DEPARTMENT OF

MANAGEMENT
STUDIES (BBA)

Human Resource Management

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Subject Name : Human Resource Management

Module No. and Name : 1. Introduction

Title of the Sub-topic : HRM

Class & Section (Optional) : 2nd Semester A,B & C

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Syllabus
Introduction to HRM
• Meaning and Definition of HRM
• Features
• Objectives
• Differences between Human Resource Management and Personnel
Management
• Importance
• Functions and Process of HRM
• Role of HR Manager
• Trends influencing HR practices
Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Introduction
• Every organization, large or small, uses a variety of capital to make the
business work.
• Capital includes cash, valuables, or goods used to generate income for
a business.
• For example, a retail store uses registers and inventory, while a
consulting firm may have proprietary software or buildings.
• No matter the industry, all companies have one thing in common:
they must have people to make their capital work for them.
• This will be our focus throughout the next generation of revenue
through the use of people’s skills and abilities.

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Introduction
• As a field, HRM has undergone many changes over the last twenty
years, giving it an even more important role in today’s organizations.
• In the past, HRM meant processing payroll, sending birthday gifts to
employees, arranging company outings, and making sure forms were
filled out correctly—in other words, more of an administrative role
rather than a strategic role crucial to the success of the organization.
• HRM= Human Capital = Intellectual Capital+Social
Capital+Emotional Capital
(As per Sumantra Ghoshal, Author and Professor  Human resources
management is the management of human capital and can broadly be
categorised into three)
Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Meaning of Human Recourse Management

• Human Resource Management (HRM) is a process of bringing people
and organizations together so that the goals of each are met.
• It is that part of the management process which is concerned with the
management of human resources in an organization.
• It tries to secure the best from people by winning their wholehearted
cooperation.
• In short, it may be defined as the art of procuring, developing and
maintaining competent workforce to achieve the goals of an
organization in an effective and efficient manner.

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Definition
“Human Resources Management is the policy and practice of one need
to carry out the people or human resource aspects of a management
position, including recruiting, screening, training, rewarding and
appraising. (EDWIN B FLIPPO)

Human resource management (HRM) is the process of employing

people, training them, compensating them, developing policies relating
to them, and developing strategies to retain them.

Deepa R,
Asst. Professor
Objectives of HRM
Societal Objective seeks to ensure that
organisation becomes socially
responsive.
Organisational objectives make sure
that HRM is not Standalone department
but rather a means to assist the
organisation reach its primary objectives
Functional objectives remind the HRM
that it has only functional value and
should not become too expensive at the
cost of the company
Personal objectives assist employees in
achieving their personal goals
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Features of HRM
• A Part of Management Discipline:
• Universal Existence
• Concerned with People
• Action Oriented
• Directed towards Achievement of Objectives
• Integrating Mechanism
• Development Oriented
• Continuous Process
• Comprehensive Function

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

The Role of HRM

(Many functions of HRM are also tasks other department managers perform, which is what
makes this information important, despite the career path taken.)
• Staffing
• Development of Workplace Policies
• Compensation and Benefits Administration
• Retention
• Training and Development
• Dealing with Laws Affecting Employment
• Worker Protection
• Communication
• Awareness of External Factors

(Of the seven tasks an HR manager does, which do you think is the most challenging? Why?
Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Functions of Human Resource Management

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Process of HRM

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Process of HRM
• Recruitment- it is a process of inviting eligible candidates to join the organization through
various modes
• Selection-An organization selects candidates based on eligibility criteria which includes knowing
particular work & having particular skill, education, attitude.
• Training-To boost the knowledge & updating the skill of the selected candidates for the
requirement of particular job role.
• Assessing performance -Assessing performance of an employee is conducted through
comparing the efficiency of the present employee & the standard which has already been set
previously by the organization itself
• Compensating- compensating the employees for their work
• Motivating-  Rewards , Recognition & other benefits
• Maintaining Labour Relations- Maintaining proper & healthy relationship with the employees
• Healthy welfare & safety of employees-to ensure proper safety & healthy environment to work
for the employees under law
• Compliance to labor laws-minimum wages act etc. should be in accordance with the compliance
Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Importance of HRM
• Corporate Level
• Professional Level
• Social Level
• National Level

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Corporate Level
• a) Attracting and retaining the required talent through effective human
resource planning, recruitment, selection, placement, orientation,
compensation and promotion policies.
• b) Developing the necessary skills and right attitudes among the
employees through training, development, performance appraisal, etc.
• c) Securing willing co-operation of employees through motivation,
participation, grievance handling, etc.
• d) Utilising effectively the available human resources.
• e) Ensuring that the enterprise will have in future a team of
competent and dedicated employees

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Professional Level
• Providing maximum opportunities for personal development of each
employee.
• b) Maintaining healthy relationships between individuals and different work
groups.
• c) Allocating work properly
Social Level
• Providing suitable employment that provides social and psychological
satisfaction to people.
• b) Maintaining a balance between the jobs available and the jobseekers in
terms of numbers, qualifications, needs and aptitudes.
• c) Eliminating waste of human resources through conservation of physical
and mental health
Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

National Level
• Human resources and their management plays a vital role in the
development of a nation.
• The effective exploitation and utilisation of a nation’s natural, physical
and financial resources require an efficient and committed manpower.
• . Effective management of human resources helps to speed up the
process of economic growth which in turn leads to higher standards
of living and fuller employment.

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Difference between Personnel Management and Human Resource

Management

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Role of HR Manager
The following are the nine new roles of HR practitioner as suggested by Pat McLegan:
1) To bring the issues and trends concerning an organisation’s external and internal people to the attention of strategic
decision-makers, and to recommend long-term strategies to support organisational excellence and endurance.
2) To design and prepare HR systems and actions for implementation so that they can produce maximum impact on
organisational performance and development.
3) To facilitate the development and implementation of strategies for transforming one’s own organisation by pursuing
values and visions.
4) To create the smoothest flow of products and services to customers; to ensure the best and most flexible use of
resources and competencies; and to create commitment among the people who help us to meet customers’ needs
whether those people work directly for the organisation or not.
5) To identify learning needs and then design and develop structured learning programmes and materials to help
accelerate learning for individuals and groups.
6) To help individuals and groups work in new situations and to expand and change their views so that people in power
move from authoritarian to participative models of leadership.
7) To help people assess their competencies, values, and goals so that they can identify, plan, and implement
development actions.
8) To assist individuals to add value in the workplace and to focus on the interventions and interpersonal skills for helping
people change and sustain change.
9) To assess HRD practices and programmes and their impact and to communicate results so that the organisation and its
Deepa R, people accelerate their change and development.
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

:
The primary responsibilities of a human resource manager are

• To develop a thorough knowledge of corporate culture, plans and policies.

• To act as an internal change agent and consultant.
• To initiate change and act as an expert and facilitator.
• To actively involve himself in company’s strategy formulation.
• To keep communication lines open between the HRD function and individuals and groups both within
and outside the organisation.
• To identify and evolve HRD strategies in consonance with overall business strategy.
• To facilitate the development of various organisational teams and their working relationship with other
teams and individuals.
• To try and relate people and work so that the organisation objectives are achieved effectively and
efficiently.
• To diagnose problems and to determine appropriate solution particularly in the human resources areas.
• To provide co-ordination and support services for the delivery of HRD programmes and services.
• To evaluate the impact of an HRD intervention or to conduct research so as to identify, develop or test
how HRD in general has improved individual or organisational performance.

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

There are four roles which HR play, according to Dave Ulrich.

• The first, strategic partner role-turning strategy into results by
building organisations that create value;
• the second, a change agent role-making change happen and, in
particular, help it happen fast;
• the third, an employee champion role-managing the talent or the
intellectual capital within a firm;
• and the fourth, an administrative role-trying to get things to happen
better, faster and cheaper.

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

• The challenge of HR managers today is to recognize talent and nurture the

same carefully and achieve significant productivity gains over a period of time.
• The enterprise is nothing but people. Technological advances, globalize
competition, demographic changes, the information revolution and trends
toward a service society have changed the rules of the game significantly.
• In such a scenario, organizations with similar set of resources gain competitive
advantage only through effective and efficient management of human
resources
• The role of a HR manager is shifting from a protector and screener to the
planner and change agent.
• In present day competitive world, highly trained and committed employees are
often a firm’s best bet.

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

• HR professionals play a key role in planning and implementing downsizing, restructuring and
other cost-cutting activities.
• They enable a firm to be more responsive to product innovations and technological changes. For
example, team based work assignments and productivity linked rewards could replace
manufacturing systems.
• In service enterprises like banking, hotels, insurance firms, etc., discourteous employee
responses may ruin the relationships with customers.
• Employees who lack the temperament, maturity, social skills and tolerance for frequent contact
should not be selected at all for service-oriented activities.
• HR professionals can help an organization select and train employees for such emerging roles.
• Employees are the primary pillars of corporate success.
• Machines neither have new ideas nor they can solve problems or grasp opportunities. Only
people who are involved and thinking can make a difference.
• Through open communications, proper feedback and fair treatment of all employees’ grievances
and discipline matters, HR professionals promote employee commitment at various levels.
• In such a case employees perform the assigned tasks willingly and enthusiastically and thus offer
a competitive advantage to the organization.
Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Trends influencing HR practises

i. Work-force Diversity
ii. Requirement of changing Skill
iii. Globalisation and its implications
iv. Corporate downsizing
v. Continuous improvement of HR activities
vi. Re-engineering work processes for improved productivity
vii. Career Development
viii.Work-life Balance

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Flexibility in work

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Increasing role of digital technologies

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

More focus on mental well-being

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Rise of hybrid offices

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Employee upskilling

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Case study-1
• As the HR manager, you have access to sensitive data, such as pay
information. As you are looking at pay for each employee in the
marketing department, you notice that two employees with the same
job title and performing the same job are earning different amounts
of money. As you dig deeper, you notice the employee who has been
with the company for the least amount of time is actually getting paid
more than the person with longer tenure. A brief look at the
performance evaluations shows they are both star performers. You
determine that two different managers hired the employees, and one
manager is no longer with the organization. How would you handle
this?

Deepa R,
Asst. Professor
 DEPARTMENT OF
MANAGEMENT
STUDIES (BBA)

Skills Needed for HRM

Keys to a successful career in HRM or management include,
• Understanding specific job areas such as managing the employee database,
• Understanding employment laws,
• Knowing how to write and develop a strategic plan that aligns with the business
Few Skills that are important
• Understanding the particular business,
• Knowing the business strategy,
• To think critically about how HR can align itself with the strategy are ways to ensure HR
departments are critical parts of the business.
HR is a specialized area, much like accounting or finance. However, many individuals are
placed in HR roles without having the specific knowledge to do the job. Oftentimes people
with excellent skills are promoted to management and then expected (if the company is
small) to perform recruiting, hiring, and compensation tasks
Deepa R,
Asst. Professor