Human Resource Management

Definition • Dessler : Human Resource Management refers to 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.

• HRM is a management function concerned with hiring, motivating, and maintaining people, in an organization. It focuses on people in organization.

• HRM refers to acquisition, retention, motivation and maintenance of Human Resources in an organization.

What is difference between “Human Resource” and other resources? - Resources are controlled by human resources. - Human resources have intellect and emotion - Human resources can be developed through development and training

Meaning and Nature of HRM

• Pervasive force• People Oriented: both at individual level and

group level• Development oriented• Integrating Mechanism• Auxiliary Service • Inter-disciplinary function• Continuous function

Scope of HRM

• Personnel Aspect- eg recruitment and selection , training, remuneration etc.

• Welfare Aspect- working conditions, lunch room , housing, transport etc

• Industrial relation-union and management relationship etc.

Objectives of HRM• To help organisation reach its goal• To employ the skills and abilities of the workforce

efficiently• To provide the organization with well- trained

and well motivated employees• Increase employee’s job satisfaction and self

actualization.• To develop and maintain a quality of work life.• To communicate HR policies to all employees• To be ethically and socially responsive to the

needs of the society

Importance of HRM

• At the enterprise level• At the individual level• At the society level• At the national level

History of HRM

• The industrial Revolution • Scientific Management • Trade Union • Human Relation movement• Human resource approach

Difference between Personnel Management and HRM

Employment Contract• PM- Careful delineation of written contracts• HRM- Aim to go beyond contractGuide to management action• PM- Procedures• HRM- Business needs

Behavior referent• PM- Norms, customs and practices • HRM-Values and mission HRM through a shared vision between

management and staff create a corporate vision and mission which are linked to business goals and the fulfillment of mutual interest where the organization’s needs are satisfied by employees and employees' needs are well-taken care by the organization.

Key relations• PM- the relationship between management and

employees are merely on contractual basis where one hires and the others perform.

• HRM- focuses more on Unitarist where the word "uni" refers to one and together.

Relation of power and management• PM-The distribution of power in personnel

management is centralized where the top • HRM- empowerment

Initiatives • PM- Piecemeal• HRM- IntegratedSpeed of Decision • PM- Slow/ reactive • HRM- Fast / proactiveManagement Role• PM-Transactional • HRM- Transformational Leadership

Communication • PM- Indirect• HRM- DirectManagement skills• PM- Negotiation• HRM- FacilitationSelection• PM- Separate• HRM- Integrated

Job design• PM-Division of work• HRM- Team WorkConflict handling• PM-Reach temporary truce• HRM-Managing climate and cultureRespect for employees• PM-Labour is treated tool which is replaceable• HRM- Employees are treated as assets

Functions of HRM

• There are two types of HRM function Managerial and Operative

• MANAGERIAL Planning: Organizing:Directing:Controlling:

• OPERATIVE:1Procurement function:Job analysisHRPRecruitmentSelectionInduction and OrientationInternal Mobility

2. DevelopmentTrainingExecutive developmentCareer planning and developmentHuman resource development 3. Motivation and CompensationJob designWork schedulingMotivation Job evaluation

Performance appraisalCompensation administrationIncentive and benefits4 MaintenanceHealth and safetyEmployee welfareSocial security measures5 Integration functionGrievance redressalDiscipline

Teams and TeamworkCollective bargainingEmployee participation and empowermentTrade union and employee associationIndustrial relations6.Emerging IssuesPersonal recordsHuman Resource research

Human resource accounting: It is measurement of cost and value of HR to the organisation

HRISStress and CounselingIHRM

PoliciesPolicies are plan of action Organisation need to evolve HR policies as they

ensure consistency and uniformity in treating people.

Personnel policies are guides to action. They serve as roadmaps for managers on a number of issues such as recruitment, selection and promotion. They cover almost all functions of personnel mgt.

A good personnel policy should be easy to understand, based on facts, equitable, reasonably flexible, precise and related to objectives.

Why HR Policies

HR policies allow an organisation to be clear with employees on: The nature of the organisation

What they should expect from the company What the company expects of them How policies and procedures work at your

company What is acceptable and unacceptable behaviour

Advantages of HR policies

DelegationUniformityBetter ControlStandards of efficiencyConfidenceSpeedy decisionCoordinating devices.

A few HR Policies are

Policy of hiring taking in to consideration like reservation, gender etc.

Policy in terms of condition of employmentTransfer, promotion , hours of work etc.Policy in terms of medical assistance

Disadvantages

• Restrict the scope of Management• Conflicts arise • Requires constant revision • Not easy to communicate

Roles of an HR Manager

• Today’s managers were a number of hats the play varied roles.

• Administrative• Operational • Strategic

Administrative Role

Policy maker

Administrative expert

Advisor

Housekeeper

Counselor

Welfare officer

Legal consultant

Operational rolesRecruiter

Trainer, developer, motivator

Coordinator/linking pin

Mediator

Employee champion ( employee advocates)Placing people on the right job

Charting a suitable career path

Rewarding good performance

Resolving differences

Adopting family-friendly policies

Ensuring fair and equitable treatment

Striking balance between employee expectations and Organisational requirements

Representing workers' problems and concerns to management

Strategic roles

Change agent

Strategic partner