HUMAN RESOURCE

MANAGEMENT
INTRODUCTION
 Definition of Human Resource
Management (HRM)
• HRM is the process of acquiring,
training, appraising, and
compensating employees, and
attending to their labour relations,
health and safety, and fairness
concerns.- Gary Dessler.
 Definition of HRM

• Human Resource Management

(HRM) is the philosophy, policies,
procedures, and practices related
to the management of people
within an organisation. – Wendell
French.
 Definition of HRM
• But in the changing context,
• HRM is seen as a set of techniques that
claimed to embrace and promote new
approaches to ‘management of people’
and ‘work organization’ to enhance
employee commitment and flexibility as
well as their willingness to respond
rapidly with the changing market
conditions for providing competitive
advantage to the organizations.
 Features of HRM

• HRM is action- oriented

management.
• HRM is people- oriented
management.
• HRM is globally- oriented
management.
• HRM is future –oriented
management.
 HRM Functions
• Human resource planning.
• Job and work design.
• Staffing- recruitment, selection and
placement.
• Training and development.
• Performance appraisal and review.
• Compensation and reward.
• Employee/Industrial relations and
benefits.
• Organizational development.
-Wendell French
 Functions
• 1. Conducting Job analysis
• 2. Planning labour needs and recruiting job
candidates.
• 3. Selecting job candidates.
• 4. Orientating and training new employees.
• 5. Managing wages and salaries.
• 6. Providing incentives and benefits
• 7. Appraising performance
• 8. Communicating
• 9. Training and development
• 10. Building employee commitment.
• - Gary Dessler
•
 Functions
• DeCenzo and Robbins
• Acquisition
• Development
• Motivation
• Maintenance
 Why is human a resource?
• Human possesses intelligence and creativity.
• Human is the only being that can create and
use tools.
• Human is the only element of production that
can use all other resources. Other resources
are inert/lifeless. They can not create anything
on their own. They are useful only when they
are activated by the human.
• So, human is a resource.
 Key Elements of HRM
• 1. Beliefs and Assumptions:
• Human resources give competitive
edge.
• HRM goal is not mere compliance
with rules, but employee
commitment
• HR should be very carefully
selected and developed.
•
• 2. Strategic Qualities:
• HR decisions are of strategic
importance.
• Top management involvement is
necessary.
• Integration of HR strategy with
business strategy.
 Key Elements of HRM

• 3. Key Levers:
• Managing Culture.
• Integrated HR Functions.
• Job Redesign: Restructuring and
job .
When HR can act as a Source of
Competitive Advantage

HR is able to create value.

HR is rare. when their skills,
knowledge, and abilities are not
equally available to competitors.
When HR can act as a Source of
Competitive Advantage
▪Human resources is difficult
to imitate.
▪Human resource is
organized.- Talents are
combined and deployed to work
in new assignments at a
moments notice.
Reasons for growing importance of HRM

1. Pivotal resource
2. Job humanization
3. Job enlargement and job
enrichment
4. Growing recognition of human
rights and civil rights
5. Emergence of New legislature.
 Principles of HRM

• 1. Complete human principle.

• 2. Human asset/ resource
principle.
• 3. Fairness principle.
• 4. Exhibition principle –
fairness in action.
•
 Principles of HRM
5. Merit principle - reward
must be earned,
not given.
• 6. Selling principle.
• 7. Recognition principle – as
human.
• 8. Support principle
 Contemporary Challenges in
Human Resource Management
• 1. Workforce Diversity
-Life style and life circumstances are changing.
-Growing single parent family.
- increasing working couples,
-Women workers are growing.
-demands for flexible work hours,
-demands for daycare centers,
-inhibition to organizational ability to transfer or
recruit.
- equal pay for comparable work.
-Increasing minorities
-Increasing old age workers.
-Cultural diversity and valuing diversity of workforce.
 Contemporary Challenges in
Human Resource Management
• 2. Social and cultural expectations of
workforce
• Increasing education of workers.
• Demand for participation in decision making.
• Collective action.
• Demand for due process.
• Increasing layoff
• Environmental pressure.
Contemporary Challenges in Human
Resource Management
• 3. Quality of Work Life (QWL) of
workforce

Criteria for analyzing the QWL

i. Adequate and fair compensation.

ii. Safe and healthy working
conditions.
Quality of Work Life (QWL)
iii. Opportunity to use and develop
human capacity.
– Whole task rather than fragmented task.
– Substantial autonomy and self control.
– Ample opportunity to use a wide range
of skills.
 QWL
iv. Opportunity for continued
growth and security.
– Scope for training and development,
– job security
– Advancement .
v. Social integration in the work
organization.
– Group support.
– Sense of community.
– Freedom from prejudice .
 QWL

vi. Constitutionalism.
vii. Balanced role of work.
– Balance between work life and other
spheres of lives of employees.
viii. Socially beneficial and
responsible work.
Contemporary Challenges to Human
Resource Management
• 4. Technological change and the
workforce
• 5. Influence of the External Environment
• a) Economic and political conditions.
• b) Globalization.
• c) Differential industry growth
• d) Quality and Productivity concerns.
• e) Innovations in management and
technology.
 Contemporary Challenges in
Human Resource Management
• 6. Regulatory Measures and Affirmative
Actions
• a) Major laws.
• b) Minorities and affirmative action.
• c) Women’s benefit and right.
• d) Pension with disabilities.
• e) Immigration.
• f) Labour relations and plant closing.
• g) Polygraph testing.
• h) Drug abuse.
SYSTEMS APPROACH OF HRM

• HRM is the systematic

planning, development, and
control of a network of
interrelated processes affecting
and involving all members of
an organization.
HRM Systems
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