis is the process of getting
information about jobs: especially
what the worker does; how he gets it
done: why he does it: education
required: relationship to other jobs,
environmental conditions”.
• Job analysis is considered to be the
primary tool of personnel
management.

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• Nature of jobs required in a concern.
• Nature/ size of organizational structure.
• Type of people required to fit that
structure.
• The relationship of the job with other
jobs in the concern.
• Kind of qualifications and academic
background required for jobs.
• Provision of physical condition to
support the activities of the concern

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• Job analysis helps the personnel manager at the time
of recruitment and selection of right man on right job.
• It helps him to understand extent and scope of training
required in that field.
• It helps in evaluating the job in which the worth of the
job has to be evaluated.
• In those instances where smooth work force is
required in concern.

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• When he has to avoid overlapping of
authority- responsibility relationship so that
distortion in chain of command doesn’t exist.
• It also helps to chalk out the compensation
plans for the employees.
• It also helps the personnel manager to
undertake performance appraisal effectively
in a concern.

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• An organized factual statement of
job contents in the form of duties and
responsibilities of a specific job.
• The preparation of job description is
very important before a vacancy is
advertised.

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• This type of document is descriptive in nature and it
constitutes all those facts which are related to a job such
as :
1. Title/ Designation of job and location in the concern.
2. The nature of duties and operations to be performed
in that job.
3. The nature of authority- responsibility relationships.
4. Necessary qualifications that are required for job.
5. Relationship of that job with other jobs in a concern.
6. The provision of physical and working condition or the
work environment required in performance of that job.

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• It helps the supervisors in assigning work to the
subordinates so that he can guide and monitor
their performances.
• It helps in recruitment and selection procedures.
• It assists in manpower planning.
• It is also helpful in performance appraisal.
• It is helpful in job evaluation in order to decide
about rate of remuneration for a specific job.
• It also helps in chalking out training and
development programmes.

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• A statement which tells the minimum level
of qualifications, skills, experience,
judgment and attributes required for
performing job effectively.
• Job specification translates the job
description into human qualifications so
that a job can be performed in a better
manner.

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• Job specification helps in hiring an appropriate
person for an appropriate position. The contents
are :
1. Job title and designation
2. Educational qualifications for that title
3. Physical and other related attributes
4. Physique and mental health
5. Special attributes and abilities
6. Maturity and dependability
7. Relationship of that job with other jobs in a
concern.

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• It is helpful in preliminary screening in the
selection procedure.
• It helps in giving due justification to each job.
• It also helps in designing training and
development programmes.
• It helps the supervisors for counseling and
monitoring performance of employees.
• It helps in job evaluation.
• It helps the management to take decisions
regarding promotion, transfers and giving
extra benefits to the employees.

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• Staffing is defined as filling, and keeping
filled, positions in the organisation structure.
• This is done by identifying the work-force
requirements, inventorying the people
available and recruiting, selecting, placing,
promoting, appraising, planning the careers
of, compensating and training or otherwise
developing both candidates and current
jobholders so that they can accomplish their
tasks effectively and efficiently.

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• Staffing is the process of acquiring,
developing, employing, appraising,
remunerating, and retaining people
so that right type of people are
available at right positions and at
right time in the organisation.

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• Seeking and attracting a pool of people
from which qualified candidates for job
vacancies can be chosen.
• Process of searching for prospective
employees and stimulating and
encouraging them to apply for jobs in an
organization
• Involves the creation of pool of labour from
which the organization can draw when it
needs additional work force

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• The process of picking or choosing
the right candidate, who is most
suitable for a vacant job position in
an organization
• The process of interviewing the
candidates and evaluating their
qualities, which are required for a
specific job and then choosing the
suitable candidate for the position

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Recruitment Selection
The process of identifying and making the
potential candidates to apply for the jobs
The process of choosing the right
candidates for the vacant positions.
Positive process with its approach of
attracting as many candidates as possible
for the vacant jobs
Negative process with its elimination or
rejection of as many candidates as
possible for identifying the right candidate
for the position