HUMAN RESOURCE MANAGEMENT

HRM IS A MANAGEMENT FUNCTION THAT HELPS MANAGERS RECRUIT,SELECT,TRAIN AND DEVELOP MEMBERS OF AN ORGANISATION.

HUMAN RESOURCE MANAGEMENT IS THE PLANNING,ORGANISING,DIRECTIING AND CONTROLLING OF THE PROCUREMENT,DEVELOPMENT,COMPENSA TION,INTEGRATION,MAINTAINENCE AND SEPARATION OF HUMAN RESOURCES TO THE END THAT INDIVIDUAL,ORGANISATIONAL,AND SOCIAL OBJECTIVES ARE ACCOMPLISHED.

ESSENTIAL COMPONENTS OF THE DEFINITION

‡ ORGANISATIONS ARE NOT MERE BRICK MOTOR MACHINARY OR INVENTORIES.IT IS THE PEOPLE WHO STAFF AND MANAGE ORGANISATIONS. ‡ HRM APPLIES MANAGEMENT FUNCTIONS AND PRINCIPLES TO ACQUISITIONING , DEVELOPING,MAINTAINING AND REMUNERATING EMPLOYEES IN AN ORGANISATION

‡ DECISIONS RELATING TO EMPLOYEES MUST BE INTEGRATED AND CONSISTENT WITH OTHER HUMAN RESOURCE DECISIONS. ‡ DECISIONS MADE MUST INFLUENCE THE EFFECTIVENESS OF AN ORGANISATION TOWARDS BETTERMENT OF SERVICES TO CUSTOMERS IN THE FORM OF HIGH QUALITY PRODUCTS SUPPLIED AT RESONABLE COST.

‡ HRM FUNCTIONS ARE NOT CONFINED TO BUSINESS ESTABLISHMENTS ONLY

SCOPE OF HRM
‡ ‡ ‡ ‡ ‡ HR PLANNING JOB ANALYSIS AND DESIGN RECRUITMENT AND SELECTION ORIENTATION AND PLACEMENT TRAINING AND DEVELOPMENT

‡ PERFORMANCE APPRAISAL AND JOB EVALUATION. ‡ EMPLOYEE AND EXECUTIVE REMUNERATION. ‡ MOTIVATION AND COMMUNICATION ‡ WELFARE,SAFETY AND HEALTH ‡ INDUSTRIAL RELATIONS. ‡ DIAGRAM TO FOLLOW

HRM MODELS
‡ HRM RELATES TO A STRATEGIC AND COHORENT APPROACH TO THE MANAGEMENT OF AN ORGANISATION¶S PEOPLE CONTRIBUTING TOWARDS THE ATTAINMENT OF BUSINESS OBJECTIVES.

‡ HRM EMERGED IN THE MID 1980S WHEN TWO MODELS WERE EVOLVED BY ACADEMICS IN THE USA. ³MATCHING MODEL´ AND THE ³HARVARD FRAMEWORK´. ‡ THE MATCHING MODEL SPECIFIES THAT HR SYSTEMS AND THE ORGANISATIONAL STRUCTURE MUST MATCH WITH ORGANISATIONAL STRATEGY.

‡ LIKEWSIE,THE FOUNDERS OF HARVARD FRAMEWORK STRESSED THE NEED FOR COHERENCE IN HRM POLICIES.THEY WERE FIRST TO POINT OUT THAT THE HRM BELONGED TO THE LINE MANAGERS. ‡ ³DIAGRAM TO FOLLOW´ ‡ TABLE ³EVOLUTION OF HRM IN INDIA´

EVOLUTION OF HRM-A GLOBAL PERSPECTIVE

‡ THE STATUS OF LABOUR PRIOR TO INDUSTRIAL REVOLUTION WAS EXTREMELY LOW.THE HUMAN RELATIONSHIP BETWEEN THE EMPLOYER AND HIS EMPLOYEES WERE CHARACTERISED BY ³SLAVERY´, ³SERFDOM´ AND THE ³GUILD SYSTEM´. ‡ SLAVES PERFORMED VARIED SERVICES .THE CONCEPT OF ³SERVICE´ IS DERIVED.FROM THE WORD ³SERVUS´ MEANING SLAVE.

‡ GUILD SYSTEM INVOLVED ³MASTER CRAFTSMAN (THE OWNER), THE JOURNEY MAN, AND THE APPRENTICE. ‡ THIS MARKS THE BEGINNING OF THE MANAGEMENT OF HUMAN RESOURCE BECAUSE OF INVOLVEMENT OF SELECTION,TRAINING AND DEVELOPMENT OF WORKERS, AND SYMPTOMS OF COLLECTIVE BARGAINING OVER WAGES AND WORKING CONDITIONS.

‡ FOLLOWING INDUSTRIAL REVOLUTION INDUSTRIAL ORGANISATION WAS ³COTTAGE SYSTEM´. WORK WAS PERFORMED IN THE HOMES OF WORKERS. ‡ ³FACTORY SYSTEM´ FOLLOWED THE COTTAGE SYSTEM AND IT RESULTED IN NEW ECONOMIC FREEDOM.

INJUSTICES OF FACTORY SYSTEM

‡ ‡ ‡ ‡ ‡ ‡ UNHEALTHY WORK SURROUNDING LONG WORKING HOURS FATIGUE MONOTONY STRAIN LIKELIHOOD OF ACCIDENTS AND ALLIED REPERCUSSIONS.