defining hrm

7/23/2019 Defining HRM

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Defning HRM

Human:refer to the skilled workforce in the organisation.

Resource: refer to limited availability or scarce.

Management:refer to maximise or proper utilisation and make best use of limited

and a scarce resource.

Altogether, human resource management is the process of proper and maximise

utilisation of available limited skilled workforce. The core purpose of the human

resource management is to make efficient use of existing human resource in the

organisation. The Best example at present situation is, construction industry has

been facing serious shortage of skilled workforce. It is expected to triple in the next

decade from the present 3 per cent, will negatively impact the overall productivity of

the sector, warn industry experts.

!very organisations" desire is to have skilled and competent people to make their

organisation more effective than their competitors. humans are very important

assets for the organisation rather than land and buildings, without employees

# humans $ no activity in the organisation can be done. %achines are meant to to

produce more goods with good &uality but they should get operated by the human

only.

'you must treat your employees with respect and dignity because in the

most automated factory in the world, you need the power of human

mind. That is what brings in innovation. If you want high &uality minds towork for you, then you must protect the respect and dignity. '

(((%r ).*. )arayana %urthy, +hairman !meritus, Infosys td -- .

/ur progress as a nation can be no swifter than our progress in

education. The human mind is our fundamental resource.0 ( 1ohn 2.

ennedy.

Great Quotations

The greatest tragedy in America is not the destruction of our natural

resources, though that tragedy is great. The truly great tragedy is the

destruction of our human resources by our failure to fully utili4e our

abilities, which means that most men and women go to their graves with

their music still in them.0 ( /liver 5endell 6olmes.
http://www.infosys.com/http://www.infosys.com/http://www.infosys.com/


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The human mind is our fundamental resource.0 ( 1ohn 2. ennedy.

The ollowing our defnitions encompass the aoresaid core issues in human

resource management. HRM could thus be reerred to as;

1. ..a series o integrated decisions that govern emploer!emploee relations.

Their "ualit contributes to the abilit o organisations and emploees to achieve

their ob#ectives $Mil%ovich & 'oudreau( 1))*+.

,. -oncerned with the people dimension to management. ince ever

organisation comprises people( ac"uiring their services( developing their s%ills(

motivating them to higher levels o perormance and ensuring that the continue at

the same level o commitment to the organisation are essential to achieving

organisational goal. This is true( regardless o the tpe o organisation/ vi0.

government( business( education( health( recreation( or social action. $Decen0o &Robbins( 1))+.

2. the planning( organising directing and controlling o the procurement(

development( compensation( integration( and maintenance o human resource to

the end those individual( organisational( and social ob#ectives are accomplished.

$3lippo( 1)4+.

4. 5.. The organisation unction that ocuses on the e6ective management(

direction( and utilisation o people; both the people who manage produce and

mar%et and sell the products and services o an organisation and those who support

organisational activities. 7t deals with the human element in the organisation(people as individuals and groups( their recruitment( selection( assignment(

motivation( empowerment( compensation( utilisation( services( training(

development( promotion( termination and retirement.8$Trace(1))4 +

Human Resource Management: Objectives

7 To help the organi4ation reach its goals.

7 To ensure effective utili4ation and maximum development of human resources.7 To ensure respect for human beings. To identify and satisfy the needs of

individuals.

7 To ensure reconciliation of individual goals with those of the organi4ation.

7 To achieve and maintain high morale among employees.

7 To provide the organi4ation with well(trained and well(motivated employees.

7 To increase to the fullest the employee8s 9ob satisfaction and self(actuali4ation.


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7 To develop and maintain a &uality of work life.

7 To be ethically and socially responsive to the needs of society.

7 To develop overall personality of each employee in its multidimensional aspect.

7 To enhance employee8s capabilities to perform the present 9ob.

7 To e&uip the employees with precision and clarity in trans:action of business.7 To inculcate the sense of team spirit, team work and inter(team collaboration.

OBJECTIVES OF HRM

Societal objective.To be socially responsible to the needs and

challenges of society while minimi4ing the negative impact of such

demands upon the organi4ation. The failure of organi4ations to use their

resources for society"s benefit may result in restrictions. 2or example,

societies may pass laws that limit human resource decisions.

Organizational objective. To recogni4e that 6*% exists to contribute

to organi4ational effectiveness. 6*% is not an end in itself; it is only a

means to assist the organi4ation with its primary ob9ectives.


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6uman *esource %anagement involves management functions like

planning, organi4ing, directing and controlling

It involves procurement, development, maintenance of human

resource

It helps to achieve individual, organi4ational and social ob9ectives

6uman *esource %anagement is a multidisciplinary sub9ect. It

includes the study of management, psychology, communication,

economics and sociology.

It involves team spirit and team work.

It is a continuous process.

Human Resource Management: Scope

The scope of 6*% is very wide>

?. =ersonnel aspect(This is concerned with manpower planning,

recruitment, selection, placement, transfer, promotion, training anddevelopment, layoff and retrenchment, remuneration, incentives,

productivity etc.

@. 5elfare aspect(It deals with working conditions and amenities such as

canteens, creches, rest and lunch rooms, housing, transport, medical

assistance, education, healthand safety, recreation facilities, etc.

3. Industrial relations aspect(This covers union(management relations,

9oint consultation, collective bargaining, grievance and disciplinary

procedures, settlement of disputes, etc.

Te primar! responsibi"ities o# a uman resource manager are:

?. To develop a thorough knowledge of corporate culture, plans and policies.


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@. To act as an internal change agent and consultant.

3. To initiate change and act as an expert and facilitator.

. To actively involve himself in company8s strategy formulation.

. To keep communication lines open between the 6*C function and individuals

and groups both within and outside the organisation.

D. To identify and evolve 6*C strategies in consonance with overall business

strategy.

E. To facilitate the development of various organisational teams and their

working relationship with other teams and individuals.

F. To try and relate people and work so that the organisation ob9ectives areachieved effectively and efficiently.

G. To diagnose problems and to determine appropriate solution particularly in the

human resources areas.

?.To provide co(ordination and support services for the delivery of 6*C

programmes and services.

??.To evaluate the impact of an 6*C intervention or to conduct research so as to

identify, develop or test how 6*C in general has improved individual ororganisational performance.

Human Resource Management: Futuristic Vision

/n the basis of the various issues and challenges the following

suggestions will be of much help to the philosophy of 6*% with regard to

its futuristic vision>

?. There should be a properly defined recruitment policy in the organi4ation

that should give its focus on professional aspect and merit based

selection.

@. In every decision(making process there should be given proper


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weightage to the aspect that employees are involved wherever possible. It

will ultimately lead to sense of team spirit, team(work and inter(team

collaboration.

3. /pportunity and comprehensive framework should be provided for full

expression of employees8 talents and manifest potentialities.

. )etworking skills of the organi4ations should be developed internally

and externally as well as hori4ontally and vertically.

. 2or performance appraisal of the employee8s emphasis should be given

to 3D degree feedback which is based on the review by superiors, peers,

subordinates as well as self(review.

D. 3D degree feedback will further lead to increased focus on customerservices, creating of highly involved workforce, decreased hierarchies,

avoiding discrimination and biases and identifying performance threshold.

E. %ore emphasis should be given to Total Huality %anagement. TH% will

cover all employees at all levels; it will conform to customer8s needs and

expectations; it will ensure effective utili4ation of resources and will lead

towards continuous improvement in all spheres and activities of the

organi4ation.

F. There should be focus on 9ob rotation so that vision and knowledge ofthe employees are broadened as well as potentialities of the employees

are increased for future 9ob prospects.

G. 2or proper utili4ation of manpower in the organi4ation the concept of six

sigma of improving productivity should be intermingled in the 6*%

strategy.

?. The capacities of the employees should be assessed through potential

appraisal for performing new roles and responsibilities. It should not be

confined to organi4ational aspects only but the environmental changes of

political, economic and social considerations should also be taken into

account.

??. The career of the employees should be planned in such a way that

individuali4ing process and sociali4ing process come together for fusion

process and career planning should constitute the part of human resource


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planning.

To conclude 6uman *esource %anagement should be linked with strategic

goals and ob9ectives in order to improve business performance and

develop organi4ational cultures that foster innovation and flexibility. All the

above futuristic visions coupled with strategic goals and ob9ectives should

be based on 3 68s of 6eart, 6ead and 6and i.e., we should feel by 6eart,

think by 6ead and implement by 6and.

HR Policies of Aditya Birla Group

About Birlas

Aditya Birla Group started in 1857.

Shiv Narayan Birla started cotton trading operations in the

small town of Pilani in Rajasthan.

Ghyanshyamdas Birla (GD birla)-1919-he set the

manufacturing company.

Grandson of G.D.Birla is Aditya Vikram Birla (A.V.Birla)-1964

Son of A.V.Birla is Kumar Mangalam Birla(K.M.Birla)-1995.

Headquartered in Mumbai.

Operates in 33 countries with more than 1,33,000 employees

worldwide.

US$ 35 billion conglomerate which gets 60 % of its revenues

from outside India.

Position in India


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Largest cement player in India.

The top fashion (branded apparel) and lifestyle player.

Second largest player in viscose filament yarn.

The largest producer in chlor-alkali sector.Among the top three mobile

telecom players.

A leading player in life insurance and asset management.

Among the top two supermarket chains in India.

HR Policies

1. Recruitment policy.

2. 360 Degree Appraisal.

3. Training / Talent Management

4. Recognition

5. Benefits

6. Happiness At Work

Some of the implementations were brought about byMr.K.M.Birla

himself and were later carried on by theorganizations H.R department.

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