HRM part 1 human resource management .pdf

Hrm

1. HUMAN RESOURCE MANAGEMENT

2. You must treat your employees with respect and dignity because in the most automated factory in the world, you need the power of human mind. That is what brings in innovation. If you want high quality minds to work for you, then you must protect respect and dignity.---Mr N.R. Narayana Murthy

3. Meaning HRM involves all management decisions and practices that directly affect or influence the people or human resourceswho work for the organisation.
HRM is a series of decisions that affect the relationship between employees and employers.

4. Definitions
HRM is concerned with competing for and competing on human resources. Competing for human resources involves recruitment and employing right personnel and competing on human resources involves developing, training and integrating personnel to achieve competitive advantages.Prof. L. M. Prasad HRM is a management function that helps managers’ recruit, select, train and develop members for an organisation.Prof. K. Aswathappa

5. HumanResourcemanagementisthesetof organizational activities directed at attracting, developing and maintaining an effective workforce.- Ricky W. Griffin
HRM is the effective use of Human resources and organization through the management of people related activities.- Mathis and Jackson
The field of HRM involves Planning, Organization, Directing and Controlling the functions of procuring, developing, maintaining and utilizing a labour force..- M . J. Jucious

6. HRM is made of four activities:a)Staffingb)Training and developmentc)Motivation andd)Maintenance....David A and Stephen P. RobbinsHuman Resource management may be defined as the planning, organizing, directing and controlling of the procurement, development, compensation, integration and maintenance and separation of human resources to the end that individual, organizational and societal objectives are accompanied....Edward Flippo

7. Characteristics of HRM1.Part of Management Discipline2.Universal Existence3.Concerned with people4.Action & Development oriented5.Continuous Function6.Multi-Disciplinary Approach

8. I.Scope of HRM The scope of Human Resource Management is extremely wide. It covers all the activities in the working life of an employee. HRM is concerned with the ‘people’ dimensions of the organisations by acquiring human resource, develop their skills, motivate them for high performance and ensure that they continue to maintain their commitment and loyalty towards the high performance.

9. Personal AspectsWelfare Aspects
Scope of HRM
Industrial Relations

10. Personnel Aspect HR Planning Recruitment and Selection Placement and Induction Training and Development Performance Appraisal Employee Motivation Employee Compensation

11. Welfare aspect
Intra-mural facilities Extra-mural facilities

12. Industrial Relations aspect Union-management Relations Employee- Employer Relationship Settlement of Dispute mechanismCollective Bargaining Negotiation Conciliation Arbitration Adjudication

13. II.Functions of HRMa)Managerial Functionsb)Operative Functions

14. Planning
HR outsourcing Developing rules and procedures Determining plans and forecasting techniques Establishing goals and objectives to be achieved

15. Organizing Giving each member a specific task Establishing departments and divisions Delegating authority to the members Establishing channels of authority and communication Creating a system to coordinate the works of the members

16. Staffing Determining the type of people to be hired Counselling the employees Recruiting prospective employees and selecting the best ones

17. Directing Getting work done through subordinates Ensuring effective two-way communication for the exchange of information with the subordinates Maintaining the group morale Motivating subordinates to strive for better performance

18. Controlling
Establishment of standard performance Measurement of actual performance with the established performance standards Suitable training to such employees Demotion of employee, suspension and discharge

19. Operative Functions Procurement Development Compensation Maintenance/Motivation Integration

20. Procurement
Job Analysis Job Design Recruitment & Selection Placement & Induction

21. Development
Training & Development Career development Executive development

22. Compensation
Job Evaluation Performance Evaluation Wage or Salary administration Employee Benefits

23. Maintenance/Motivation Employee well-being Social security Worker's participation Job rotation Maintaining HR records Human resource information system (HRIS)

24. Integration
Industrial relations Employee Discipline Grievance handling Dispute settlement Collective bargaining

25. III.Objectives of HRM The primary objective of HRM is to ensure the availability of competent and willing workforce to the organization as well as to meet the needs, aspirations, values and dignity of individuals/employees and having due concern for the socio-economic problems of the community and the country.

26. 1.Functional Objectives2.Personal Objectives3.Organizational Objectives4.Societal Objectives

27. HR PhilosophyHR Policies HR ProceduresHR Practices

28. Human Resource Planning Human Resource Planning is concerned with the planning the future manpower requirements in the organisation.
All other HR activities like employee hiring, training and development, remuneration, appraisal and labour relations are derived from HRP.
The basic goal of human resource planning is to predict the future and based on these predictions, implement programmes to avoid anticipated problems.

29. Manpower planning is concerned with determination of quantitative and qualitative requirements of manpower for the organization.

30. DefinitionHRP is a process in an organisation which change from currentmanpower to desired manpower position....E.W VetterAccording to Geisler, “Manpower planning is the process - including forecasting, developing and controlling by which a firm ensures that it hasThe right number of peopleThe right kind of peopleAt the right placesAt the right time

31. Objectives of HR Planning
Optimum utilization of human resource ofdesired quantity and quality. To assess or forecast future skill and knowledge human resource requirements.To assess surplus and shortage of manpower. To estimate and control the cost aspect of human resources.

32. Need of HRP Determining Recruitment Needs Determining Training Needs Management Development Technological & Demographic Changes Replacement of Persons Labour Turnover

33. Importance of HRP To formulate and implement necessary strategies forsustainability Coping with changes Creating Highly Talented Personnel Retain skilled and competent HR Succession Planning To understand overall functional activities in anorganization

34. ExampleCompany ACompany B10,000 Employees5,000 employeesForecast DemandForecast TechnologyRely on demandRely on demand +Technology changesStart recruitingStart recruiting talents (Specific)Drastic Increase manpowerModerate Increase manpowerSudden cost increase in HRConsistent cost increase inHR

35. Gather market data
Analyse the organisation
Implement the processSupply and Demand/Estimate
Review the plan/Feedback
Process of HRP

36. CLASS EXERCISE:1Human Resource Planning at Eco-Green Manufacturing Company Overview:Eco-Green Manufacturing, a company specializing in eco-friendly products, is experiencing rapid growth. To sustain this growth, the HR department must ensure that the company has the right number of skilled employees in the right roles. The HR team embarks on a Human Resource Planning (HRP) process to address current and future staffing needs.Question What were the key steps Eco-Green Manufacturing's HR team acquired to ensure they had the right talent to support the company's growth, and how did they address the challenges identified in each step?

37. JOB ANALYSIS
Job analysis is the process of collecting, analysing, and setting out information about job content.Job analysis concentrates on what job holders do andachieve. It identifies the tasks that jobholders undertake and the outcomes and outputs they are expected to produce. Job Analysis is a systematic process used to identify and describe the essential aspects of a job.

38. Definitions In the words of Dale Yoder. "A Job is a collection of duties, tasks and responsibilities which are assigned to an individual and which is different from otherassignment"In the words of Edwin B. Flippo, "Job analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job "

39. Objectives
Investigate a specific job in all HR related major activities in organisationTo record the job-related information

40. Job Analysis TechniquesInterviewsIndividuals, Groups & SupervisorsQuestionnaireObservationCritical IncidentsTask Inventory MethodCompetency-Based Method
insights.dice.com

41. Source:businessjargons.com

42. JOB DESCRIPTION A job description defines what job holders arerequired to do in terms of activities, duties or tasks. A job description is more concerned with tasks and responsibilities. Clear description of the job content, environment,and conditions of employment.

43. Authority and responsibilities of the job holder are includedWorking conditions specifying specific hazardsTools and EquipmentsRelationshipsJob reportingSource:www.4countmovement. com

44. Templates.office.com

45. Job specification A job specification, defines the knowledge, skills and abilities (KSAs) required to carry out a job. Education Training Qualifications Experience

46. Other aspects
Physical specifications Emotional specifications Mental specifications Behavioural specifications

47. bbalectures.com

48. Source: Gary Dessler Hrexperience.blogspot.com

49. THANK YOU