Human Resource

Management
PUSPANJALI BHANDARI
Human Resource Management

 Human resources may be defined as the total knowledge, skills,

creative abilities, talents and aptitudes of an organization’s
workforce, as well as the values, attitudes, approaches and beliefs
of the individuals involved in the affairs of the organization. It is the
sum total or aggregate of inherent abilities, acquired knowledge
and skills represented by the talents and aptitudes of the persons
employed in the organization.
 HRM can be defined as a process of procuring, developing and
maintaining competent human resources in the organisation so that
the goals of an organisation are achieved in an effective and
efficient manner. In short, HRM is an art of managing people at work
in such a manner that they give their best to the organisation for
achieving its set goals.
 Edwin Flippo defines- Human Resource Management as “planning,
organizing, directing, controlling of procurement, development,
compensation, integration , maintenance and separation of human
resources to the end that individual, organizational and social
objectives are achieved.”

According to Decenzo and Robbins, “Human Resource Management is
concerned with the people dimension” in management. Since every
organization is made up of people, acquiring their services, developing
their skills, motivating them to higher levels of performance and ensuring
that they continue to maintain their commitment to the organization is
essential to achieve organisational objectives. This is true, regardless of
the type of organization – government, business, education, health or
social action”.
Objective of HRM

1. To help the organisation to attain its goals effectively and efficiently

by providing competent and motivated employees.
2. To utilize the available human resources effectively.
3. To increase the employee’s job satisfaction and self-actualization.
4. To maintain and develop the quality of work-life (QWL).
5. To maintain political ethics within and outside the organisation.
6. To maintain cordial relation between management and the
employee.
7. To reconcile the individual goals with the organisation goal.
Characteristics of HRM:

1. Human Focus
2. Management Focus
3. Pervasive
4. Continuous
5. Mutually Oriented
6. Dynamic
7. Result Oriented
Functions of HRM
1. Managerial Functions
 Planning:
 Organising
 Directing
 Controlling
2. Operation Functions
 Procurement
 Development
 Compensation
 Integration
 Maintenance
Challenges of HRM

1. Globalization
2. Work Force Diversity
3. The contingent Workforce
4. Decentralized work sites
5. Employee Involvement
6. Changing Skill requirement
Roles and Responsibilities of HR
Manager
 Employee safety and security
 More productivity through minimum workforce implication
 Conflict Management
 Protect Employees Rights
 Rewards and incentives
 Training and development
 Planning Organization future
 Developing Organization Culture
 Hiring the right candidates
 Helping employees to gain more skills
 Developing Strategic Techniques
Skills of HR Manager

 Communication Skill
 Patience
 Empathy
 Compassion/Sympathy
 HRM Knowledge
 Team Work and leadership Skill
 Decision Making skill
Purpose of HR Department

 Staffing Needs
 Compensation
 Benefits
 Performance Appraisal
 Law Compliance
HRM as a shared function
Human resource management is a shared function. Some of the related tasks are
implemented by human resources specialist while others are undertaken by managers,
especially heads of departments. To avoid conflict between line managers and human
resource specialist clear guidelines should be drawn up so that each party knows its
responsibilities and authority.
 Minimization of work load.
 Productivity and efficiency at work.
 Supportive Work Culture
 Healthy Working Environment.
 Motivated employees through power allocation.
 Achievement of Integrated Goal.
 Avoiding Conflict by proper communication during preliminary stages.
 Providing Orientation while decentralizing the work.
HRM in context of Nepal

 Concepts of Outsourcing companies Like Merojob.com, globaljob.com

(Recruitment and Selection)
 Job by Internal References.
 Campus Recruitment
 HR is practiced by the owner themselves in small companies.
 Centralized decision making in SMEs.
 Concepts of Training and Development, Seminars and workshops, etc.
are being aroused.
 Maintenance of Employees and Performance Appraisal (Employee of
the Year, celebrating birthday’s of employees).
 Concepts of benefit/profit distribution to the employees. ( Bonus and
Perks during annual closing e.g. banking institutions)
External and internal Context of
HRM
Internal Context
 Organization Structure
 Organization Culture
 Strategies, plans and policies
 Labor Unions
 Power Decentralization
External Context
 Political Aspects
 Economical Aspects
 Socio-cultural Aspects
 Technological Aspects
 Labor Market
Work force Planning

 Workforce Planning is the process of analyzing, forecasting, and

planning workforce supply and demand, assessing gaps, and
determining target talent management interventions to ensure that
an organization has the right people - with the right skills in the right
places at the right time - to fulfill its mandate and strategic
objectives.
Phases of Workforce Planning
 Strategic Direction: Understand key mission goals and future objectives set
by organization leadership and how the workforce needs to be aligned to
achieve them.
 Supply Analysis: Understand the current workforce and how it is projected
to change over time, due to attrition and other trends.
 Demand Analysis: Understand the organization's current and future
workforce requirements.
 Gap Analysis: Understand the gaps between workforce demand and
supply and to define top priority gaps with the greatest impact on
organizational performance.
 Solution Implementation: The appropriate workforce interventions and
activities to close identified workforce gaps and enable your organization
to meet its strategic goals.