HRM-Slides-Part1 introduction of Human Resource Management

HRM-Slides-Part1 introduction of Human Resource Management

1. 1

2. 2

3. HUMAN RESOURCE
MANAGEMENT
(EMBA 507)
3
INTRODUCTION

4. RULES FOR CLASS
4
RESPECT
ATTENDANCE
DISCIPLINE

5. What do you mean by these
three words i.e.
Human Resource Management
5

6. HUMAN +
RESOURCE+
MANAGEMENT
6

7. HUMAN
7
WHOISHUMAN

8. HUMAN
8
Themostvaluablecreatureof
AlmightyAllah.
Allahcreatedhumanbeingsinthe
"bestform"(ahsantaqweem).
(SurahAt-Tin)

9. RESOURCE
9
WHATDOYOUMEANBY
RESOURCE

10. RESOURCE
10
Weallknow;
Resourceisanythingwhichis
helpfulinachievingourtargets.
Anythingwhichfacilitatesin
achievingthetargets.

11. RESOURCE
11
Ifwewanttodosomeworkand
theoneswhohelpusorfacilitates
us,allthosearecalledas
resource.
EXAMPLES

12. RESOURCE -EXAMPLES
12
Bikeorcartoreachouroffice
oruniversityareresources.
skilledLabour
AmounttoPurchaseanything

13. HUMAN RESOURCE
13
HUMAN:
THEBESTCREATUREOF
ALLAH
RESOURCE
:ANYTHINGWHICHIS
HELPFULORBENEFICIALFOROTHERS
So,HumanResourcecollectivelymeans
“Thosehumanswhicharebeneficialfor
others”

14. HUMAN RESOURCE
14
HUMAN RESOURCE -
COLLECTIVELY AS PHARASE:
ThePeopleWhoContributeTheir
KnowledgeandSkillsForThe
Organization

15. 15
ORGANIZATION

16. ORGANIZATION
16
Aconsciouslycoordinated socialunit,
consistingoftwoormoreindividuals
havinga specificsetofobjectives
workingcontinuouslywithinadefined
boundaryhavingasystemofstructures.
Meanssomepeopleworktogether
continuouslyinaorganizedsystematic
waytoachieveagoalwhereeveryone
hasitsowndefinedoperationalboundary.

17. ORGANIZATION
17
Wehavestudiedearlierthat;
Anorganizationiscomprisedofthree
ingredients
FinancialResources
PhysicalResources
HumanResources

18. ORGANIZATION
18
Organizationhasthree
resources
FinancialResources
PhysicalResources
HumanResources

19. FINANCIAL RESOURCES
19
Everyorganizationneedssome
moneytoperformthetasks.
Also,knownasmonetary
resources.
e.g.Rentalpayments,Material
Purchaseetc.

20. PHYSICAL RESOURCES
20
Veryimportantresourceforan
organizationtoperformto
achieve the goals.
Everytypeoftangiblesorassets
arecalledphysicalresources.
e.g.Land,Building,Machines,
Equipment,Fixturesetc.

21. HUMAN RESOURCES
21
Inthiscourse,wewillfocusonlyonHuman
Resources.
Meanstofocusonthepeoplewhocontribute
theirknowledgeandskillsforthe
organization.
Nofocusonfinancialorphysicalresources

22. MANAGEMENT
22
Managementiscommonlydefinedasthe
processofplanning,organizing,directing,
andcontrollingresourcestoachieve
organizationalgoals.
OR
Theprocessofcreatingandmaintainingan
environment inwhichindividualsworking
togethertoaccomplishselecteditems.
ORtheartofgettingthingsdonethrough
othersandwithothers.

23. HUMAN RESOURCE MANAGEMENT
23
Thepracticeof managingpeople
toachievebetterperformancelevel.
Managingpeople inorderto
achievetheoverallobjectivesofthe
firm.
Toprovidesuchenvironment for
thepeoplewhoareworkingin
organizationsothattheycan
providemaxoutput .

24. HUMAN RESOURCE MANAGEMENT
24
WHATISMANAGINGPEOPLE
Everytask/practicestartingfrom
HiringtillRetirement(Evenafter
that)ofPeopleiscalled
managingpeople.

25. Overall Theme of Human
Resource Management
25
HumanResourcemanagementisthe
processof creatingtheappropriate
workenvironment forhumanbeingsby
acquiringtherightperson fortheright
job,bytrainingpeople toperformina
betterway,by appraisingemployees
continuouslyandby compensatingthe
peoplesothattheymaycontribute
towardstheachievementofoverall
organizationalobjectives

26. FUNCTIONS OF HUMAN
RESOURCE MANAGEMENT
26
Acquiringtherightperson
TrainingPeople
AppraisingEmployees
compensatingthepeople
AllHRManagementresolvesaround
thesefourterms.

27. FUNCTIONS OF HUMAN
RESOURCE MANAGEMENT
27
FunctionsofHRManagers
AreaofOperationsofHRManagement
ScopeofHRManagement
ALSOKNOWNAS:

28. FUNCTIONS OF HUMAN
RESOURCE MANAGEMENT
28
Acquiremeanstoattainsomething
So,wedefineitas;
Theprocessofselectingthemost
suitablepersontoperformthejob
activitieswithinorganization
Generally,WeKnowThisTerminology
AsRecruitment&Selection
ACQUIRINGTHEPEOPLE

29. 29Whatisrecruitment&Selection
Method/Techniqueofrecruitment&
Selection
ComponentsofRecruitment&
Selection
HowwemakeHRPlanning
Fromwherewegetcandidates
Howtomakescreeningofcandidates
Methodsoftests,interviewsand
investigation
HowtoavoidnegligentHiring
WHATWESTUDYINACQUIRING
THEPEOPLE

30. 30Theprocessofacquiringthepeople starts
fromthepointwherethepersonis even
nothired.
InitiallyWeassess whichperson out
manycandidatesis mostsuitable forthe
job
ACQUIRINGTHEPEOPLE

31. 31
Wheneverwewanttodeveloporimprove
aperson,wehavetopasshimthrough
training.
Afterhiring,weshouldteachthe
employeesthoseskillswhichare
specificallyrequiredtoperformthe
requiredjob.
TRAININGTHEPEOPLE
DEFINITION:
Itisprocessofteaching variousskillsto
theemployees requiredtoperformthe
workactivitiesinasuitablemanner.

32. 32
TrainingNeedAnalysis
TrainingMethods
On-Job-TrainingandOff-Job-Training
TrainingProcess
TrainingEvaluationwhetheremployees
learntsomethingornot.
WHATWESTUDYINTRAINING
THEPEOPLE

33. 33
Nowwecanseethat;
WehavehiredthePeopleafteraprocess
Wehavetrainedthem
Whatwehavetodonow
NowTheyareworkingandwehavetosee
whethertheyareworkingasperthe
requirement,thisiscalledMonitoring.
Don’tmixpraisingwithappraising
Appraisingmeansevaluation/judgement
Wewillstudythisinperspectiveof
performancemanagement
APPRAISINGTHEPEOPLE

34. 34
Itis processofmonitoring the
performance ofanemployee forthe
purposeofevaluation andtoprovideproper
feedbackandsuggestionstoensurethatan
employeeisperformingaccordingtothegiven
standards.
APPRAISINGTHEPEOPLE
WHATWEWILLSTUDYINAPPRAISING
THEPEOPLE
Whataretheperformancestandards
PerformanceAppraisalMethods
Issuesduringperformanceappraisal
Howtogivefeedback

35. 35
Wecanseethat;
Wehaveacquiredpeople
Wehavetrainedpeople
Wehaveevaluatedtheperformanceof
theemployees
NOWWHAT?
COMPENSATINGPEOPLEOR
EMPLOYEECOMPENSATION

36. 36
Whatthereturns inexchangeoftheir
servicesweofferarecalledascompensation.
COMPENSATINGPEOPLEOR
EMPLOYEECOMPENSATION

37. 37
Itistheprocessofofferingrewardsand
incentivetotheemployeesinexchangeto
theirservicesfortheorganization.
COMPENSATINGPEOPLEOR
EMPLOYEECOMPENSATION
REWARDS&INCENTIVES

38. 38
COMPENSATINGPEOPLEOR
EMPLOYEECOMPENSATION
Salaries
Increments
Commission
allowances
bonuses
fringebenefits(medical,conveyance,
house,telephone,mobilebills,even
educationofchildrenetc)
FinancialBenefits
Non-financialBenefits

39. 39
Summary
PeopleHired–Rightpersonforrightjob
PeopleTrained–Forrequiredjob
Monitoring&EvaluationthePerformance
Compensating(Timely)sothattheyremain
motivatedtoperform
Ifwearedoingallthesefourfunctions,it
meansweare MANAGINGHUMAN
RESOURCES
TheseareHRManagerFunctions

40. 40
ReadHRMDefinition–OnceAgain
HumanResourcemanagementis
“Theprocessof creatingthe
appropriateworkenvironment for
humanbeingsby acquiringtheright
personfortherightjob,by training
peopletoperforminabetterway,by
appraisingemployees continuouslyand
bycompensatingthepeople sothatthey
maycontributetowardsthe achievement
ofoverallorganizationalobjectives.

41. 41
AppropriateWorkEnvironment
Howtocreateappropriateworkenvironment
RightPersonfortherightJob
Training&Development
Appraisingtheemployees
Compensatingtheemployees
EmployeeRelations

42. 42
EMPLOYEERELATIONS
Employeerelationsisthemanagerialactivity
thatinvolvesestablishingandmaintainingthepositive
employee–employerrelationships
thatcontributeto;
satisfactoryproductivity,
motivation,
morale,
discipline,and
maintainingapositive,productive,andcohesivework
environment.

43. 43Employers can do many things to build positive employee relations.
Some examples include ;
Hiring Right Person for the right Job
providing good training
fair appraisals
competitive pay and benefits
Additionally;
EnsuringFairTreatment
Bullying&Victimization
ImprovingEmployeerelationsthroughcommunications
Programs
DevelopEmployeeRecognition/RelationsProgram
UseEmployeeInvolvementPrograms
EMPLOYEERELATIONS

44. 44
EnsuringFairTreatment
(Anyonewhohassuffered unfairtreatmentat
workknowsitisdemoralizing)
Employeesofabusivesupervisorsaremorelikely
toquit
Unfairrewarddistributiontoteammembers
Itcanbemanaged byFormulationofRules,
regulations&Policiesandtheirstrictimplementation
EMPLOYEERELATIONS

45. 45
Bullying&Victimization
Meanssinglingoutsomeonetoharassandmistreat.
HowBullying:
Imbalance of power. People who bully use their power to
control or harm, and the people being bullied may have a hard
time defending themselves.
Intent to cause harm. Actions done by accident are not
bullying; the person bullying has a goal to cause harm.
Repetition. Incidents of bullying happen to the same person
over and overby the same person or group, and that bullying
can take many forms, such as:
•
Verbal: name-calling, teasing
• Social: spreading rumors, leaving people out on purpose, breaking up friendships
• Physical: hitting, punching, shoving
• Cyberbullying: using the Internet, mobile phones, or other digital technologies
to harm others
EMPLOYEERELATIONS

46. 46
Cyberbullying: using the Internet, mobile phones, or other digital
technologies, social media platforms or internal unofficial working
whatsappgroups to harm others
Improving Employee relations through communications Programs Examples:
One web site says, "We believe in keeping our employees
fully informedabout our policies, procedures, practices
and benefits.
An open-door policy to encourage communication
between employees and managers,
Managers also use open-door policies and
“management by walking around” to informally ask
employees “how things are going.”
EMPLOYEERELATIONS

47. 47
Develop Employee Recognition / Relations Program
held a special quarterly/annual dinner for all its employees
Special awards for things like safe driving, tenure with the
company,
branch employee of the year
Use Employee Involvement Programs
Focus Group discussions, involvement of employees in
decision making
What is focus group?
EMPLOYEERELATIONS

48. 48
AUTHORITY
The right to make decisions, direct others’ work and give orders.
LINE AUTHORITY
Traditionally gives managers the right to issue orders to other managers or
employees.
STAFF AUTHORITY
Gives a manager the right to advise other managers or employees
LineandStaffAspectsofHuman
ResourceManagement

49. 49
LINE MANAGER
A manager who is authorized to direct the work of subordinates and is
responsible for accomplishing the organization’s tasks.
e.g. sales , production
STAFF MANAGER
Amanagerwhoassistsandadviseslinemanagers.
Staffmanagersgenerallyrundepartmentsthatareadvisoryor
supportive,likepurchasingandhumanresourcemanagement.
Humanresourcemanagersareusuallystaffmanagers.Theyassist
andadviselinemanagersinareaslikerecruiting,hiring,and
compensation.
LineandStaffAspectsofHuman
ResourceManagement

50. There are five characteristics of HRM
1)People-Centric
2)Strategic Orientation
3)Continuous Improvement
4)Ethical and Fair
5)Data-Driven
Human Resource Management Characteristics
HR CHARACTERISTICS DEFINITION:
It refers tothe key qualities, features, or defining aspectsof Human Resource
Management.

51. 1.PEOPLE-CENTRIC:
HRM’speople-centricnature placesemployeesatthe
forefrontofitsactivities.
Thischaracteristicemphasizesthe importanceof
valuingandprioritizingthewell-being,growth,and
developmentoftheworkforce .
HRMaimsto createanenvironment whereemployees
feelvalued,engaged,andsupported.
Thisinvolvesinitiativessuchas employeewellness
programs,careerdevelopmentopportunities,and
fosteringacultureofopencommunication.
Byplacingpeopleatthecenter,HRMhelps
organizationsbuildamotivatedandcommitted
workforcethatisessentialforsuccess.
Human Resource Management Characteristics

52. Human Resource Management Characteristics
EMPLOYEE WELLNESS PROGRAMS

53. 2. STRATEGIC ORIENTATION :
ModernHRM goesbeyondadministrativetasks ;it
takesastrategicapproach.
Thischaracteristicinvolves aligningHRpractices
closelywiththeorganizationalgoals .
HRprofessionalscollaboratewithleadership to
understandthecompany's vision,mission,andstrategic
objectives.
TheythendevelopHRstrategiesandinitiatives that
directlycontributetoachievingthesegoals.
Thisalignmentensuresthat HRMplaysacrucialrole in
drivingtheorganizationforward, whetherbyattracting
toptalent,enhancingemployeeperformance,or
supportingbusinessexpansion.
Human Resource Management Characteristics

54. 3. CONTINUOUS IMPROVEMENT:
HRMischaracterizedbyacommitmenttocontinuous
improvementand adaptationtochangingbusiness
environments.
How:ThisinvolvesregularlyassessingHRpracticesand
identifyingareasforenhancement.HRprofessionals stay
abreastofindustrytrends ,bestpractices,andemerging
technologiestoremaincompetitive.
Theyseekfeedbackfromemployeesandmanagement to
refineHRprocesses,ensuringtheyremainrelevantand
effective.
Thischaracteristicensuresthat HRMremainsdynamicand
responsivetotheevolvingneedsoftheorganization and
itsworkforce.
Human Resource Management Characteristics

55. 4. Ethical and Fair:
Upholdingethicalstandardsandfairnessisa
fundamentalcharacteristicofHRM.
HRprofessionalsareentrusted withsensitive
employeeinformation anddecision-making
processes.
Theymust adheretostrictethicalguidelinesand
ensurethatallHR practicesarecarriedout
fairlyandtransparently .
Thisincludestreatingallemployeesequitably ,
providingequalopportunities,andaddressing
concernswithempathyandimpartiality.
HRM'scommitmenttoethicsandfairness fosters
trustamongemployeesandcontributestoa
positiveworkplaceculture.
Human Resource Management Characteristics

56. 5. DATA-DRIVEN:
Intheageoftechnologyandinformation,HRMis
increasinglyreliantondataandanalytics.
Thischaracteristicinvolvesusingdatatomakeinformed
decisionsabouttalentmanagement.
HRprofessionalscollectandanalyzedata relatedto
employeeperformance,engagement,turnoverrates ,
andotherHRmetrics.
Data-drivenHRpractices enableorganizationsto
identifytrends,predictfutureworkforceneeds,and
assesstheeffectivenessofHRinitiatives.
Byleveragingdata,HRMenhancesitsabilitytoalignHR
strategieswithorganizationalobjectivesandmake
evidence-baseddecisions
Leveragingdata islikeusingalevertomoveaheavy
object;dataprovidestheleveragetoachievemorewith
thesameresources.
Human Resource Management Characteristics