Human Resource

Management
Introduction
Lecture - 3
 Human resource management

■ Human Resource Management

(HRM) is a new paradigm of people
management.
■ HRM is a shift from the concept of
personnel management.
 Personnel Management
■ Personnel management is
the management of people at
work and their relationship
within an enterprise.
■ Personnel management is closely tied
with localized problem-solving
approach, directed principally at
'workers‘.
 Human resource management
■ Whereas
■ HRM advocates a more holistic
orientation that embraces the
management of all 'employees'.
■ It (HRM) seeks to match, redesign
and harmonize employment practices
with the strategy appropriate for
product, market and other
requirements.
 HRM Vs Personnel Management
- Storey (1992)
Content Personnel HRM
Management
Beliefs and
assumptions
1. Contract Careful Aim to go
delineation of 'beyond contract'
written
contracts
2. Rules Importance of 'Can-do-outlook;
devising clear impatience with
rules/mutuality 'rule'
 HRM Vs Personnel Management
3. Guide to Procedures Business need
management
action.
4. Behaviour Norms/custom Values/mission.
Referent and practice
5. Management Monitoring Nurturing
task vis a vis
labour
6. Nature of Pluralist Unitarist
relations
7. Conflict institutionalised De-emphasised
 HRM Vs Personnel Management
Strategic
aspects
8. Key Labour-mana Customer
relations gement
9. Initiatives Piecemeal Integrated

10. Corporate Marginal to Central to

plan
11. Speed of Slow Fast
decision
 HRM Vs Personnel Management
Line
Management
12. Management Transactional Transformationa
role Leadership l leadership

13. Key Personnel/ IR General/busines

managers specialists s /line mangers

14. Indirect Direct

Communication

15. High Low

Standardisation
 HRM Vs Personnel Management
16.Prized Negotiation Facilitation
management
skills
Key Levers

17. Selection Separate, Integrated, key

marginal task task
18. Pay Job evaluation Performance
–related
19. Conditions Separately Harmonisation
negotiated
 HRM Vs Personnel Management

20. Collective Towards

labour-mana bargaining individual
gement contracts contracts.

21. Thrust of Regularized Marginalized

relations through
with facilities and
stewards training
 HRM Vs Personnel Management

22. Job Many Few

categories
and grades
23. Restricted Increased
Communic flow flow
ation
24. Job Division of Teamwork
design labour
 HRM Vs Personnel Management
25. Conflict Reach Manage
handling temporary climate and
truces culture
26. Training Controlled Learning
and access to companies
development courses
27. Foci of Personnel Wide ranging
attention for procedures cultural,
intervention structural and
personnel
strategies.
 Dimension of HRM

TWO Dimensions:
Soft dimension
Hard dimension
 Soft dimension
■ Soft HRM is associated with the human
relations movement emphasized on –
■ development of humanism view,
■ aimed at eliciting employee
commitment primarily by self--
regulation rather than controlled by
sanctions and pressures external to the
individual’ , and
■ the relations within the organization
based on high level of trust.
 Soft Dimension of HRM
■ This soft version of HRM assumes
that -
■ employees will work best if they
are trusted, trained and
developed, and
■ if they are allowed to work
autonomously and have control
over their work.
 Soft Dimension of HRM
■ The strategic dimension of soft
HRM is that employee control
comes through commitment.
■ Multi-skilling, job redesign,
employee involvement
techniques, team working are
notable practices used in this
version.
 Soft Dimension of HRM
■ Employees working under an
Human Resource Management
system would not merely comply
with the organization's wishes, but
positively and effectively commit
themselves to the aims and values
of their employers.
 Hard Dimension of HRM
■ Hard version of HRM stresses on
the quantitative, calculative and
business-strategic aspects of
managing the headcount
resources in a rational way like
any other factors of production.
 Hard Dimension of HRM
■ Human resources might be
understood as a factor of
production rather than the only
resource capable of turning
inimitable factors of production
into wealth.
 Hard Dimension of HRM
▪ It places emphasis on appropriate human
resources i.e., numbers and skills at the
right price - lowest possible price.
■ This instrumental basis of HRM is
concerned with numerical flexibility,
performance management,
surveillance through teamwork etc.,
and the ultimate goal is to secure the
competitive advantage by
individualizing the employment
practices.
 ■ Thank you all.
■ Do you have any

question?