The document provides an overview of human resource management, outlining its objectives to attract and retain suitable employees, develop their skills through training, and motivate them to help achieve organizational goals. It also discusses the roles and qualifications of HR managers, as well as common issues faced in HR like downsizing, technology changes, and diversity management. The document serves as an introduction to the key concepts and functions of human resource management.

1. 1
Introduction to Human Resource Management
Human Resource Management -Overview
DATE:07-12-2012

2. Management & HRM
The conventional definition of
management is getting work
done through people, but real
management is “developing
people through work.“
— Agha Hasan Abedi

3. Management is “Getting
ordinary people to perform in
an extraordinary way”
- Peter Drucker
Management & HRM

4. HRM 4
The only sustainable competitive advantage in to
day’s environment is the people - Chrysler.

5. HRM 5
Managing people is the heart and
Essence of Being a Manager

6. HRM 6
 Competitive advantage comes through human resources and how
they are managed.
 The people their ideas, their productivity, their adaptability to
change, their capacity to learn at all levels of an organization are
the competitive advantages.
 Competitive advantage can be obtained with a high quality work
force that enables organizations to compete on the basis of market
responsiveness, product and service quality differentiated
products and technological innovation.
 Management should have the ability to consolidate corporate
wide technologies, convert production skills into competencies
that empower individual businesses to adapt to changing
economic environment.

7. HRM 7
Managing people and working with them to achieve certain
goals is one of the biggest trials in any work place.
Aligning individual goals and organizational goals is the
greatest challenge in any organization.

8. HRM 8
While a B School equips you with tools and
methodologies, the work place teaches you how to
use these skills.

9. HRM 9
ERICSSON
A new employee is an innovator, a competence
developer, a team leader and a participator.
POLARIS SOFTWARE LABORATORIES
Young employees are treated as mini CEO’s, and are
invited to participate in brainstorming and strategic
thinking sessions.
HCL TECHNOLOGIES
A new employee is one with a high degree of technical
expertise, who needs tremendous operational freedom and
the constant stimuli to work with cutting- edge technology.

10. HRM 10
Tomorrow’s manager has to organize his work with
corporate goals, run his own team manage budgets,
spot opportunities, identify, tap and manage new
business opportunities and accountable for
profitability

11. HRM 11
• HR is a critical function that supports and
helps the business to grow.

12. HRM 12
Need for Human Resource Management
• Development of business and people go together
• Creating a climate of opportunity and professional
challenge
• Improvement in the quality of work life
• Recognition of excellence in performance through career
development and rewards
• Responsible sharing of information between
management and employees

13. HRM 13
• Employee grievances should be redressed promptly
• Wages and salary must be based on equity, job profile,
bilateral agreements and statutory obligations
• Development of subordinates is the responsibility of the
supervisors.
• Involvement of employees in decision making will optimize
managerial performance.

14. HRM 14
Bringing people and organizations together to
achieve business’ goals

15. HRM 15
Acquiring,Developing and Maintaining a
Competent and Efficient work force.

16. HRM 16
• Human resources management is
integrating people into a working
environment, motivating them to work
together effectively and providing them
social psychological and economic
satisfaction

17. HRM 17
Human Resources management is the
Procurement of suitable human resources,
training and developing their competencies,
motivating them, rewarding them for their
best performances and Ensuring their
continued commitment to achieving
organizational objectives.

18. HRM 18
Characteristics of HRM
• Helping the organization to achieve its goals.
• Analyzing and solving problems from a profit
oriented and not a service oriented point of view.
• Employing the skills and abilities of the work
force efficiently.
• Increasing job satisfaction and self actualization.

19. HRM 19
• Developing and maintaining quality of work life that
makes employment desirable.
• Communicating HRM policies to all employees.
• Implementing ethical policies and socially responsible
behaviour.
• Preparing reports on HR problems and solutions.

20. HRM 20
• Objective oriented
• Action oriented
• People oriented
• Development oriented
• Comprehensive oriented
• Globaly oriented
• Future oriented

21. HRM 21
Objectives of HRM
• To make the maximum contribution to the
achievement of organizational goals.
• To attract and retain the required number of people
with appropriate skills, expertise and competencies.
• To establish and maintain an organizational
structure by dividing organizational tasks into
functions, positions and jobs, defining responsibility
, accountability and authority for each job and their
relationship with other jobs.

22. HRM 22
• To secure the integration of individuals and groups
within an organization in such a manner that employees
feel a sense of involvement commitment and loyalty.
• To recognize and satisfy individual and group goals.
• To maintain high morale and better human relations.
• To design and develop an effective organization which
can respond effectively to change.

23. HRM 23
• Bench mark managerial performance not only
against the best corporate in the country but also
against global competitors in core business.
• Identify and nurture managers from inside the
organization instead of importing talent and ensure
extensive training in order to improve their skills.
• Shop around the world for managerial skills paying
global scale salaries and use the expertise
extensively to attain international standards.

24. 24
HRM Objective
24

25. 25
HRM Activities
25
Obtaining –
• Job Analysis
• Job Design
• Recruitment
• Selection
• Induction
Obtaining –
• Job Analysis
• Job Design
• Recruitment
• Selection
• Induction
Basic –
Strategic HRM
• HR Planning
Basic –
Strategic HRM
• HR Planning
Improving –
• Performance Appraisal
• Training
• Development
• Learning Environment
Improving –
• Performance Appraisal
• Training
• Development
• Learning Environment
Rewarding –
• Motivation
• Compensation
• Incentives
• Other Benefits
• Rewards Management
Rewarding –
• Motivation
• Compensation
• Incentives
• Other Benefits
• Rewards Management
Managing –
• Industrial Relations
• Employment Relations
• International HRM
• CSR
• Diversity
Managing –
• Industrial Relations
• Employment Relations
• International HRM
• CSR
• Diversity
Evaluating –
• Critical Analysis
• HRM Evaluation
• HR Audit
• HR Assessment
Evaluating –
• Critical Analysis
• HRM Evaluation
• HR Audit
• HR Assessment

26. 26
Three Main HR Activities
26
by enhancing
employee satisfaction,
commitment, loyalty
etc.
by enhancing
employee satisfaction,
commitment, loyalty
etc.
recruiting and selecting suitable peoplerecruiting and selecting suitable people
improving employee
knowledge, skills,
performance,
potential etc.
improving employee
knowledge, skills,
performance,
potential etc.
Obtain
DevelopMaintain

27. HRM 27
HR Functional Areas
• Organizational design and analysis
• Manpower planning
• Recruitment and selection
• Training and development
• Financial and non financial motivation
• Performance appraisal
• Rewards & Perks management
• Health and safety
• Research and surveys
• Quality of work life
• Grievances and discipline

28. 28
HRM Activities
28

29. HRM 29
Qualifications of HR Manager
1. A degree of master of Labour Management or Bachelor of the same
2. Post graduate diploma in labour administration
3. Post graduate diploma in Labour laws and Administrative laws
4. Post graduate diploma in personal management industrial relation
and labour welfare
5. A degree or diploma in social work, social studies personal
management, labour relations or social welfare with labour laws on
industrial relation and labour welfare or industrial relation as a main
subject of any university or institution recognized by the UGC
6. A diploma in labour laws.

30. HRM 30
Qualities of a HR manager
• Problem solving & decision
making
• Ability to inspire &
motivate people
• Fairness & firmness
• Sympathy & consideration
• Tact & resourcefulness
• Knowledge of labour
• Devoted sense of vocation
• Capacity for leadership
• Sense of social
responsibility
• Ability to generate trust
• Readiness to cooperate
• Promptness in giving
feedback
• Listening
• Tolerance
• Empathy
• Communication skills
• Politeness
• Pleasing personality
• Sophisticated habits
• Personal integrity

31. HRM 31
Multiple Roles of HR Manager
• Laison man / channel of
communication
• Buffer zone
• Non aligned professional
• Welfare officer
• Fire fighter
• Trouble shooter
• Staff advisor
• Facilitator
• Conscience keeper
• Counselor
• Mediator
• Spokesman
• Problem solving
• Change agent

32. HRM 32
• Policeman
• Lawman
• Laison man
• Catering man
• Productivity man

33. HRM 33
HR professionals must be leaders, decision makers and
human relation specialists.
HR manager should act as a peace maker, a communicator
between labour & management, a problem solver, a change
agent, a good and brave leader, a gentleman.

34. HRM 34
HR Outcomes
• Productivity
• Profitability
• Low labour turnover
• Absenteeism
• Job satisfaction
• Participation
• Team Building
• Better Communication

35. HRM 35
Issues Facing HR
• Down sizing
• Re – engineering
• Total quality management
• Information explosion
• Technology
• Global competition
• Diversity management
• Empowerment
• Work family programmes
• Electronic communication
• Teams
• 360 % feed back
• Domain competency
• Bench marketing
• Learning organizations
• Global HRM
• Telecommunication
• Internet
• Emotional quotient

36. Managing your Boss
Photosynthesiser :
Likes to get to the top, his meetings are tortuous and every meeting is
an interim meeting and he does not like the word final report.
Social Animal :
Believes in a lively office environment, loves interacting with people
and is always running around the cubicles socializing, “let us organize
three days summit on team building and office dynamics”.
Wikibossia :
Wants every possible piece of data in place before he does anything
including slides and graphs.
Parasite :
If you do well he fires you if you do badly he fires you. People who
work under him are given stiff targets for promotions.

37. Managing your Boss
Photosynthesiser :
Likes to get to the top, his meetings are tortuous and every meeting is
an interim meeting and he does not like the word final report.
Social Animal :
Believes in a lively office environment, loves interacting with people
and is always running around the cubicles socializing, “let us organize
three days summit on team building and office dynamics”.
Wikibossia :
Wants every possible piece of data in place before he does anything
including slides and graphs.
Parasite :
If you do well he fires you if you do badly he fires you. People who
work under him are given stiff targets for promotions.