PEOPLE CAN

MOVE
MOUNTAINS
 ADI GODREJ

 It is a really important for me to spend more time

with my people.
 We have had a number of HRD consultants, but HRD
initiatives are time consuming & one has to be
patient for cultural & mind set changes.
 PHILIPS

 According to Rama Chandran,MD,Philips India

 “My human Resource Department is the centre of
competence”
 A.F.Ferguson & Co

 Arvind Mahajan,Director “The only way you can be

different is in a way you manage people”
 Brian Friedman

 “It is important to realize that employees are

your greatest asset.
 Unlike other assets, people are the only
asset which does not, depreciate over time.
 On the contrary the more you use them ,the
better they get over time.
 Their value keeps on appreciating with the
passage of time(on his visit to India --- 1998)
 HLL

 “At Hindustan Lever the accent is on hiring people

who are even better than the ones at HLL.
 HLL now is a people & strategy company”.
 Marico industries:
 Harsh Mariwala,owner “I am very sensitive about
losing star performers.
 If the guy is valuable ,we give him far higher
remuneration to keep him happy”.
 America ErickMayer created history on 25.5.2001 by
becoming the first blind person to scale Mount
Everest.
 Erick at 32 who lost his eyes sight due to generative
disease at the age of 13 ,set foot on the 8848 meter
peak along with 17 other members of an expedition
team after an unsuccessful attempt earlier due to
bad weather conditions
 An hour before Erick Brand ford Bull earned the
distinction of being the oldest climber to set foot
atop the world’s highest peak at the age of 65
along with his son.
 NATURE & SCOPE OF HUMAN
RESOURCE MANAGENT
 Human Resources: People with
required skills to make an
organisation are generally referred
to as human resources
 WHAT IS HUMAN
RESOURCES?
 RESOURCES
 HUMAN  R-RESEVER
 E-EDUCATE
•H-HEARS  S-SKILL
 O-OBJECTIVES
•U-UNDERSTANDS
 U-UNDERSTANDING
•M-MOVES  R-RESEARCH
 C-CAPABILITY
•A-ADJUSTS  E-ENERGIES
•N-NEGOTIATES
 S-STRENGTH
 Meaning of Human
resources
 “According to
Leon.C.Megginson,the
term HR can be
thought of as “the total
knowledge ,skills,
creative abilities,
talents & aptitudes of
an organization's
workforce ,as well as
the value ,attitudes &
beliefs of the
individuals involved.
MEANING
MEANING && DEFINITION
DEFINITION OF
OF HRM
HRM
 In simple sense HRM
means employing the
people ,developing their
resources
,utilising,maintaining &
compensating their
services in tune with
the job & organisational
requirements with a
view to contribute to
the goals of the
organisation,individual
& the society..
 MEANING
MEANING AND
AND DEFINITION
DEFINITION OF
OF HRM
HRM
Definition In short: HRM
may be defined as the art of
Procuring, Developing,
Motivating and Maintaining
competent workforce to
achieve the goals of an
organisation in an effective
and efficient manner.
HRM is the art of
managing people at work in
such a manner that they
give their best to the
organization.
 Meaning
Meaning of
of HRD:
HRD:

 Human resource is an important

resource in an organization. Human
resource is utilized in the best
possible way to reach
organizational goals.
 The enhancement of the utilization
value of human resource depends
on the important of the human
resource aspects like, skill,
knowledge, creative abilities and
talents in accordance with the
changing requirement of groups,
organizations and society at large.
 This is the essence of Human
Resources Development; therefore
human resources development
 HUMAN
HUMAN RESOURCE
RESOURCE
DEVELOPMENT
DEVELOPMENT CENTRE
CENTRE
 EX of a HRD
centre.
 Located at
Peshawar
 . To develop the
managerial and
technical skills of
community
members.
 To design &
implement the
managerial and
technical capacity
building training
of community
members,
identified by their
respective
community
organizations
 HRD is mainly concerned with developing the skills,
knowledge, and competencies of people and it is
people oriented concept. HRD can be applied both
for the national level and organization level. HRD is
not essentially training and development. HRD is
having broader meaning apart from training and
development.
 T.Venkateswara Rao has worked extensively on HRD.
He defines HRD in the organizational context as “a
process by which the employees of an organization
are helped in a continuous,
 planned way to acquire or sharpen
capabilities required to perform various
functions associated with their present or
expected future roles.

 Develop their general capabilities as

individuals and discover and exploit their
own inner potentials for their own / or
organizational development purposes.

 Develop an organizational culture in which

superior-subordinate relationship, team
work and collaboration to the professional
well-being, motivation & pride of
employees”.
 HRD from the organizational point of view is
a process in which the employees of an
organizational are helped/ motivated to
acquire and develop technical, managerial
and behavioral knowledge, skills and
abilities.
 And mould the values, beliefs and attitudes
necessary to perform present and future
roles.
 By realizing the highest human potential with
a view to contribute positively to the
organizational, group, individual & social
goals. Information technology is extensively
used in HRD.
 Features
Features of
of HRD
HRD

 HRD is a systematic and planned approach

for the development of individual in order to
achieve organizational, group & individual
goals.
 HRD is a continuous process for the
development of techniques, managerial,
behavioral & conceptual skills & knowledge.
 HRD develops the skills and knowledge not
only at the individual level, but also at
dyadic level, group level and organizational
level.
 HRD is multi-disciplinary. It draws inputs
from engineering, technology, psychology,
anthropology, management, commerce,
economics, medicine etc…
 HRD comprises of techniques & processes.
They include performance appraisal,
training, management development, career
planning and development, organization
development, counseling, social & religious
programmes, employee involvement /
workers participation, quality circles etc…
 HRD is essential not only for manufacturing
and service industry but also for
information technology industry.
 Need
Need for
for HRD
HRD
 Changes in economic policies: (LPG)
 Changing job requirements: dynamic
jobs
 Need for multi-skilled human resource:
cost reduction
 Organizational viability & transformation
process: changing as per the
environment
 Technological advances: latest machines
 Organizational complexity: complex
products & manufacturing technology
 Human relations: respecting human
relations , in the changing environment.
 Role
Role of
of training
training in
in HRD
HRD
 HRD plays vital role in Human
resources management process.
Training plays the most
important role in the HRD.
 Training helps the organization to
impart basic technical skills and
knowledge to the employees.
 Technical skill is the basic
component of human resource
that is most essential for
employee performance.
 No organization can get a
candidate who exactly matches
with the job and the
organizational requirements.
 Hence training is important to
develop the employee and make
him suitable to the job.
 Job and organizational requirements are dynamic.
 They are changed from time to time in view of
technological advancement and trends.
 Hence total quality management (TQM) is essential
in the world of Globalization and competition in a
continuous manner.
 TQM can be achieved by training the employees
continuously. Trained employees are the assets of a
company.
 Hence training is very important and contributes to
the HRD, which in turn contributes to the
organizational efficiency, productivity, progress and
development to a greater extent.
 Thus training plays an important role in the framing
of HR policies and objectives & strategies.
 Hence HRD strategies in the era of
Globalization in India would be listed as
below
1. Right sizing of employees
2. Empowerment of employees
3. Competence building
4. Commitment building
5. TQPM (total quality & productivity
management)
6. Continuous improvement process (CIP)
7. Developing value system
8. Creating learning organizations
9. Developing the skills of adoptability
10. Encouraging creativity & innovation
DIMENSIONS
DIMENSIONS OF
OF GLOBALISATION
GLOBALISATION
 Role
Role of
of HRD
HRD Manager:
Manager:
1. HR Manager has a versatile role in an organization
. these include
2. HR planning
3. Recruitment
4. Selection
5. Placement
6. Induction & recreation
7. Performance appraisal
8. Training & development
9. Career planning
10. Organizational development
11. Compensation
12. Social & cultural performance
13. Quality circles
14. Team work
15. Coordination with top management & workers
 SCOPE
SCOPE OF
OF HRM
HRM
Objectives of HRM.
Organization of HRM.
Strategic HRM.
Employment.
Development.
Wage & salary administration.
Maintenance.
Motivation.
Industrial Relations.
Participative management.
Recent developments in HRM
 Nature of HRM EMPLOYEE
HIRING

Employee Scope of HRM Industrial

remuneration relations

Employee Employee
maintenance motivation
 4. It applies to the
employees in all
the types of
organizations in
the world like
 Industry
 Service.
 Commerce.
 Economic.
 Social.
 Religious.
 Political &
government depts
5.HRM is continuous & never ending process.

6.It aims at attaining the goals of:

 Organisation.
 Individual.
 Society

7.HRM is a responsibility of all line mangers &

a function of staff mangers in an
organisation..

8.It is concerned mostly with managing human

resources at work.
9.HRM is the central subsystem of an organisation & it
permeates all types of functional management namely
 Production Management
 Marketing Management.
 & Financial Management

10.HRM aims at securing unreserved cooperation from all

employees in order to attain predetermined goals.
 History
History of
of HRM
HRM

1800-early 1900 Human Relations

Scientific Model 1920-1940’s
Management  View from
Movement employees
 Focus on perspective
processes, cost  Focus on social
reduction and pay environment –
for performance working conditions,
 Job simplification supervisors style,
and focus on rules mgmt philosophy
 History
History of
of HRM
HRM

HRM Movement started  Closer examination of

back in the 1900-
present
 Increase of HR  based on nature and
department
responsibilities from
strictly admin to
include: legal
compliance,
performance
appraisals, recruitment,
screening, corporate
change etc.
worker motivation
beyond previous two
scope of job, social
influences,
compensation, incentive
systems, organizational
culture, climate
supervisors style, and
individual needs and
values
PERSONNEL MANAGEMENT
IS DEAD ,
HUMAN RESOURCE
MANAGEMENT IS
ALIVE………………..
 Meaning
Meaning and
and Definition
Definition of
of PM
PM

E.B FLIPPO- “The personnel function is concerned

with the procurement development,compensation
,integration, and maintainance of personnel of an
organisation for the purpose of contributing toward
the accomplishment of that organisation’s major goal.
Hence Pm is planning organising,directing and
controlling of the functions.
It is that part of mangement
funtion which is primarily
concered with human
relationships with in the
organisation.
Differences
Differences B/w
B/w Personnel
Personnel
management
management
 PM
&& HRM
HRM  HRM
 Personnel means  HRM treats people
persons employed. as human beings
 PM views man as having
an economic man economic ,social,&
who works for psychological
money or salary. needs
 It is narrow in  It is broader in
scope scope
Dimension PM HRM
Beliefs &
assumptions
Guide to Clear rules, “Business
management procedures need”
Behaviour Norms/customs Values/Mission
referrent
Managerial Monitoring Nurturing
Tack v/s Labour
Nature of Pluralist Unitarist
relations
Conflict Institutionalized De-emphasized
Strategic Aspects
Key relations Labour Customer
management
Corporate plan Marginal to Central to

Speed of Slow Fast

decision
Line
management
Management Transactional Transformation
Role al Leadership
Communication Indirect Direct
Standardization High Low
Prized Negotiation Facilitation
management
skills
Key Levers
Selection Separate, Marginal Integrated, Key
Test Task
Pay Job Evaluation fixed Performance
Grades) Related
Conditions Separately Negotiated Harmonization
Job Many Few
Categories
Communicatio Restricted Flow Increased Flow
n
Job Design Division of labour Team Work
T&D Controlled Access Learning
Companies
Function
Function of
of personnel
personnel department
department

 MANAGERIAL
FUNCTIONS
1. Planning
2. Organising
3. Directing
4. Motivating
5. Controlling
PLANNING
PLANNING CYCLE
CYCLE
OPERATING
OPERATING FUNCTIONS
FUNCTIONS

1. Procurement
2. Development
3. Compensation
4. Integration
5. Maintenance
6. Records, Research
and Audit
 NEED
NEED FOR
FOR HR
HR
1. It manages M’s(Man,Money,Material,Machine)efficiently
and effectively.
2. It is essential for cost reduction(time and money).
3. It controls wastage of resources and activities of
production.
4. No organisation can function without human
resources.
5. The success of organisation is is determined by the
quality of HR.
 Difference
Difference between
between PM
PM and
and HRM
HRM

PM  HRM
1. It is the management 1. It is management of
of employees people employed
skills(talent,abilities) 2. Employees are treated
2. Employees is treated as social man
as economic man 3. Employees are viewed
3. Employees is viewed as resources.
as commodity or tool 4. Employees are treated
4. Employees is treated as profit center.
as cost center.
 Difference
Difference between
between PM
PM and
and HRM
HRM

 PM
5.They are used for
organizational benefit.
6.It was considered as an
auxiliary function.
7.It includes division of
labor.
8.Decision making is
slow.
9.Indirect communication.
 HRM
5.They are used for
mutual benefit.
6.It is strategic
management function.
7.It includes teamwork
8.Decision making is fast.
9.Direct communication
Primary
Primary Functions
Functions of
of HRM
HRM
1. Human resource planning
2. Equal employment opportunity
3. Staffing (recruitment and selection)
4. Compensation and benefits
5. Employee and labor relations
6. Health, safety, and security
7. Human resource development
Secondary
Secondary HRM
HRM Functions
Functions
1. Organization and job design
2. Performance management/ performance
appraisal systems
3. Research and information systems
 Functions
Functions of
of HRM
HRM
HRM – Concerned with two sets of functions

1. Managerial Functions
2. Operative Functions

Managerial Functions

 Planning: Recruitment, Selection & training

 Organinsing : Grouping Personnel activities, Assignment, &
Delegation Authority.
 Directing: Supervising, Guiding & Motivating the Personnel.
 Controlling: Measuring Employee’s Performance, Correcting
negative deviations & assuring accomplishment of
Plans.
 OPERATIVE
OPERATIVEFUNCTIONS
FUNCTIONS

Employment HRD Compensation Human Effectivenes

Of HRM
Relations

HR Planning Per.App. Job Evaluation

Interaction Job Satisfaction
Recruitment Training Wage & Salary Labour turnover
Selection MDP Admn.
Absenteeism
Placement Career Incentives
Productivity
Induction & Planning Bonus
Orientation OD Fringe Benefits
Social Security
Measures
HRM
HRM as
as aa Central
Central Subsystem
Subsystem

Finance Marketing Materials

Technology HRM Information

Production
 MANEGERIAL  OPERATIVE
FUNCTIONS. FUNCTIONS

1.Planning. 1.Employment.
2.Organising. 2.HRD.
3.Directing. 3.Compensation.
4.Controlling 4.Huamn Relations.
5.Industrial Relations.
6.Recent Trends in
HRM
 MANAGERIAL
MANAGERIAL FUNCTIONS
FUNCTIONS

1.Planning.
It is predetermined course of action.
Planning pertains to formulating strategies of
personnel programmes & changes in advance that
will contribute to the organisational goals.
In other words it involves planning of human
resources requiremnets,selection,training.
2.Organising
An organisation is a means to an end.
It is essential to carry out the determined
course of action.
Complex relationships exist b/w the
specialized & general departments as many
top managers are seeking the advice of the
personnel manager
Thus an organisation establishes
relationships among the employees so that
they can collectively contribute to the
attainment of company goals.
3.Directing
Execution of plan.
The basic function of personnel management at any
level is motivating,commanding,leading,& activating
people.
The willing & the effective co-operation of
employees for the attainment of organisational goals
is possible through proper direction.
4.Controlling
Controlling involves checking, verifying, &
comparing the actuals with the plans,identifiaction
of deviations if any & correcting of identified
deviations.
Thus action & operation are adjusted to
predetermined plans & standards through control.
 OPERATIVE
OPERATIVE FUNCTIONS
FUNCTIONS
 The operative functions of HRM are related to
specific activities of personnel management
namely
 Employment.
 Development.
 Compensation.
 Relations
Operative
Operative Functions
Functions
1.Employment

First operative function of HRM.

Employment is concerned with securing &

employing the people possessing the required kind
& level of human resources necessary to achieve the
organisational objectives.

It covers functions such as

Job Analysis.
Human Resource planning.
Recruitment.
Selection.
Placement .
Induction.
Internal Mobility

HRP– It is a process for determination &

assuring that the organisation will have an
adequate no of qualified persons, available at
proper times ,performing jobs which would
meet the needs of the organisation& which
provide satisfaction for the individual
involved.
Recruitment: It is a process searching for
prospective employees & stimulating them to
apply for jobs in an organisation.
Selection: It is process of ascertaining the
qualifications ,experiences,skills,knowledge
etc of an applicant with a view to appraising
his/her suitability to a job.
Placement: It is a process of assigning the
selected candidate with the most suitable job
in terms of job requirements. It is matching
employee specifications with job
requirements.
Induction & Orientation:
These are the techniques by which anew employee
is rehabilitated in the changed surrounding &
introduced to the practices,policies,purposes &
people of the organisation.
HRD:
It is a process of
improving,moulding,
& changing the
skills, knowledge,
creative
ability,aptitude,value
s,commitment etc
based on the
present & future
requirements
 CHANGE & ORGANISATION
DEVELOPMENT
PROMOTION

PERFORMANCE APPRAISAL
TRANSFER

CAREER PLANNING
& DEVELOPMENT HUMAN
RESORCE TRAINING
DEVELOPMENT

INTERNAL MOBILITY
MANAGEMENT DEVELOPMENT
DEMOTION
+  Performance Appraisal
 Itis a systematic evaluation of individuals
with respect to their performance on the job
& their potential for development.

Training:
It is a process of imparting to the employees
technical & operating skills & knowledge.

Management Development
It is a process of designing & conducting
suitable executive development
programmmes so as to develop the
managerial & human relations skill of
employees.
+ Career Planning: It is planning of one’s career
& implementation of career plans by means of
education, training, job search & acquisition of
work experience.

It includes internal & external mobility.

Internal mobility – includes vertical &

horizontal movement of an employee within
an organization.

It consists of transfer, promotion, demotion.

+  Transfer–It is a process of placing
employees in the same level jobs where
they can be utilised more effectively in
consistence with their potentialities &
needs of the employees & the organization.

 Promotion-- deals with upward

reassignment given to an employee in the
organization to occupy higher position
which commands better status keeping in
view the HR of the employees & the job
requirements.
+  Demotion: It deals with downward
reassignment to an employee to an
employee in the organization.

 Change & organization development:

• Change implies the creation of
imbalances in the existent pattern or
situation.
• OD is a planned process designed to
improve organizational effectiveness &
health through modifications in individual
& group behavior culture & systems of the
organization using knowledge &
technology of applied behavioral sciences.
+ 3.Compensation
Job evaluation– It is a process of determining
relative worth of jobs.
 Select suitable job evaluation techniques.
 Classify jobs into various categories.
 Determining relative worth of jobs.

Wage & salary administration

 Thisis a process of developing & operating a
suitable wage & salary programme. It covers
 Conducting wage & salary survey.
+  Determining the wage & salary rates based on various
factors.
 Administering wage & salary programmes.
 Evaluating its effectiveness.

Incentives: It is a process of formulating ,administering,&

reviewing the schemes financial incentives in addition to
regular payment of wages & salary.
+  It includes:

 Formulating incentive payment schemes.

 Helping functional mangers on the operation.

 Review them periodically to evaluate effectiveness

Bonus: It includes payment of statutory bonus according

to the payment of Bonus act 1965.
+ Fringe Benefits: These are the various benefits
at the fringe of the wage.
Management provides these benefits to
motivate the employees & to meet their life’s
contingencies.
These benefits include
 Disablement benefit.
 Housing Facilities.
 Educational facilities to employees & children.
 Canteen Facilities.
 Recreational facilities.
+  Conveyance facilities.

 Credit facilities.

 Legal clinics.

 Medical, maternity facilities.

 Welfare facilities.

 Company Stores.

Social security Measures

+ 4.HUMAN RELATIONS
 Itis a process of interaction among human
beings.
 Human Relations is an area of management in
integrating people into work situations in a
way that motivates them to work together
productively ,co-operatively& with
economic ,psychological & social satisfaction.
 It includes the following
 Motivating the employees.
 Boosting Employee morale.
 Developing the communication skills.
+  Developing the leadership skills.

 Redressing employee grievances properly .

 Counseling the employees.

 Providing a comfortable work environment .

 Improving quality of work life.

+ 5.INDUSTRIAL RELATIONS
Industrial Relations refers to the study of relations among
employees employer,govt,& trade unions. It includes the
following:

Indian Labour Market.

Trade Unionism.

Collective bargaining.

Industrial conflicts.

WPM.

Quality circles.
+ Recent trends in HRM
 Quality of work life.

 Total quality in HR.

 HR accounting.

 HR audit.

 Research.
QUALIFICATION OF HR.MANAGER
PERSONAL ATTTRIBUTES

1. INTELLIGENCE
2. EDUCTIONAL SKILLS
3. DISCRIMINATING SKILL
4. EXECUTING SKILL
5. EXPERIENCE AND TRAINING
6. PROFFESTIONAL ATTITUDES
7. QUALIFICATIONS
HRM PROGRAMMING
HRM OBJECTIVES

HRM POLICIES

HRM PROCEDURES

HRM PROGRAMMES
+  HRM Policy:
A policy is a plan of action.

Brewster & Rich bell defined HRM Policies as “set of

proposals & actions that act as a reference point for
managers in their dealings with employees”.

Personnel policies constitute guides to action.

They furnish general standards or bases on which decisions

are reached.
+ Their genesis lies in an organization ‘s
values,philosophy,concepts & principles”
Personnel policies guide the course of
action intended to accomplish personnel
objectives.

What is HRM Procedure?

Policies are general instructions where
as procedures are specific applications.
A procedure is a course of action.
It prescribes the specific manner in
which a piece of work is to done.
+ Procedures are “Action guidelines". They are generally
derived from policies .

Policies define a broad field, procedures show a

sequence of activities within that area.

The emphasis is on chronological, step-by –step

sequence of required actions.

The basic purpose of a procedure is to spell out clearly

the way one is to go about doing something.
+ Comparison b/w Policies &
Procedures
Policies are general A procedure is a
instructions where as course of action.
procedures are It prescribes the
specific applications specific manner in
which a piece of work
Policies define a is to done.
broad field,
procedures show a Procedures are “Action
sequence of guidelines". They are
activities within that generally derived from
policies .
area
The basic purpose of a
The emphasis is on procedure is to spell out
chronological, step- clearly the way one is
by –step sequence of to go about doing
required actions something.
+ Personnel Programmes

 Personnel Programmes are complex sets of goals

,policies, procedures, rules, steps to be taken,
resources to be employed & other elements necessary
to carry out a given course of action.

 Rules & programmes are aids to policy.

+ LINE & STAFF RELATIONSHIPS.

The relationship with which the mangers in an

organization deal with one another are broadly classified
as

1.Line Relationship.

2.Staff Relationship

Operating mangers/Departments---- Line

Service Departments---- Staff

Line & Staff are characterized by relationship but not by

departments.
+ Line relationship
The relationship existing b/w 2 managers due to
delegation of authority & responsibility & giving or
receiving instructions or orders is called line relationship.

Line refers to those positions of an organization which

have responsibility ,authority & are accountable for
accomplishment of primary objectives.

Line authority represents series of authority &

responsibility delegating down the management
hierarchy.
Line authority
BOARD OF DIRECTORS

MANAGING DIRECTOR

GENERAL MANGER

DEPARTMENTAL HEADS

HR DEPARTMENT FINANCE DEPT PROD DEPT

SUPERVISOR
SUPERVISOR SUPERVISOR
+ LINE AUTHORITY
+ STAFF RELATIONS
The relationship b/w 2 mangers is said to be a staff
relation ,when it is created due to giving & taking advice
,guidance ,information, help or assistance in the process of
attaining organizational goals.

Staff mangers analyze problems ,collect information,&

develop alternative suggestions

Help line mangers to make right decisions quickly.

+ Staff control is monitoring& reporting which brings the
results of information to the a attention of the line
mangers for action by the line.

Thus they reduce the workload of the line mangers &

allow them to concentrate on their operative issues.
+ ROLE OF HR
MANAGER
HR Manger plays a vital role in the modern organization.

He plays various strategic roles at different levels in the

organization.

The roles of the HR manager includes roles of conscience,

counselor, company spokesman, problem solver & a change
agent.

The Conscience Role:

+  Conscience role is that of a humanitarian
who reminds the management of its morals
& obligations to its employees.

The Counselor
 Employees who are dissatisfied with the present job
approach the personnel manger for counseling.
 Employees facing various problems like martial .
health, children education, mental, physical &
career also approach the personnel managers.
 The Personnel Manager counsels the employees &
offers suggestions to solve problems of the
employees.
+ The Mediator

 As a mediator the personnel manger plays the role of a

peace maker.

 He settles the disputes b/w the employees & the

management.

 He acts as a communication link b/w both of them.

The spokesman

 He is a frequent spokesman or representative of the

company.
+ The problem Solver

 He acts as a problem solver with respect to the issues

that involve human resources management & overall
long range organizational planning.

The Change agent

 He acts as a change agent & introduces changes in

various existing programmers'.
HR MANAGER Roles also include: 5C’s & 5 R’s
Conscience – reminding the Mgmt. of its morals and obligations
 to its employees.
Counseller- Personal & official problems
Change Agent - Facilitating change
Champion - Employees’s voice
Communication – Empathetic, Mediator settling the disputes betwn
Labor & Management.
5 R’s – HR Role & Responsibilities
Resourcing
Recruiting the right talent
Retaining the talent
Restructuring – Down sizing & Right sizing
Retraining
+ Duties and responsibilities of a HR
manager:
1. Providing purposeful direction to the firm.
2. Managing survival and growth.
3. Maintaining firm’s efficiency in terms of profits
generation.
4. Meeting the challenge of increasing competition,
change and technology.
5. Managing for innovation.
6. Building human organization.
7. Retaining talent and creating sense of loyalty.
8. Sustaining leadership effectiveness.
9. Maintaining balance between creativity and
conformity.
10. Learning new management techniques.
 ROLE OF A PERSONNEL
MANGER

ADVISORY R & D & ORG TIME KEEPING GRIEEVANCE

PROBLEMS HANDLING

SALARY &
MANPOWER MANGING WAGE ADMIN SETTLEMENT
PLANNING SERVICES, OF DISPUTES
TRANSPORT,
CO-OPERATIVES
MAINTENCE OF
RECORDS
T& D HANDLING
DISCIPLINARY
GROUP DYNAMICS, ACTIONS
HUMAN
GROUP COUNSELLING,
ENGINEERING
MOTIVATION,
MAN MACHINE
ASSESSMENT LEADERSHIP,
REATIONSHIP COLLECTIVE
OF INDIVIDUAL COMMUNICATION
BARGAINING,JOINT
BEHAVIOUR COLLECTION
+ QUALITIES OF
HRM
 Personnel attributes
 Intelligence.
 Educational skills.
 Discriminating skills.
 Executing skills.
 Experience.
 Training.
 Professional attributes.
 Qualifications.
 The HR Environment &
Challenges

 Economic  Demographic

 Technological  Legal

 Political  Cultural

 Social

 Demographic
+ OBJECTIVES OF HRM
 Objectives--- are the predetermined goals to which individual
or group activity in an organization is directed.

 Objectives of personnel management are influenced by

social objectives,organisational objectives, functional
objectives.

 Objectives of various organizations:

1.Economic Institutions--- To earn profits.

2.Educational Institutions– to impart education.

+  The fundamental objective of any organization is
survival .

 The objectives of HRM are as follows:

1. To create & utilize an able & motivated workforce,

2. To accomplish the basic organiosational goals.

3. To establish & maintain sound organisational structure.

4. Develop desirable working relationships among all the

members of the organisation.
+ . 5. To secure the integration of individual & groups within
the organization co-ordination of the individual &
group goals with those of the organization.

6. To create facilities & opportunities for individual or group

development so as to match with the growth of the
organization.
+ 7.To attain an effective utilization of human resources in the
achievement of organisational goals.

8. To identify & satisfy individual & group needs by providing

adequate & equitable wages ,incentives, employee
benefits,& social security & measures for challenging
work,prestige,recognition,,security,status.
+ Objectives Of HRM

SOCIAL OBJECTIVES

ORGANISATIONAL OBJECTIVES

FUNCTIONAL OBJECTIVES

INDIVIDUAL OBJECTIVES
 Objectives of HR Management

 Mission- to improve
production
contribution of
individuals while
attempting to attain
other societal and
individual employee
objectives
Objectives of HR Management
 Organizational- need
to focus on companies
needs and goals 1st
before HRs
 Societal
- need to
respond to needs and
changes of society,
while minimizing the
neg. impact on the
organization
Objectives of HR Management

 Employee
objectives - assist
employees in
meeting their
objectives along
with the
organizational ones
 Example - 1997
Flood
 HR Responsibilities

 Can include:
 Job analysis
HR Department
 Labour planning
•Sets policies normally
 Selecting employees in writing
 Orientation •Monitors trends
 Training •Offers advice
 Compensation management •Performs additional
 Counseling research
 Communications •Act as change agent
 Performance appraisals
 Health & safety
 Strategic HR Management

 Need to have an  Tobe effective

HR strategy to must obtain,
have direction and develop, maintain,
game plan retain the right
combination of
 must encompass worker to facilitate
the large picture these such goals
for the Co.
priorities, mission
 Strategic HR Management

 Provide
environment  Aid company’s in
scanning preparing for their
 information about strategic plans –
competitors i.e.. expansion,
policies/programs cost cutting
measures,
 Aid
in determining
mergers etc.
company’s strengths
and weaknesses
 Proactive HR Management

 Strategicapproach
helps to ID &
anticipate
problems B4
damage is caused
 production
maintained or
interruptions
reduced
+  Process of HRM:
 [A person is an identifiable flow of
interrelated events moving toward some
good purpose or end]


 A process includes a flow of inputs

(material, energy or information). A processor
or transforming mechanism (a massive or the
human being doing the work) and a flow of
outcomes or outputs (the product or serious
and wast). This process system may also
have a mechanism of feedback.
 Various process of personnel management is as
follows:
 The leadership process includes in influencing the
individual and group behavior toward achievement
of organization goals. It is concerned with traits,
philosophy and behavior of the leader, the
characteristics of subordinates and the superiors.
 The justice determination process is concerned
with the giving of awards and penalties to the
employees in proportion to their relative contribution
to the output this provide for equal treatment to all
and a fair compensation for the work
 The task specialization process is the
division of the total task into individual jobs.
It consists of setting of organization
objectives, job designing, job description
and performance standards and training, job
specification and work.
 The staffing process is the more complex
process, involving manpower planning,
authorization, staffing, developing sources
for recruitment, evaluation of applicants,
employment decisions offers, indention and
orientation, transfer, promotions, demotions
and separations etc
 The performance appraisal process is
concerned with continuous evaluation of the
employee’s work for the purpose of
promotion, pay rises, transfer, training etc.
 Training and development process which
aims at correcting the quality of work of the
individual through T & D Programmes,
employee counseling, offering suggestions
etc.
 Compensation and reward process
determines the mechanism and form for
giving financial and non financial rewards,
brings benefits etc. for employee motivation.
 Collective bargaining process is process
that determines the relationships between
the union and the employer in regard to
wages, benefits and working conditions etc.
 Organization development process is the
systematic, integrated and planned
approach to improve the organizational
effectiveness it is designed to solve the
problems at all levels.
 From the above, it is obvious that HRM is a
major component of the management
process and has roots and branches
extending throughout and beyond each
organization. Personnel manager
responsibilities include planning for people,
organizing, staffing, directing, developing and
controlling the people.
HR Audit

 Evaluatesthe HR departments
effectiveness
 Involves 3 areas:
 Strategic effectiveness
 Legislative compliance
 Effectiveness and costliness of programs

 Oftencompared to other organizations

plus cost vs. benefit analysis
 Organization of HR Department
L g C o m p a n y H R D e p a rtm e n t

P r e s id e n t/C E O

VP HR

M anager M anager M anager M anager M anager

E m p lo y m e n t C o m p e n s a tio n T r a in in g S a fe ty U n io n

r e c r u ite r (s ) a n a ly s t tr a in e r (s ) s a fe ty e m p lo y e e
s p e c ia lis t c o u n s e llo r s

-many HR duties are assumed by management

-HR dept size grows as these duties increase
-HR dept increases in size as need grows
-specialization also increases with size of dept
Service Role of HR Department

 Exists
to serve internal customers
(managers, employees and organization)
 normally has an advisory role
 canalso have authority to make
decisions if permitted by Co.
 thesecan include decisions normally
made by operations and/or decisions in
certain areas for efficiency and
consistence (ie benefits)
 HRM Professional

 Provincial
certification
(CHRP) certified HR
professional
 Also Canadian
certification (CCHRA)
national body
 plusvarious degrees
with HR specialty
Economic
Economic Challenges
Challenges

 A specific country’s
economic conditions
 Global Trade
– international
trade, global
economy
– expansion of
Canadian Co to
other countries
and labor markets
Labour
Labour Market
Market Conditions
Conditions && Labour
Labour Unions
Unions

 Labour Market –
where an
organization recruits
employees from
 Local economic
conditions
 Local climate
 Is our workforce
unionized?
HR
HR && Productivity
Productivity

 Outsourcing is
becoming increasing
popular
 assists in decreasing
inputs and increase
flexibility
 decreases no of
permanent workers
 just contract as required
HR
HR && Productivity
Productivity

 Can help increase

productivity by ensuring
workers are happy
 involves:
– finding better/more
efficiency ways to
meet objectives
– working on improving
quality of life
– retraining and
outplacement
Technology
Technology
 Computerization - increased
flex., when & where work is done
 decreases geographical barriers
 New issues arising:
– Concerns over data control
– Rights to privacy
– Using technology to monitor
employees

 Use of HRIS systems to aid HR

departments
Changing
Changing Work
Work Force
Force
 2 main categories of
workers ID:
– information workers: data
use, transmission, and
those who produce the data
(fastest growing segment)
– non-information workers:
those working in mfg and
service sector
 Significant portion of work
force in service sector =
86%
Demographic
Demographic Challenges
Challenges

 Refers to the composition

of the workforce
 increased no of women in
the workplace (70% of
employment growth)
 Increased no of
immigrants coming to
Canada
 Aging workforce
Demographic
Demographic Challenges
Challenges

 Need for increased

accessibility for
disabled persons
 Shift in worker
focus and changes
in attitudes towards
work life balance
Cultural
Cultural Challenges
Challenges

 ethnic diversity - Can a

cultural mosaic
bringing additional
challenges and
opportunities
Internal
Internal Environment
Environment

 Organizational culture =
values beliefs and
assumptions
 positive culture =
retention and recruitment
success
 Organizational Climate =
atmosphere of
organization
Question
Question bank
bank
1.Expalin the meaning of HRM?
2.What are the functions of HRM?
3.Explain the scope of HRM?
4.What are the essential qualities of an HR manager?
5.Discuss the role of HRM department in the changing
environment?
6.Discuss the various factors that affect formulation of
HR policies in a company?
 7.Define HRM?
 8.Mention any three distinguishing features
of HRM v/s personnel management?
 9.clarify FIVE operative functions of HRM
/personnel management?
 10.Give a brief account of any FIVE functions
of an HRD a manager?
 11.Expalin Human Resource manageemnt?
(HRM)
 12.What are the objectives of Human
Resource Management?
 13.What are the future challenges of HRM?
 14.What is HRM?How does it relate to management?
 15.How does the external environment influence
HRM within an organisation?
 16.State the changes in the concept of employee that
has led to the emergence of HRM?
 17.How does HRM differ from personnel
mangement?
 18.Discuss the impact of technological
,political,legal,& cultural factors on HRM functions?
 19.Discuss the emerging role of an HR manager?
THANK
YOU