3. WHAT IS HR????? Human resources is the set of
individuals who make up the
workforce of an organization, business
sector or an economy.
Other terms sometimes used include
"manpower", "talent", "labor" or
simply "people".
4. What is HRM? The process of acquiring, training, appraising, and
compensating employees, and of attending to their labor
relations, health and safety, and fairness concerns.
A management function that helps managers recruit,
select, train and develop members for an organization.
HRM may be defined as a set of policies, practices and
programmes designed to maximize both personal and
organizational goals.
5. "I believe the real difference between
success and failure in a corporation can be
very often traced to the question of how
well the organization brings out the great
energies and talents of its people."
Thomas J. Watson, Jr.
6. And I'd say one of the great
lessons I've learned over the past
couple of decades, from a
management perspective, is that
really when you come down to it,
it really is all about people and all
about leadership.
Steve Case
9. Nature of HRM
Integral part of process of management.
Comprehensive Function
Pervasive Function
People Oriented
Based on human relations
Continuous process
Science as well as art
Recent origin
Interdisciplinary
Basic to all functional areas.
18. Policies, Principles and Procedures
Policy : A plan of action.. A statement of action
committing management to a general course of
action.
Principle: fundamental truth established by
research, investigation and analysis….guide the
managers in formulating policies, programs
and procedures.
Procedures: a method for carrying out a
policy….
19. Importance of HRM
Importance for organization
Importance for employees
Importance for society.
20. Compare HRD and HRM
HRM HRD
Entire management
process
Subset of HRM
Scope is wider Narrow scope
Emphasis on employee as a
whole
Training and Development
of employees
Takes decisions Depends on decisions of
HRM
21. Limitations of HRM
Recent origin
Lack of Top Management Support
Improper Implementation
Inadequate Development Programmes.
Inadequate Information.
22. Systems approach to HRM
An enterprise cannot work in isolation.
Has to adjust its working to suit the environment.
Subsystems: Departments that are created in an
organization to carry out its business effectively.
Each subsystem has a number of further subsystems.
24. Human Resource Management
System
Transforms inputs to outputs.
HR system interacts closely with all other subsystems.
Quality of people in all subsystems depends upon
policies of HRM System
Personnel Productive Human
Resource
29. Composition
Director HRM
Manager -
Personnel
Manager Admin Manager - HRD Manager - IR
HR
P
Hirin
g
Grievance
handling
Compensatio
n
PR
Canteen
Medical
Welfare
Transport
Legal
Appraisal
Training
And
Developmen
t
34. HRP……
The process by which a management determines how
an organization should move from its current
manpower position to its desired manpower position.
Right Number and Right Kind of people
Right Places Right Time to do things which
result in both the organization and individual
receiving maximum benefit.
35. Objectives of HRP
Assessing manpower
Assessing skill requirement.
Determining T&D needs
Anticipating shortage and surplus of staff.
Controlling wage and salary costs
Optimum use of HR
36. Process of HRP
Analysis of
objectives and
strategic plans
of the company
Preparing
manpower
inventory
Manpower
forecasting
Manpower
plans
T& D
Programmes
Appraisal of
manpower
planning
37. Analysis of objectives and strategic
plans Must be integrated with other business policies.
Analysis of each plan into sub-plans and detailed
programmes.
Check out:
Future organization structure.
Changes in organization structure.
38. Preparing manpower inventory Manpower inventory: refers to assessment of present
and potential qualifications of present employees.
Avoid situation of over/under staffing.
Analysis of current manpower supply. By Department
By Function By Occupation By Qualification…
Helps to find out gaps…
39. Manpower Forecasting
• Analysis of staff
during past 5 years
Employment
Trends
• Death, resignation
• retirement
Replacement
Needs
• Utilization of
existing manpowerproductivity
40. Manpower Forecasting
• A situation when person fails
to come for work when he is
scheduled for work.
Absenteeism
• Timely steps needed.Expansion
and Growth
• Workload analysis to be done.
Work Study
42. Training and Development Plans
Not only for new employees but also for the old ones.
Tapping of talent required.
The organization has no choice whether to provide
training or not…..but the only choice is to decide the
method/ technique of training.
43. Appraisal of Manpower Planning
Monitor and control….
Involves allocation and utilization of HR over time…
Reveal deficiencies and helps to take corrective action
on time…
Serves as a base for future manpower planning.
44. Types of HRP
Short Term HRP - to match the individuals with the
job.
Long Term HRP – to fulfill future vacancies.
45. Short Term HRP
A weak
Incumbent
Changing of
the man
Change in
contents of
the job
Changing the
job and the
man
Removal of
incumbent.
A strong
incumbent
Assigning
additional
duties
Assigning
some special
problems
Advice
Change in
job
An unexpected
vacancy.
47. Benefits of HRP
Reduced Labor Costs.
Optimum Utilization of manpower
Identification of Gaps in existing manpower.
Improvement in overall business planning.
Career Succession Planning
Creates awareness in an organization.
Growth of Organization
Beneficial to the country.
49. Definitions… Job analysis involves identification and precisely
identifying the required tasks, the knowledge and skills
necessary for performing them and the conditions under
which they can be performed.
Richard Henderson
A systematic exploration of activities within a job. It is a
basic technical procedure. One that is used to define the
duties, responsibilities and accountabilities of a job.
S P Robbins
50. Data relating to job can be grouped
under:
Job Identification
Nature of job
Operations involved
Materials and equipment required
Personnel qualities required
Relation of job with other jobs.
55. FJA – Functional Job Analysis
Worker oriented approach.
Examines fundamental components of ‘data, people
and things’.
Identifies performance standards and training
requirements.
4 dimensions
Extent to which –
Specific instructions are necessary to perform the job
Reasoning and judgement are required.
Mathematical ability is required.
Verbal and language facilities are required.
57. Job Description
The first and immediate product of job analysis is job description. This
document is basically descriptive in nature and constitutes a record of
existing and pertinent job facts.
58. Contents of JD
Proper Job Title
Job Summary
Job Location
Duties and responsibilities
Machines, Tools and Materials
Working Conditions
Relation to other jobs
59. Job Specification
A statement of minimum acceptable human
qualities necessary to perform a job properly.
Also known as “”Standard of personnel for
the selection”.
60. What it includes???
Physical Characteristics.
Psychological and Social Characteristics
Mental Characteristics
Personal Characteristics.
61. Job Evaluation
A systematic way of determining the value/worth of a
job in relation to other jobs in an organization.
Job Evaluation v/s Performance Appraisal
POINT JOB EVALUATION PERFORMANCE APPRAISAL
DEFINE RELATIVE WORTH OF JOB RELATIVE WORTH OF JOB
HOLDER
AIM DETERMINE WAGES RATES FOR
DIFFERENT JOBS
DETERMINE INCENTIVES AND
REWARDS
SHOWS HOW MUCH A JOB IS WORTH HOW WELL AN INDIVIDUAL IS
DOING AN ASSIGNED WORK
62. Process of Job Evaluation
Gaining Acceptance
Creating Job Evaluation team
Finding jobs to be evaluated.
Analyzing and preparing Job Description
Selecting method of evaluation
Classifying Jobs
Installing the programme
Reviewing Periodically
63. Methods of Job Evaluation
• Ranking Method
• Job Grading
Method
Qualitative
• Point System
• Factor-Comparison
Methods
Quantitative
64. Ranking Method
All jobs are ranked in order of their importance from
simplest to the hardest order, each job being harder
than the previous one in the sequence.
Method:
Preparation of Job Description.
Selection of Raters
Selection of key jobs
Ranking of all jobs.
66. Merits
• Easy to
understand and
explain
• Requires less
time
• Economical
Demerits
• Not based on
any standard
criterion.
• Chances of
inaccurate
ranking
• Leaves out some
factors
67. Job Grading Method
A number of pre-determined grades or classifications
are decided by the committee and each job is assigned
to one of the grades.
Grades like – skilled, unskilled, clerical,
administrative..etc..
For each grade there is a different rate of wages.
Steps :
Preparation of grade descriptions
Selection of key jobs
Grading key jobs
All job are put in relevant grades.
68. Grade Description
1 Very simple tasks requiring minimum mental ability. Basically
consisting of manual work.
2 Jobs requiring clerical work. Basically consisting of desk work
and minimum manual work. Minimum training required.
3 Straight forward tasks, but requiring to apply established
procedures and to guide others.
4 Routine work but involving some elements of responsibility
for answering non-routine queries and exercise some measure
of control.
5 Involve decision making and administrative work.
Professional qualifications are required.
69. Merits
• Systematic criterion
is followed.
• Simple to
understand and
operate
• Easy to determine
pay scales.
• Used in government
services
Demerits
• Not suitable for
large organizations
• With increase in
number of jobs,
difficulty increases.
• Likelihood of
human bias.
70. Factor Comparison Method
Each job is rated according to series of factors like
mental effort, physical effort, skill needed,
responsibility, working conditions etc.
Different factors are assigned different weights by
importance.
Pay will be assigned by comparing weights of factors
71. Steps involved
Select key jobs
Find factors for evaluation
Rank selected jobs under each factor
Assign value to each factor
Determine wage rates for each job
All other jobs are compared with the list of key jobs.
72.
73. Merits
• Analytical
• Relative and
valid
• Money values are
assigned in fair
way
• Flexible
Demerits
• Difficult to
understand,
explain and
operate.
• Time consuming.
• Use of same
criteria to assess
all jobs.
74. Point Method
Most frequently used.
Process:
Select key jobs and identify factors common to all the
identical jobs.
Divide each major factor into number of sub factors.
Assign point values to degrees after fixing relative value
for each key factor.
Degree Define
1 Able to carry out simple calculations, High school educated
2 Does all clerical Operations, computer literate, graduate
3 Handles mail, develops contacts, takes initiative, post graduate.
75.
76. Find maximum number of points assigned to each job.
This would help in finding out relative worth of job.
once the worth of job is expressed in terms of points,
the points are converted into money values keeping in
mind the daily/hourly wage rates.
77. Merits
• Superior and
widely used
• Elimination of
bias at every
stage
• Remains
unaffected even
if jobs change
Demerits
• Complex
• Time
consuming
Editor's Notes
Organizations are composed of people and these people represent one of the organizations most valuable assets. But the resource is seldom given any importance because the organization does not own people like its other capital and physical assets.
(Thomas J. Watson, Jr., was chairman and chief executive officer during IBM's most explosive period of growth. He led the company from the age of mechanical tabulators and typewriters into the computer era. During his leadership, IBM grew from a medium-sized business to one of the dozen largest industrial corporations in the world. When Mr. Watson became Chief Executive Officer in 1956, IBM employed 72,500 people and had a gross income of $892 million. When he stepped down in 1971, employees numbered more than 270,000 and gross revenue was $8.3 billion. Fortune magazine once called him "the greatest capitalist who ever lived."}
{Stephen McConnell "Steve" Case (born August 21, 1958) is an American businessman best known as the co-founder and former chief executive officer and chairman of America Online (AOL). Since his retirement as chairman of AOL Time Warner in 2003,[3] he has gone on to build a variety of new businesses through his investment company Revolution. In addition, he serves as chair of the Case Foundation run by his wife Jean Case. In early 2011, he was selected by President Barack Obama to serve as Chairman of the Startup America Partnership [4] and named to the President’s Council on Jobs and Competitiveness. [5] Steve Case is also a frequent guest on CNBC's Squawk Box and appeared on August 24, 2011 to discuss his initiatives to spur high growth entrepreneurship and job creation on behalf of the Startup America Partnership and the President's Council on Jobs and Competitiveness}
Frederick Winslow Taylor (March 20, 1856 – March 21, 1915). He was an American mechanical engineer who sought to improve industrial efficiency. He is regarded as the father of scientific management and was one of the first management consultants
