1-BA-MGT101-Introduction-to-Human-Resource-Mgt..pdf

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1. CHAPTER 1
INTRODUCTION TO HUMAN
RESOURCE MANAGEMENT

2. WHAT IS
HUMAN RESOURCE
MANAGEMENT?
2

3. ❑Edwin Flippo
❑The National Institute of Personnel
Management of India
❑Decenzo and Robbins
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HUMAN RESOURCE MGT.

4. Edwin Flippo
Human Resource Management as “planning,
organizing, directing, controllingof procurement,
development, compensation, integration,
maintenance and separation of human resources
to the end that individual, organizational and
social objectives are achieved.”
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5. The National Institute of Personnel
Management (NIPM) of India
Personnel management as “that part of management
which is concerned with people at work and with their
relationship within an enterprise. Its aim is to bring
together and develop into an effective organization of the
men and women who make up enterprise and having
regard for the well –being of the individuals and of
working groups, to enable them to make their best
contribution to its success”.
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6. Decenzoand 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 organizational
objectives. This is true, regardless of the type of
organization –government, business, education,
health or social action”.
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7. HRM
vs.
Personnel Mgt.
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8. H.R.M.vs Personnel Mgt.
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Basis for
Comparison
Personnel Management Human Resource
Management
1. Meaning The aspect of Management
That is concerned with the
work force and their
relationship with the entity is
known as Personnel
Management.
The branch of Management
that focuses on the most
effective use of the manpower
of an entity, to achieve the
organizational goal is known as
Human Resource
Management.
2. Father Robert Owen George Elton Mayo
3. Approach Traditional Modern
4. Treatment of
Manpower
Machines or Tools Asset

9. H.R.M.vs Personnel Mgt.
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Basis for
Comparison
Personnel Management Human Resource
Management
5. Type of
Function
Routine Function Strategic Function
6. Basis of PayJob Evaluation Performance Evaluation
7. Management
Role
Transactional Transformational
8. Job Design Division of Labor Groups/Team
9. Main PrincipleMain principle of the
Personnel management
was to extract work from an
employee for the
remuneration paid.
Main principle of the Human
resource management is to see
what should be given to an
employee for extracting the
desired work.

10. Why do we call it as Human
Resource Management?
10

11. »Human:refers to the skilled workforce in an
organization.
»Resource:refers to limited availability or scarce.
»Management:refers how to optimize and make
best use of such limited or scarce resource so as to
meet the organization goals and objectives.
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12. Human Resource
Management Influencers
12

13. Robert Owen
(14 May 1771 –17 November 1858)
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»Father of Personnel Management
»Social and educational reformer
»Raised the demand for ten-hour
dayin year 1810
»In 1817 he had formulated the
goal of the 8-hour day movement
»Coined slogan 8 hrs. labor, 8 hrs.
recreation, 8 hrs. full rest.
»Women and children in the
England were granted the ten-
hour day in 1847.

14. George Elton Mayo
(26 Dec. 1880 –7 Sept. 1949)
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»Father of Human Resource
Management
»Founder of the Human Relations
Movement
»Known for his research
Hawthorne Studies

15. 15
1.Human Relations Approach :He said that the social and psychological
needs of human beings cannot be ignored, if management wants to
enhance productivity.
2.Non-Economic Awards:Mayo said that the techniques of economic
incentives were not only inadequate but also unrealistic. He stated that
Humane and respectful treatment, sense of participation and belonging
etc. are sometimes more important than monetary rewards.
3.Social Man:He said that man is basically motivated by social needs and
obtains his sense of identity through relationships with others.
4.Company as a social system:He was of the view that informal
relationships in the company are more effective than formal
relationships.
Hawthorne experiment

16. HR Management
as a Process
16

17. 17

18. HR Activities
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19. Today’s HR activities
»Diversity(plus other aspects of employment law)
»Reward(including compensation, benefits, pensions)
»Resourcing(such as recruitment, disciplinary and
redundancy processes)
»Employee relations(including performance and
absence management)
»Organization development and design
»Learning and development
»Correcting systems, policies & procedures
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20. Evolution of
an Employee
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21. Evolution of an Employee
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Past Future
Work from 8 to 5 Work anytime
Work in an office Work anywhere and from anywhere
Use company equipment Use your own modern gadgets and
requirements
Focused on inputs Focused on outputs
Climb the corporate ladder Create your own ladder for career
Pre-defined work Customized work
Hoards information Shares information
No voice Can become a leader
Focused on knowledge Focused on adaptive learning

22. FUNCTIONS
OF
HUMAN RESOURCE MGT.
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23. MANAGERIAL
FUNCTIONS
»Planning
»Organizing
»Directing
»Controlling
.
FUNCTIONS OF HUMAN
RESOURCE MANAGEMENT:
OPERATIVE FUNCTIONS
»Employee recruitment, onboarding and retention.
»Talent management and workforce management.
»Job role assignment and career development.
»Compensation and benefits.
»Labor law compliance
»Performance management.
»Training and development.
»Succession planning.
»Employee engagement and recognition.
»Team building.
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24. OBJECTIVES
OF
HUMAN RESOURCE MGT.
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25. Objectives of Human Resource
Management
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1.Societal objectives: Measures put into place that
responds to the ethical and social needs or
challenges of the company and its employees.
This includes legal issues such as equal
opportunity and equal pay for equal work.
2.Organizational objectives:Actions taken that
help to ensure the efficiency of the organization.
This includes providing training, hiring the right
amount of employees for a given task or
maintaining high employee retention rates.

26. Objectives of Human Resource
Management
26
3.Functional objectives:Guidelines used to keep
the HR functioning properly within the
organization as a whole. This includes making
sure that all of HR’s resources are being
allocated to its full potential.
4.Personal objectives:Resources used to
support the personal goals of each employee.
This includes offering the opportunity for
education or career development as well as
maintaining employee satisfaction.

27. 10 Cs of Human Resource
Management
27

28. Theten"Cs"frameworkwasdevelopedby
AlanPriceinhisbook"HumanResource
ManagementinaBusinessContext".Theten
"Cs"ofhumanresourcesmanagementare:
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1. Cost effectiveness
2. Competitive
3. Coherence
4. Credibility
5. Communication
6. Creativity
7. Competitive
advantage
8. Competence
9. Change
10. Commitment

29. Importance of
Human Resource
Management
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30. IMPORTANCE OF HUMAN RESOURCE
MANGEMENT:
AmongthefiveMsofmanagement,i.e.,men,money,
machines,materials,andmethods,HRMdealsaboutthe
firstM,whichismen.ItisbelievedthatinthefiveMs,"men"
isnotsoeasytomanage."everymanisdifferentfromother"
andtheyaretotallydifferentfromtheotherMsinthesense
thatmenpossessthepowertomanipulatetheotherMs.
Whereas,theotherMsareeitherlifelessorabstractandas
such,donothavethepowertothinkanddecidewhatis
goodforthem.
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31. Importance of
Human Resource
Management to all
Managers
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32. Personnel Mistakes!
1. Hire the wrong person for the job.
2. Experience high turnover
3. Have your people not doing their best
4. Waste time with useless interviews
5. Have your company taken to court because of discriminatory actions
6. Have your company cited under federal occupational safety laws for
unsafe practices
7. Have some employees think their salaries are unfair and inequitable
relative to others in the organization
8. Allow a lack of training to undermine your department's effectiveness
9. Commit any unfair labor practices
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33. The Role of HR in
the New Millennium
Organization
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34. The Role of HR in the New Millennium Organization
1.Recruitment and Employment
2.Interviewing, testing, recruiting and temporary
employment
3.Labor Coordination
4.Training and Development
⋄Orientation of new and Temporary employees
⋄Performance Management Training
⋄Productivity Enhancement
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35. The Role of HR in the New Millennium Organization
5.Wage and Salary
Management
⋄Job Evaluation
⋄Wage and Salary
Survey
⋄Executive
compensation
6.Benefits Administration
⋄Vacation and Sick
leaves Admin.
⋄Insurance
⋄Stock Plans
⋄Pension Plan
⋄Retirement Plan
assistance program
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36. The Role of HR in the New Millennium Organization
7.Employee Service and Recreations
⋄Bus Service
⋄Canteens
⋄Athletics
⋄Housing and Relocation
8.Community Relations
⋄Publication
⋄Community project and relation
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37. The Role of HR in the New Millennium Organization
9.Record Management
⋄Employment Record
⋄Information System
⋄Performance Record
10.Health and Safety
⋄Training
⋄Safety inspection
⋄Dental and Medical Services
⋄Drug Testing
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38. The Role of HR in the New Millennium Organization
11.Strategic Management
⋄Collaborative Planning
⋄Out-sourcing Manpower Research
⋄Organizational Planning
38

39. 39

40. CAREER PATH TO HUMAN RESOURCE
MANGEMENT:
1. ENTRY LEVEL
A new college graduate may start as personnel assistant
in a medium-size organization. The following skills are
necessary:
a.Assisting in interviewing applicants;
b.Giving tests and scoring test results in personality
inventory and other skill test;
c.Assisting in employee orientation and training
programs;
d.Record keeping.
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41. CAREER PATH TO HUMAN RESOURCE
MANGEMENT:
2. SUPERVISORY LEVEL
The promotion to a higher level depends on the ability and
capability of the Personnel Assistant to acquire the skills necessary
in the HR functions. The traits and skills are:
a.Skills in writing job descriptions, job analysis, and job
evaluations.
b.Knowledge of employee benefit programs related to vacation
and sick leaves, pensions and other mutual benefits.
c.He must have acquired the skills in interviewing applicants and
counselling employees.
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42. CAREER PATH TO HUMAN RESOURCE
MANGEMENT:
d.Skills in testing and interpreting test results and making
recommendations as to the fitness of applicants.
e.Job Evaluation and wage administration skills and relating pay to the
differences in job requirements.
f.Skills in determining training needs and develop training modules
and conducting the same.
g.Skills in basic research related to manpower planning.
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43. CAREER PATH TO HUMAN RESOURCE
MANGEMENT:
3. MANAGERIAL LEVEL
This level the HR practitioner has acquired the above skills.
However, at this point, the concentration of the HR is the effective
management of the different areas of personnel functions. The
added personnel activities include in the following:
a.Leadership and Conceptual Ideas Visioning
b.Analytical of the facts as basis for Decision Making
c.Compliance Administration and Control
d.Interpersonal Team Work
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44. Roles of the Personnel/ Human Resource Manager
1.Supervisor
2.Administrative Official
3.Adviser
4.Coordinator
5.Negotiator
6.Educator
7.Provider of Services
8.Employee Counselor
9.Promoter of Community
Relations
10.Public Relations Man
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45. Other Category Levels of
Human Resource
Management Personnel
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46. Other Category Levels of Human Resource
Management Personnel
1. Strategic Level
»Chief Human Resource
Officer (CHRO)
2. Supervision Level
»HR Director
3. Execution Level
»Recruiter (Hiring Manager)
»Safety Officer
»Welfare Officer
»Conciliation Officer
»Payroll Officer
»Counselor
»Insurance Officer
»HR Generalist
»HR Analyst
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