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HUMAN RESOURCE MANAGEMENT(552MG53)
Unit -1 : Introduction
Dr. J.Mexon ,
Department of Management & Commerce,
DMI St. Eugene University.
Introduction
• Human: refers to the skilled workforce in an organization.
• Resource: refers to limited availability or scarce.
• Management: refers how to optimize and make best use of
such limited or scarce resource so as to meet the
organization goals and objectives.
• Therefore, human resource management is meant for proper
utilisation of available skilled workforce and also to make
efficient use of existing human resource in the organisation.
• Today many experts claim that machines and technology are
replacing human resource and minimizing their role or effort.
However, machines and technology are built by the humans
only and they need to be operated or at least monitored by
humans and this is the reason why companies are always in
hunt for talented, skilled and qualified professionals for
continuous development of the organization.
• Therefore humans are crucial assets for any organisation,
although today many tasks have been handing over to the
artificial intelligence but they lack judgement skills which
cannot be matched with human mind.
• There is no best way to manage people and no manager has
formulated how people can be managed effectively, because people
are complex beings with complex needs. Effective HRM depends very
much on the causes and conditions that an organizational setting
would provide. Any Organization has three basic components,
People, Purpose, and Structure.
• In 1994, a noted leader in the human resources (HR) field made the
following observation: Yesterday, the company with the access most
to the capital or the latest technology had the best competitive
advantage;
• Today, companies that offer products with the highest quality are the
ones with a leg up on the competition;
• But the only thing that will uphold a company’s advantage tomorrow
is the caliber of people in the organization.
• The goal of HRM is to maximize employees’
contributions in order to achieve optimal productivity
and effectiveness, while simultaneously attaining
individual objectives (such as having a challenging job
and obtaining recognition), and societal objectives
(such as legal compliance and demonstrating social
responsibility).
HRM-Definitions
• According to the Invancevich and Glueck, “HRM is
concerned with the most effective use of people to
achieve organizational and individual goals. It is the
way of managing people at work, so that they give
their best to the organization”.
• According to Dessler (2008) the policies and practices
involved in carrying out the “people” or human
resource aspects of a management position, including
recruiting, screening, training, rewarding, and
appraising comprises of HRM.
Nature of HRM
• HRM involves the application of Management
Functions and Principles
• Decision relating to Employees must be integrated
• Decisions made Influence the Effectiveness of an
Organisation
• HRM functions are not confined to Business
Establishments only
Scope of HRM
1. Human Resource Planning: Ensure that right person at the right
time at the right place. Assess present and future needs of human
resources. Develop strategies to meet the man-power requirements.
2. Design of Organisation and Job: Lay down organization structure,
authority, relationship and responsibilities. Define work contents of
each position.
3. Selection and Staffing: Process of recruitment and selection.
Matching people with job specifications and career path in the
organization.
4. Training and Development: Find out training needs of the
individuals to meet knowledge and skills to fulfil future needs of the
organization.
5. Organisational Development: Healthy interpersonal and inter-group
relationship within the organization.
6. Compensation and Benefits: Wages and compensations are
fixed scientifically to meet fairness and equity criteria. In addition
labour welfare measures are involved which includes benefits
and services.
7. Employee Assistance: Each employees faces problems
everyday (Personal & Official). Such problems (worries) must be
removed to make them more productive and happy.
8. Union-Labour Relations: Healthy Union and Labour relations
enhance peace and productivity in an organization.
9. Personnel research and Information System: Continuous
research in HR areas is an unavoidable requirement. Take
special care for improving exchange of information through
effective communication system on a continuous basis especially
on moral and motivation.
Objectives of HRM
The primary objective of HRM is to ensure the availability of right people for right
jobs so as the organisational goals are achieved effectively. This primary objective
can further be divided into the following sub-objectives:
1. To help the organisation to attain its goals effectively and efficiently by
providing competent and motivated employees.
2. To utilize the available human resources effectively.
3. To increase to the fullest the employee’s job satisfaction and self-actualisation.
4. To develop and maintain the quality of work life (QWL) which makes
employment in the organisation a desirable personal and social situation.
5. To help maintain ethical policies and behaviour inside and outside the
organisation.
6. To establish and maintain cordial relations between employees and
management.
7. To reconcile individual/group goals with organisational goals.
The above stated HRM objectives can be summarized under four specific
objectives: societal, organizational, and functional and personnel.
1) Societal Objectives: Seek to ensure that the organization becomes
socially responsible to the needs and challenges of the society while
minimizing the negative impact of such demands upon the organization.
2) Organizational Objectives: It recognizes the role of HRM in bringing
about organizational effectiveness. HR department exist to attain
organisational objectives.
3) Functional Objectives: Maintain the department’s contribution at a
level appropriate to the organization’s needs. Human resources are to be
adjusted to suit the organization’s demands.
4) Personal Objectives: It is to assist employees in achieving their
personal goals, at least as far as these goals enhance the individual’s
contribution to the organization.
Characteristics of HRM
1. It is an art and a science:
2. It is pervasive:
3. It is a continuous process:
4. HRM is a service function:
5. HRM must be regulation-friendly:
6. Interdisciplinary and fast changing:
7. Focus on results:
8. People-centred:
9. Human relations philosophy:
10. An integrated concept:
Functions of HRM
 Strategic HR Management:
 Equal Employment Opportunity:
 Staffing:
 Talent Management and Development:
 Total Rewards:
 Risk Management and Worker Protection:
 Employee and Labour Relations:
Qualities of Good HR Manager
•Sympathetic Attitude
•Quick Decisions
•Integrity
•Patience
•Formal Authority
•Leadership
•Social Responsibility
•Good Communication Skills
Role of HR Manager
The role of HRM is to plan, develop and administer policies and
programs designed to make optimum use of an organizations human
resources. The primary responsibilities of Human Resource managers
are:
• To develop a thorough knowledge of corporate culture, plans and
policies.
• To act as an internal change agent and consultant
• To initiate change and act as an expert and facilitator
• To actively involve in company’s strategy formulation
• To keep communication line open between the HRD function and
individuals and groups both within and outside the organization
• To identify and evolve HRD strategies in consonance with overall business
strategy.
• To facilitate the development of various organizational teams and their
working relationship with other teams and individuals.
• To try and relate people and work so that the organization objectives are
achieved efficiently and effectively.
• To diagnose problems and determine appropriate solution particularly in
the human resource areas.
• To provide co-ordination and support services for the delivery of HRD
programmes and services
• To evaluate the impact of an HRD intervention or to conduct research so as
to identify, develop or test how HRD In general has improved individual and
organizational performance.
Key Roles of HR
According to Dave Ulrich HR play’s four key roles:
1. Strategic Partner Role- turning strategy into results by
building organizations that create value;
2. Change Agent Role- making change happen, and in
particular, help it happen fast
3. Employees Champion Role— managing the talent or the
intellectual capital within a firm
4. Administrative Role— trying to get things to happen better,
faster and cheaper.
Difficulties and Challenges faced by HR
Manager
1. Recruitment and Selection:
2. Emotional and Physical Stability of Employees:
3. Balance Between Management and Employees:
4. Training, Development and Compensation:
5. Performance Appraisal:
6. Dealing with Trade Union:
HRM in the new Millennium
1. HR Can Help in Dispensing Organizational Excellence:
2. Human Resource Should be a Strategy Partner:
3. HR Accountability Should be Fixed to Ensure
Employee Commitment:
4. The New HR Must Become a Change Agent:
5. Improving the Quality of HR:
6. Change in Employment Practices:
7. Benchmarking Tool Must be Mastered by HR
Professionals:
8. Aligning Human Resources to Better Meet Strategic
Objectives:
9. Promote From Within and Invest in Employees:
10. Review the Recruitment and Selection Process:
11. Communicate Mission and Vision:
12. Use Teams to Achieve Synergy:

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Introduction to HRM - Dr.J.Mexon

  • 1. HUMAN RESOURCE MANAGEMENT(552MG53) Unit -1 : Introduction Dr. J.Mexon , Department of Management & Commerce, DMI St. Eugene University.
  • 2. Introduction • Human: refers to the skilled workforce in an organization. • Resource: refers to limited availability or scarce. • Management: refers how to optimize and make best use of such limited or scarce resource so as to meet the organization goals and objectives. • Therefore, human resource management is meant for proper utilisation of available skilled workforce and also to make efficient use of existing human resource in the organisation.
  • 3. • Today many experts claim that machines and technology are replacing human resource and minimizing their role or effort. However, machines and technology are built by the humans only and they need to be operated or at least monitored by humans and this is the reason why companies are always in hunt for talented, skilled and qualified professionals for continuous development of the organization. • Therefore humans are crucial assets for any organisation, although today many tasks have been handing over to the artificial intelligence but they lack judgement skills which cannot be matched with human mind.
  • 4. • There is no best way to manage people and no manager has formulated how people can be managed effectively, because people are complex beings with complex needs. Effective HRM depends very much on the causes and conditions that an organizational setting would provide. Any Organization has three basic components, People, Purpose, and Structure. • In 1994, a noted leader in the human resources (HR) field made the following observation: Yesterday, the company with the access most to the capital or the latest technology had the best competitive advantage; • Today, companies that offer products with the highest quality are the ones with a leg up on the competition; • But the only thing that will uphold a company’s advantage tomorrow is the caliber of people in the organization.
  • 5. • The goal of HRM is to maximize employees’ contributions in order to achieve optimal productivity and effectiveness, while simultaneously attaining individual objectives (such as having a challenging job and obtaining recognition), and societal objectives (such as legal compliance and demonstrating social responsibility).
  • 6. HRM-Definitions • According to the Invancevich and Glueck, “HRM is concerned with the most effective use of people to achieve organizational and individual goals. It is the way of managing people at work, so that they give their best to the organization”. • According to Dessler (2008) the policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising comprises of HRM.
  • 7. Nature of HRM • HRM involves the application of Management Functions and Principles • Decision relating to Employees must be integrated • Decisions made Influence the Effectiveness of an Organisation • HRM functions are not confined to Business Establishments only
  • 8. Scope of HRM 1. Human Resource Planning: Ensure that right person at the right time at the right place. Assess present and future needs of human resources. Develop strategies to meet the man-power requirements. 2. Design of Organisation and Job: Lay down organization structure, authority, relationship and responsibilities. Define work contents of each position. 3. Selection and Staffing: Process of recruitment and selection. Matching people with job specifications and career path in the organization. 4. Training and Development: Find out training needs of the individuals to meet knowledge and skills to fulfil future needs of the organization. 5. Organisational Development: Healthy interpersonal and inter-group relationship within the organization.
  • 9. 6. Compensation and Benefits: Wages and compensations are fixed scientifically to meet fairness and equity criteria. In addition labour welfare measures are involved which includes benefits and services. 7. Employee Assistance: Each employees faces problems everyday (Personal & Official). Such problems (worries) must be removed to make them more productive and happy. 8. Union-Labour Relations: Healthy Union and Labour relations enhance peace and productivity in an organization. 9. Personnel research and Information System: Continuous research in HR areas is an unavoidable requirement. Take special care for improving exchange of information through effective communication system on a continuous basis especially on moral and motivation.
  • 10. Objectives of HRM The primary objective of HRM is to ensure the availability of right people for right jobs so as the organisational goals are achieved effectively. This primary objective can further be divided into the following sub-objectives: 1. To help the organisation to attain its goals effectively and efficiently by providing competent and motivated employees. 2. To utilize the available human resources effectively. 3. To increase to the fullest the employee’s job satisfaction and self-actualisation. 4. To develop and maintain the quality of work life (QWL) which makes employment in the organisation a desirable personal and social situation. 5. To help maintain ethical policies and behaviour inside and outside the organisation. 6. To establish and maintain cordial relations between employees and management. 7. To reconcile individual/group goals with organisational goals.
  • 11. The above stated HRM objectives can be summarized under four specific objectives: societal, organizational, and functional and personnel. 1) Societal Objectives: Seek to ensure that the organization becomes socially responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization. 2) Organizational Objectives: It recognizes the role of HRM in bringing about organizational effectiveness. HR department exist to attain organisational objectives. 3) Functional Objectives: Maintain the department’s contribution at a level appropriate to the organization’s needs. Human resources are to be adjusted to suit the organization’s demands. 4) Personal Objectives: It is to assist employees in achieving their personal goals, at least as far as these goals enhance the individual’s contribution to the organization.
  • 12. Characteristics of HRM 1. It is an art and a science: 2. It is pervasive: 3. It is a continuous process: 4. HRM is a service function: 5. HRM must be regulation-friendly: 6. Interdisciplinary and fast changing: 7. Focus on results: 8. People-centred: 9. Human relations philosophy: 10. An integrated concept:
  • 13. Functions of HRM  Strategic HR Management:  Equal Employment Opportunity:  Staffing:  Talent Management and Development:  Total Rewards:  Risk Management and Worker Protection:  Employee and Labour Relations:
  • 14. Qualities of Good HR Manager •Sympathetic Attitude •Quick Decisions •Integrity •Patience •Formal Authority •Leadership •Social Responsibility •Good Communication Skills
  • 15. Role of HR Manager The role of HRM is to plan, develop and administer policies and programs designed to make optimum use of an organizations human resources. The primary responsibilities of Human Resource managers are: • To develop a thorough knowledge of corporate culture, plans and policies. • To act as an internal change agent and consultant • To initiate change and act as an expert and facilitator • To actively involve in company’s strategy formulation • To keep communication line open between the HRD function and individuals and groups both within and outside the organization
  • 16. • To identify and evolve HRD strategies in consonance with overall business strategy. • To facilitate the development of various organizational teams and their working relationship with other teams and individuals. • To try and relate people and work so that the organization objectives are achieved efficiently and effectively. • To diagnose problems and determine appropriate solution particularly in the human resource areas. • To provide co-ordination and support services for the delivery of HRD programmes and services • To evaluate the impact of an HRD intervention or to conduct research so as to identify, develop or test how HRD In general has improved individual and organizational performance.
  • 17. Key Roles of HR According to Dave Ulrich HR play’s four key roles: 1. Strategic Partner Role- turning strategy into results by building organizations that create value; 2. Change Agent Role- making change happen, and in particular, help it happen fast 3. Employees Champion Role— managing the talent or the intellectual capital within a firm 4. Administrative Role— trying to get things to happen better, faster and cheaper.
  • 18. Difficulties and Challenges faced by HR Manager 1. Recruitment and Selection: 2. Emotional and Physical Stability of Employees: 3. Balance Between Management and Employees: 4. Training, Development and Compensation: 5. Performance Appraisal: 6. Dealing with Trade Union:
  • 19. HRM in the new Millennium 1. HR Can Help in Dispensing Organizational Excellence: 2. Human Resource Should be a Strategy Partner: 3. HR Accountability Should be Fixed to Ensure Employee Commitment: 4. The New HR Must Become a Change Agent: 5. Improving the Quality of HR: 6. Change in Employment Practices:
  • 20. 7. Benchmarking Tool Must be Mastered by HR Professionals: 8. Aligning Human Resources to Better Meet Strategic Objectives: 9. Promote From Within and Invest in Employees: 10. Review the Recruitment and Selection Process: 11. Communicate Mission and Vision: 12. Use Teams to Achieve Synergy: