The document discusses the key concepts of human resource management (HRM). It defines HRM as the management of an organization's human resources, including skills, talents and attitudes. The key functions of HRM are planning, organizing, directing and controlling the recruitment, development and motivation of employees. HRM aims to achieve organizational goals by efficiently utilizing a competent and satisfied workforce. It views employees as valuable resources rather than costs, and involves strategic management of human capital.

1. KULDEEP MATHUR
M.B.A. JIWAJI UNIVERSITY GWALIOR

2.  MANAGEMENT – Accomplishment of
organisational objectives by utilizing
physical, & financial resources through
the efforts of human resources.
 RESOURCES - factors of production
results in conversion of raw materials into
useful goods/services.

3.  1. Labour / Manpower – denotes
physical abilities & capacities of
employees – commodity-wages based
on demand & supply
 2. Personnel – persons employed in
service – employees as a whole
 3. HR- denotes resources of all the
people who contribute their services to
the attainment of organisational goals

4.  Human Resources –
› Acc to Leon C. Megission, “HR is the total
knowledge, skills, creative abilities, talents
and aptitudes of an organisation’s
workforce as well as the values, attitudes
and beliefs of the individuals involved.”

5.  Defined as the art of procuring,
developing and maintaining competent
workforce to achieve goals of an
organisation in an effective and efficient
manner.

6. PERSONNEL MGT HRM
Mgmt of people employed Mgmt of KSA, abilities, attititudes..
Man is an economic resource/service
exchanged for wage / salary Man is an economic, social & psychological
Commodity that can be purchased &
used
Treated as a valuable resource
Employees are cost centers, mgmt
controls cost
Profit centre- invest capital for
development & future use
Used organisational benefit Used for organisation, individual & family
benefit
Auxiliary function Strategic mgmt function

7.  “Our employees are our greatest assets, and the
ability to attract and retain them is the key driver of
our future success.”
 The human capital can be defined as "the
embodiment of productive capacity within
people. It is the sum of people’s skills, knowledge,
attributes, motivations, and fortitude. It can be
given or rented to others, but only on a temporary
basis; its ownership is non-transferable.”

8.  HR – most important resource
 Put other resources to proper use
 Help transform lifeless factors of
production into useful products
 Capable of enlargement – produce
extraordinary things when inspired
 Can help organisation achieve results
quickly, efficiently & effectively.

9. OBJECTIVES OF HRM
1. Help the organisation reach its goals
2. Employ the skills & abilities of the workforce efficiently
3. Provide the organisation with well trained & motivated employees
4. Increase to the fullest the employee's job satisfaction & self actualization
5. Develop & maintain a quality of work life
6. Communicate HR policies to all employees.
7. Ethically & socially responsive to the needs of society.

10.  Concerned with employees, both
individuals and as a group
 Development of HR. covers all levels and
all categories –
unskilled/skilled/tech/prof/clerical/mage
rial
 Applies to all types of organisation
 Continuous process

11.  Aims at attaining the goals of an
organisation
 Responsibility of all line managers and a
function performed by staff managers.

12. A. Managerial Functions:
Planning, Organizing, Directing , Controlling
B. Operative Functions:
Procurement functions, Development
functions, Motivation & compensation,
Maintenance, Integration, &
Separation.

13.  Planning – Determine the personnel prog regd
recruitment, selection, & training to achieve
desired objectives.
 Organizing – design structure of relationships b/w
jobs, personnel and physical factors.
 Directing – Getting people to do work willingly &
effectively thro supervision and guidance,
motivation & leadership.
 Controlling – ensure accomplishment of plans
correctly- measure performance thro review
reports, records etc.
Managerial Functions

14. 1. Procurement Function – concerned with
procuring & employing people with required
knowledge, skill and aptitude.
2. Development – Increase of skills, knowledge
abilities etc
3. Motivation & compensation – inspire people to
give best-through incentives & rewards
4. Integration – of goals thro progs, redressal,
negotiations.
5. Maintenance – protecting & preserving physical
and psychological health of employees
6. Separation

15. Procurement Development Motivation &
Compensati
on
Integration Maintenance Separation
Job Analysis Training Job design Grievance redressal Health & safety Retirement
HR Planning Executive
development
Work scheduling Discipline Employee welfare Layoff
Recruitment Career planning &
development
Motivation Teams & teamwork Social security
measures
Outsourcing
Selection Human Resource
development
Job evaluation Collective
bargaining
Discharge
Placement Performance
appraisal
Employee
participation
&
empowerment
Induction &
orientation
Compensation
administration
Trade unions &
associations
Internal Mobility Incentives &
benefits.
Industrial relations

16. ROLE OF PERSONNEL MANAGER
1. Administrative Roles
Policy maker - develop personnel policies
Administrative expert - record keeping, databases, processing benefits/claims, leave,
medical facilities.
Advisor - to line managers , grievance redressal, conflict resolution, selection & training
Housekeeper - recruiting, testing, ref check, employee surveys, salary & wage admin
Counselor - on various personal and professional problems
Welfare officer - provides & maintains canteens, hospitals, clubs, libraries,
transportation, coop societies.
Legal consultant - settling disputes, handling disciplinary cases, collective bargaining.
2. Operational Roles
Recruiter
Trainer, developer, motivator
Coordinator
mediator
3. Strategic Roles
Change Agent - translate vision statements into meaningful format.
Strategic partner - training centre, design centre..

17. QUALITIES & QUALIFICATIONS OF A PERSONNEL MANAGER
a. Personnel Attributes: Initiative, resourcefulness, perception,
maturity, analytical ability, unbiased, thorough with labour laws,
understanding of human behaviour, Patience, Understanding,
empathy, Perseverance
b. Skills: educational skills, discriminating skills, executing skills,
leadership skills,
c. Experience & training, Professional Attitudes - knowledge of
various disciplines.