hrm rjc 1

HUMAN RESOURCE HUMAN RESOURCE MANAGEMENTMANAGEMENT

Alan CollacoAlan Collaco

SYLLABUSSYLLABUS

Personnel ManagementPersonnel Management Human Resource ManagementHuman Resource Management Human Resource PlanningHuman Resource Planning Job Analysis, Job DesignJob Analysis, Job Design Job EvaluationJob Evaluation Recruitment & SelectionRecruitment & Selection Training & DevelopmentTraining & Development Performance AppraisalPerformance Appraisal

SYLLABUSSYLLABUS

Use of Appraisal DataUse of Appraisal Data Employee RemunerationEmployee Remuneration Participative ManagementParticipative Management Personnel PhilosophyPersonnel Philosophy Personnel ManualPersonnel Manual Career Planning Career Planning Promotion PoliciesPromotion Policies

Books RecommendedBooks Recommended

HRM by Gary DesslerHRM by Gary Dessler Human Resource and Human Resource and

Personnel Management by K. Personnel Management by K. AswathappaAswathappa

HRM by DK BhattacharyaHRM by DK Bhattacharya Personnel Management by CB Personnel Management by CB

MamoriaMamoria HRM by Subba RaoHRM by Subba Rao

PERSONNEL PERSONNEL MANAGEMENTMANAGEMENT

Personnel Management is a method Personnel Management is a method of developing potential of employees of developing potential of employees so they get maximum satisfaction out so they get maximum satisfaction out of their work and give their best of their work and give their best efforts to the Organizationefforts to the Organization

Personnel Management is that part Personnel Management is that part of management process which is of management process which is primarily concerned with the human primarily concerned with the human constitution of the Organizationconstitution of the Organization

OBJECTIVES OF PMOBJECTIVES OF PM

Recruitment & SelectionRecruitment & Selection Induction of new employeesInduction of new employees Training & DevelopmentTraining & Development Performance ManagementPerformance Management Compensation & BenefitsCompensation & Benefits Providing good working conditionsProviding good working conditions Providing career and growth Providing career and growth

opportunitiesopportunities

ROLE OF THE PERSONNEL ROLE OF THE PERSONNEL MANAGERMANAGER

Personnel play an important role in the Personnel play an important role in the mgt. of change in an organization. mgt. of change in an organization.

He accomplishes organization goals by He accomplishes organization goals by building a capable and dynamic work force.building a capable and dynamic work force.

He tries to create a sense of involvement He tries to create a sense of involvement and commitment on the part of employees.and commitment on the part of employees.

He creates a sound and favorable working He creates a sound and favorable working climate and working relationships by climate and working relationships by motivating employees and achieves motivating employees and achieves organizational goals by effective utilization organizational goals by effective utilization of human resources.of human resources.

He is responsible for administrative and He is responsible for administrative and personnel functions and carries out a personnel functions and carries out a number of duties in this regard. number of duties in this regard.


The Personnel Manager commonly The Personnel Manager commonly plays interpersonal role, plays interpersonal role, informational role and decisional informational role and decisional role.role.

The The Interpersonal Interpersonal role helps in role helps in interacting with number of people in interacting with number of people in the organization.the organization.

The The InformationalInformational role helps in role helps in acquiring sufficient knowledge to acquiring sufficient knowledge to arrive at timely decisions.arrive at timely decisions.

The The Decisional Decisional role helps in taking role helps in taking innovative steps and increases the innovative steps and increases the organizations effectiveness.organizations effectiveness.


Policy Initiator and FormulatorPolicy Initiator and Formulator AdvisorAdvisor Problem SolverProblem Solver MediatorMediator Well WisherWell Wisher Employees’ RepresentativeEmployees’ Representative Decision MakerDecision Maker


Meaning and Definition:Meaning and Definition: ¬ Human Resource ¬ Human Resource

Management relates to the total set Management relates to the total set of knowledge, skills and attitudes of knowledge, skills and attitudes that firm need to compete. It involves that firm need to compete. It involves concern for action in the mgt. of concern for action in the mgt. of people, including selection, training people, including selection, training and development, employee and development, employee relations and compensation.relations and compensation.


¬ HR Mgt. is a process of ¬ HR Mgt. is a process of formulating, implementing and formulating, implementing and evaluating HR strategies to achieve evaluating HR strategies to achieve organizational objectives. organizational objectives.

It encompasses the entire gamut or It encompasses the entire gamut or human resource development in an human resource development in an organization, including Manpower organization, including Manpower Planning, Recruitment & Selection, Planning, Recruitment & Selection, Training and Development, Training and Development, Performance Appraisals, Transfer Performance Appraisals, Transfer and Promotions, Compensation and and Promotions, Compensation and Benefits.Benefits.


» Difference between HRM and Personnel Management:» Difference between HRM and Personnel Management:

Personnel ManagementPersonnel Management Human Resource Management Human Resource Management 1. Personnel means person employed. HRM is the mgt. of employee’s skills, 1. Personnel means person employed. HRM is the mgt. of employee’s skills,

Personnel Mgt. is the mgt. of people knowledge, abilities, talents, etc.Personnel Mgt. is the mgt. of people knowledge, abilities, talents, etc. employed.employed. 2. Employee in personnel mgt. is mostly Employee in HRM is treated not only 2. Employee in personnel mgt. is mostly Employee in HRM is treated not only

as as treated as economic man as his services economic but also as social and treated as economic man as his services economic but also as social and

psychologicalpsychological are exchanged for salary/wages. Man. Thus, the complete man is are exchanged for salary/wages. Man. Thus, the complete man is

viewed viewed under this approach.under this approach. 3. Employee is viewed as a commodity or Employee is treated as a resource. 3. Employee is viewed as a commodity or Employee is treated as a resource. tool or equipment which can be tool or equipment which can be purchased and used.purchased and used. 4. Employees are treated as cost centre and Employees are treated as profit 4. Employees are treated as cost centre and Employees are treated as profit

centre and centre and therefore mgt. controls the cost of therefore, invests capital for human therefore mgt. controls the cost of therefore, invests capital for human labour. resource development and future labour. resource development and future

utility.utility.

5. Employees are used mostly for organiz- Employees are used for the multiple 5. Employees are used mostly for organiz- Employees are used for the multiple

ational benefit ational benefit mutual Benefit of the organization, mutual Benefit of the organization,

their family members.their family members.

STRATEGIC HRMSTRATEGIC HRM

Strategic Human Resource Mgt. has Strategic Human Resource Mgt. has been defined as “the linking of HRM been defined as “the linking of HRM with strategic goals and objectives in with strategic goals and objectives in order to improve business order to improve business performance and develop performance and develop organizational cultures that foster organizational cultures that foster innovation and flexibility.”innovation and flexibility.”

Strategic HR means accepting the Strategic HR means accepting the HR function as a strategic partner in HR function as a strategic partner in both the formulation of the both the formulation of the company’s strategies, as well as in company’s strategies, as well as in the implementation of these the implementation of these strategies through HR activities such strategies through HR activities such as recruiting, selecting, training, and as recruiting, selecting, training, and rewarding personnel.rewarding personnel.


Clarify the Business StrategyClarify the Business Strategy ¬ New markets.¬ New markets. ¬ Operating changes.¬ Operating changes. ¬ New products.¬ New products. ¬ Enhanced technologies.¬ Enhanced technologies. ¬ Improved customer service.¬ Improved customer service. Management Has Direct Management Has Direct

ControlControl

STRATEGIC HRMSTRATEGIC HRM Realign the HR functions and Key Realign the HR functions and Key

People Management PracticesPeople Management Practices HR ServicesHR Services HR SystemsHR Systems HR Function StructureHR Function Structure People management practicesPeople management practices::

Performance ManagementPerformance Management Rewards and RecognitionRewards and Recognition CommunicationCommunication Training and Career DevelopmentTraining and Career Development Rules and PoliciesRules and Policies Staffing, Selection and SuccessionStaffing, Selection and Succession Leadership DevelopmentLeadership Development


Create Needed CompetenciesCreate Needed Competenciesand Behaviourand Behaviour

IndividualIndividual OrganizationalOrganizational

People and the link between People and the link between business strategy and business strategy and realization of results.realization of results.

Management Has No DirectManagement Has No DirectControl Only InfluenceControl Only Influence

STRATEGIC HRMSTRATEGIC HRM Realization Of Business Realization Of Business

StrategiesStrategies and Resultsand Results GrowthGrowth ProfitabilityProfitability Market ShareMarket Share

Management Has No Direct Management Has No Direct Control Only InfluenceControl Only Influence

PROCESS OF STRATEGIC PROCESS OF STRATEGIC HRMHRM

Environmental ScanningEnvironmental Scanning ExternalExternal InternalInternal

Strategy FormulationStrategy Formulation Corporate Strategy FormulationCorporate Strategy Formulation Business Strategy FormulationBusiness Strategy Formulation Functional Strategy FormulationFunctional Strategy Formulation

PROCESS OF STRATEGIC PROCESS OF STRATEGIC HRMHRM

Strategy ImplementationStrategy Implementation ProgrammesProgrammes BudgetsBudgets ProceduresProcedures

Evaluation and ControlEvaluation and Control Strategic ControlStrategic Control Process and PerformanceProcess and Performance

CHALLENGES FACING HRM CHALLENGES FACING HRM TODAYTODAY

The most striking challenge in HR’s The most striking challenge in HR’s role today is its growing involvement role today is its growing involvement in developing and implementing the in developing and implementing the company’s strategy. company’s strategy.

Strategies increasingly depend on Strategies increasingly depend on strengthening organizational strengthening organizational competitiveness and on building competitiveness and on building committed work teams, and these committed work teams, and these put HR in a central role. put HR in a central role.

We’ve seen that in a fast-changing, We’ve seen that in a fast-changing, globally competitive and quality globally competitive and quality oriented industrial environment, it’s oriented industrial environment, it’s often the firm’s employees- its often the firm’s employees- its human resources- who provide the human resources- who provide the competitive key. competitive key.

CHALLENGES FACING HRM CHALLENGES FACING HRM TODAYTODAY

GlobalizationGlobalization Technological AdvancesTechnological Advances Trends in the nature of workTrends in the nature of work Workforce DiversityWorkforce Diversity New Management PracticesNew Management Practices

hrm rjc 1

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