INTRODUCTION

Paul Alukal
HUMAN RESOURCE MANAGEMENT
(HRM)
 Human Resource Management (HRM) is the term used to describe formal
systems devised for the management of people within an organization

 The responsibilities of a human resource manager fall into three major

areas:

 Staffing

 Employee compensation and benefits

 Defining/designing work
HUMAN RESOURCE MANAGEMENT
(HRM)
 Process of bringing people & organizations together so that the goals of
each are met

 Art of procuring, developing & maintaining competent workforce to

achieve the goals of an organization in an effective & efficient manner
FEATURES OF HRM
 Pervasive workforce – Present in all enterprises & permeates all levels of
management

 People oriented – All about people at work, both as individuals & groups

 Future-oriented – Effective HRM helps organization meet its goals in the

future by providing competent employees

 Development oriented – Intends to develop full potential of employees.

Reward structure is tuned to the needs of employees
FEATURES OF HRM
 Comprehensive function – Concerned with any organizational decision
which has an impact on the workforce

 Continuous function – It cannot be practiced only 1 hour each day.

Requires continuous alertness & awareness of human relations
SCOPE OF HRM
 Personnel aspect – Concerned with manpower planning, recruitment,
selection, training & development, remuneration, incentives, layoff,
retrenchment etc.

 Welfare aspect – Deals with working conditions & amenities such as

canteens, rest & lunchrooms, housing, transport, education, medical
assistance, health & safety etc.

 Industrial relations aspect – Covers union management relations, joint

consultation, collective bargaining, settlement of disputes etc.
LINE & STAFF MANAGERS
 Line manager – Managers in departments which are revenue generators
(manufacturing, selling), and are responsible for achieving the
organization's main objectives by executing the key functions (such as
policy making, target setting, decision making)

 Staff manager – Person who heads a revenue consuming department (such

as accounting, customer service, human resources) which serves the
line managers of the organization in an advisory or support capacity by
providing them with information and advice. Staff managers usually do not
make operating decisions
HISTORY OF HRM
 Industrial revolution

 During this period, machines were brought in. Worker did only a small part of
the total job

 Specialisation increased speed & efficiency. But left workers with dull,
monotonous jobs

 Employers were keen to meet production targets rather than satisfy workers’
demands
HISTORY OF HRM
 Scientific management

 Systematic analysis & breakdown of work into its smallest mechanical elements
& rearranging them into their most efficient combination

 Individuals selected should be perfectly matched & overqualified individuals

should be excluded

 Employees should be trained to ensure they perform the tasks exactly as

specified
HISTORY OF HRM
 Trade unionism

 Workers joined hands to protest against the exploitative tendencies of employers

& the unfair labour practices through formation of unions

 Unions tried to improve the state of workers through collective bargaining,

resolving the grievances of workers relating to working conditions, pay &
benefits etc.
HISTORY OF HRM
 Human relations movement

 Hawthorne experiments demonstrated that employee productivity was affected

not only by the job design & the manner in which employees were rewarded but
by certain social & psychological factors as well

 Behavioral science techniques were implemented which included supervisory

training programmes & counselling programmes
HISTORY OF HRM
 Human resources approach

 Workers were recognised as being unique in their own way, having individual
needs

 Trend towards treating employees as resources or assets emerged

 Job or the task itself is the primary source of satisfaction or motivation to the
employee
FUTURE OF HRM – INFLUENCING
FACTORS
 Size of the workforce – Increased size

 Composition of the workforce – Changing demographics of the workforce

 Employee expectations – Bargaining power

 Changes in technology – Training required

 Life-style changes – Open to experimentation

 Environmental challenges – Increased emphasis on the preservation and

conservation of the environment
https://www.youtube.com/watch?v=Kxc8KceOb14

https://www.youtube.com/watch?v=9MWFkH4xb3U

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