Introduction to

HUMAN RLSOURCL MANAGLMLN1

1
Saliya De Silva PhD
Faculty of Agriculture
University of Peradeniya
An Organization
A deliberate arrangement of people to
accomplish some specific purpose
- Examples
2
-
-Characteristics
2 or more people interacting each other
common objective/s
deliberate structure to connect different activities
a leader to show the direction
a reward system to motivate people
Organization as a System Organization as a System
ORGANIZATION ORGANIZATION
Inputs
Raw materials
Human resources
Inputs
Raw materials
Human resources
Transformation
Management
Transformation
Management
Outputs
Products (goods &
services)
Outputs
Products (goods &
services)
ENVIRONMENT
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Human resources
Capital
Technology
Information
Human resources
Capital
Technology
Information
Management
Process
Management
Process
Feedback
services)
Financial results
Information
Human results
services)
Financial results
Information
Human results
Management Management
Mary Parker Follett (early 20
th
Century)
The art of getting things done through people
Daft
4
Daft
The attainment of organizational goals in an effective and
efficient manner through planning, organizing, leading, and
controlling organizational resources
Management Iunctions
Planning: establishing goals and standards; developing rules
and procedures; developing plans and forecasting
Organizing: giving each subordinate a specific task; establishing
departments; delegating authority to subordinates; etc.
Staffing: determining what type of people should be hired,
recruiting prospective employees; selecting employees; setting
performance standards; compensating employees; evaluating
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performance standards; compensating employees; evaluating
performance; counseling employees; training and developing
employees
Leading: getting others to get the job done; maintaining morale;
motivating subordinates
Controlling: setting standards (sales, quality, production);
checking to see how actual performance compares with these
standards; taking corrective action as needed
Management Process Management Process
Planning
Select goals and
ways to
attain them
Resources
Human
Performance
Attain goals
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Organizing
Assign responsibility
for task
accomplishment
Leading
Use influence to
motivate
employees
Controlling
Monitor activities
and make
corrections
Human
Financial
Raw mat.
Technology
information
Attain goals
and
objectives
Efficiency
Effectiveness
Leadership Leadership
"Ihe ob|||fy fo |nf|uence o group foword fhe
och|evemenf of goo|s"
Leoders: Fe|:cn: wnc c|e cc|e tc |n||uence
"Ihe ob|||fy fo |nf|uence o group foword fhe
och|evemenf of goo|s"
Leoders: Fe|:cn: wnc c|e cc|e tc |n||uence

Leoders: Fe|:cn: wnc c|e cc|e tc |n||uence

ctne|: cnc wnc pc::e:: ncncge||c|
cutnc||ty
IhrcughcuI Ihe hi:Icry, Ihe cifference LeIween :ucce::
cnc fci|ure, wheIher in c wcr, c Lu:ine::, c prcIe:I
mcvemenI, cr c crickeI gcme hc: Leen cIIriLuIec Ic
|eccer:hip.
Leoders: Fe|:cn: wnc c|e cc|e tc |n||uence
ctne|: cnc wnc pc::e:: ncncge||c|
cutnc||ty
IhrcughcuI Ihe hi:Icry, Ihe cifference LeIween :ucce::
cnc fci|ure, wheIher in c wcr, c Lu:ine::, c prcIe:I
mcvemenI, cr c crickeI gcme hc: Leen cIIriLuIec Ic
|eccer:hip.
Leadership Qualities Leadership Qualities
1. / |eccer mu:I kncw him:e|f cnc ccnIinucu:|y
:eek :e|f-imprcvemenI: Le, kncw, cc
2. 8e Iechnicc||y prcficienI
3. Seek re:pcn:iLi|iIy cnc Icke re:pcn:iLi|iIy fcr
hi: ccIicn
1. / |eccer mu:I kncw him:e|f cnc ccnIinucu:|y
:eek :e|f-imprcvemenI: Le, kncw, cc
2. 8e Iechnicc||y prcficienI
3. Seek re:pcn:iLi|iIy cnc Icke re:pcn:iLi|iIy fcr
hi: ccIicn
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hi: ccIicn
4. Mcke :cunc cnc Iime|y ceci:icn:
5. SeI Ihe excmp|e: rc|e mcce| fcr fc||cwer:
. Kncwing pecp|e cnc Ihinking cLcuI Iheir we||
Leing
hi: ccIicn
4. Mcke :cunc cnc Iime|y ceci:icn:
5. SeI Ihe excmp|e: rc|e mcce| fcr fc||cwer:
. Kncwing pecp|e cnc Ihinking cLcuI Iheir we||
Leing
Leadership Qualities Leadership Qualities
7. Keep fc||cwer: infcrmec
8. Deve|cp c :en:e cf re:pcn:iLi|iIy cmcng
hi:/her fc||cwer:
. En:ure Ic:k: cre uncer:Iccc, :upervi:ec, cnc
ccccmp|i:hec
7. Keep fc||cwer: infcrmec
8. Deve|cp c :en:e cf re:pcn:iLi|iIy cmcng
hi:/her fc||cwer:
. En:ure Ic:k: cre uncer:Iccc, :upervi:ec, cnc
ccccmp|i:hec
9
ccccmp|i:hec
10. Mu:I Ircin fc||cwer: c: c Iecm
11. Deve|cping fu|| ccpcLi|iIie: cf crgcnizcIicn
ccccmp|i:hec
10. Mu:I Ircin fc||cwer: c: c Iecm
11. Deve|cping fu|| ccpcLi|iIie: cf crgcnizcIicn
Competencies o Lectie Leaders Competencies o Lectie Leaders
1. Drive, cr Ihe inner mcIivcIicn Ic pur:ue gcc|:
2. Leccer:hip mcIivcIicn {ce:ire Ic |ecc) - u:e cf
:ccic|izec pcwer Ic inf|uence cIher:,
3. lnIegriIy - IruIhfu|ne::, {fcunccIicn fcr Iru:I cnc |cng
Ierm re|cIicn:hip)
4. Se|f-ccnficence
1. Drive, cr Ihe inner mcIivcIicn Ic pur:ue gcc|:
2. Leccer:hip mcIivcIicn {ce:ire Ic |ecc) - u:e cf
:ccic|izec pcwer Ic inf|uence cIher:,
3. lnIegriIy - IruIhfu|ne::, {fcunccIicn fcr Iru:I cnc |cng
Ierm re|cIicn:hip)
4. Se|f-ccnficence
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4. Se|f-ccnficence
5. lnIe||igence - cLi|iIy Ic prcce:: infcrmcIicn, cnc|yze
c|IerncIive:, cnc ci:ccver cppcrIuniIie:
. Kncw|ecge cf Ihe Lu:ine::/jcL
7. EmcIicnc| inIe||igence - :e|f-mcniIcring per:cnc|iIy,
:en:iIive Ic :iIucIicn: cnc cL|e Ic cccpI Ic
circum:Icnce: c: neecec.
4. Se|f-ccnficence
5. lnIe||igence - cLi|iIy Ic prcce:: infcrmcIicn, cnc|yze
c|IerncIive:, cnc ci:ccver cppcrIuniIie:
. Kncw|ecge cf Ihe Lu:ine::/jcL
7. EmcIicnc| inIe||igence - :e|f-mcniIcring per:cnc|iIy,
:en:iIive Ic :iIucIicn: cnc cL|e Ic cccpI Ic
circum:Icnce: c: neecec.
Leadership Styles Leadership Styles
1. Autocrot|c
CenIrc|izcIicn: |imiIec pcrIicipcIicn: ccercive
mec:ure:
2. Democrot|c
FcrIicipcIicn: freeccm Ic ccmmuniccIe
Lo|ssez-|o|re
1. Autocrot|c
CenIrc|izcIicn: |imiIec pcrIicipcIicn: ccercive
mec:ure:
2. Democrot|c
FcrIicipcIicn: freeccm Ic ccmmuniccIe
Lo|ssez-|o|re
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3. Lo|ssez-|o|re
Depenc: cn Ihe grcup: if :uLcrcincIe: cre
uc|ifiec cnc experiencec
4. Foterno||st|c
Fc|e cf c fcIher: he|p fc||cwer:
3. Lo|ssez-|o|re
Depenc: cn Ihe grcup: if :uLcrcincIe: cre
uc|ifiec cnc experiencec
4. Foterno||st|c
Fc|e cf c fcIher: he|p fc||cwer:
Situational Leadership Situational Leadership
SiIucIicnc| fccIcr: inf|uence :ucce:: cnc/cr
fci|ure cf |eccer:hip
CcnciIicn c - :Iy|e x
CcnciIicn L - :Iy|e y
SiIucIicn vcricL|e:
Cuc|iIy cf |eccer-memLer re|cIicn:hip
SiIucIicnc| fccIcr: inf|uence :ucce:: cnc/cr
fci|ure cf |eccer:hip
CcnciIicn c - :Iy|e x
CcnciIicn L - :Iy|e y
SiIucIicn vcricL|e:
Cuc|iIy cf |eccer-memLer re|cIicn:hip
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1. Cuc|iIy cf |eccer-memLer re|cIicn:hip
2. Ihe cegree cf Ic:k :IrucIure
3. Leccer: pc:iIicn pcwer
4. SuLcrcincIe: rc|e c|criIy
5. Grcup ncrm:
. lnfcrmcIicn cvci|cLi|iIy
7. SuLcrcincIe: cccepIcnce cf |eccer: ceci:icn:
8. SuLcrcincIe mcIuriIy
1. Cuc|iIy cf |eccer-memLer re|cIicn:hip
2. Ihe cegree cf Ic:k :IrucIure
3. Leccer: pc:iIicn pcwer
4. SuLcrcincIe: rc|e c|criIy
5. Grcup ncrm:
. lnfcrmcIicn cvci|cLi|iIy
7. SuLcrcincIe: cccepIcnce cf |eccer: ceci:icn:
8. SuLcrcincIe mcIuriIy
lRM Challenges or Vet. Graduates
Most of you will work as a manager - Management job opportunities
for vet. graduates?
Availability: opportunities for management jobs; may not be in fields that you
would expect.
Trend Increase or decline
Where Public, Private or NGO; Large or Small
Type HRM, R&D, Production
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Type HRM, R&D, Production
SL organizations facing global competition
However, presently most of them are facing with low
productivity, low quality and high cost of production thus low
competitiveness
1he luture Organization
The organization of the future will be so
technologically advanced that it will be run by
just one person and a dog. The person will
be there to feed the dog, and the dog will be
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be there to feed the dog, and the dog will be
there to make sure that the person doesnt
touch anything.
\hy study lRM
It is human who are capable of deciding, implementing,
and controlling activities.
Organizations are established not by gods, but by
human beings.
No computer can substitute human brain, no machine
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No computer can substitute human brain, no machine
can run without human intervention, and no organization
has the mandate to exist if it cannot serve peoples
needs
You can get capital and erect buildings, but it
takes people to build a business
Thomas J. Watson (founder of IBM)
\hy study lRM
It is people who possess skills, abilities and aptitudes
that offer competitive advantage to a firm
Sustainable Competitive Advantage through people
The resources must be of value
The resources must be rare
The resources must be difficult to imitate
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The resources must be difficult to imitate
The resources must be organized
\hy study lRM
HRM is a study about people in organizations how they
are hired, trained, compensated, motivated and
maintained.
HRM a strategic investment rather than simply a cost
to be minimized
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Human Resource Management
(HRM)
Activities undertaken to attract, develop, and
maintain an effective workforce within an
organization
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-All major activities in the working life of a worker from
entry to leave
Strategic Role of HRM
All managers are HR managers
Employees are assets/principal source of competitive
advantage
HRM helps organization to achieve its strategy / goals
Productivity
Quality
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Quality
Customer service
through
Increase job satisfaction
Reduce employee turnover and absenteeism rate
Good labour relations
All round development of employees
Strategic HRM
Company Strategy
Attract an Effective Workforce
HRM planning
Job analysis
Forecasting
Environment
Legal-political
Economic
Technological
Socio-cultural
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Forecasting
Recruiting
Selecting
Develop an Effective Workforce
Training
Development
Appraisal
Maintain an Effective Workforce
Wage and salary
Benefits
Labour relations
Terminations
HRM Iunctions
Attract
Conducting job analyses (determining the nature of each employees job)
Planning labour needs and recruiting job candidates
Selecting job candidates
Develop
Orienting and training new employees
Training and developing, mentoring
Communication (interviewing, counseling, disciplining)
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Communication (interviewing, counseling, disciplining)
Appraising performance
Maintain
Managing wages and salaries (compensating employees)
Providing incentives and benefits
Motivation
Building employee commitment
Equal opportunity and affirmative action
Employee welfare
Employee health and safety
Handling grievances and industrial/labor relations
Importance o lRM to all managers
Examples:
Hire the right person for the job
Maintain low absenteeism and turnover
Have people doing their best
Not to waste time with useless interviews
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Not to waste time with useless interviews
Prevent the company taken to court for unsafe practices,
discrimination, etc.
Provide training to increase efficiency and effectiveness
of the department
Attract
Getting right people possessing the required skills,
knowledge and attitude to perform their assigned tasks
efficiently and effectively.
HR planning systematic process of determining the
present and future personnel requirements of the
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present and future personnel requirements of the
organization and deciding on the most appropriate ways
of meeting those requirements.
Internal labour supply: Promotions and Transfers
External labour supply
Attract
Recruitment attracting as many candidates as possible from
inside and outside the organization.
Within the organization:
Low cost, reward for past performance, improve morale and motivate
employees,
Inbreeding of ideas and attitudes
1. HRIS
Job Posting and Bidding: posting vacancy notices on bulletin boards, publications,
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2. Job Posting and Bidding: posting vacancy notices on bulletin boards, publications,
handouts, and public address messages
Outside the organization:
New ideas; gain secrets from competitors
1. Advertisement
2. Applications and CVs (Resumes)
3. Internet recruiting
4. Employee referrals (recommendations made by current employees)
5. Executive search firms (head hunters)
6. Educational institutions
Attract
Selection process of testing the ability, skill and
aptitude of the candidates to find the best to the specific
job.
Completion of application,
Initial interview (HR dept.),
Emp. Testing (aptitude, achievement),
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Emp. Testing (aptitude, achievement),
Background investigation
Preliminary selection in HR dept.
Supervisor/team interview
Medical exam
Hiring decision
Placement process of assigning a job to an accepted
individual for which he is best suited.
Deelop
Upgrading the skills, knowledge and abilities of
employees resulting in the development of the
organization itself.
Socialization introduce the culture of the
organization (Process of transmitting the key
values, norms, policies, and objectives of the
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values, norms, policies, and objectives of the
company to new comers to shape their attitude
and behavior)
Deelop
Training a learning process (skills, knowledge, and
attitude) that seeks to bring about a permanent
improvement in the ability and behavior of employees so
that they can become better performers (mostly for
operating employees)
1. Need Assessment
2. Design
3. Implementation: On-the-job, Off-the-job, Management Development
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3. Implementation: On-the-job, Off-the-job, Management Development
4. Evaluation
Development an educational process which is
directed to increasing the conceptual ability of the
employees, to help them understand and apply
knowledge in the organizational situation. (mostly for
managerial people)
Career paths: Lines of advancement in an occupational field
within an organization
Deelop
Performance appraisal An
object|ve ossessment o| on
|nd|v|duo|'s per|ormonce
ogo|nst we|| de||ned
benchmork.
Establish Job Expectations
Informing the employee what is
expected of him or her on the job
1. Formal vs. informal appraisal
2. Who are the Raters
What should be evaluated (JcL
kncw|ecge, Cuc|iIy cnc
ucnIiIy, lniIicIive:, Leccer:hip,
CccpercIicn, eIc.)
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Design an Appraisal Program
Performance Interview
Appraise Performance
Use Appraisal Data for
Appropriate Purposes
CccpercIicn, eIc.)
3. When to evaluate
4. What methods of appraisal are
to be used
i. Rating scales
ii. Checklist
iii. MBO
iv. 360-Degree Feedback
systematic collection of
performance data by
immediate supervisor,
team members, customers,
peers, and self.
System perspectie o organizations
System:
A set of interrelated and interdependent parts arranged in a manner
that produces a unified whole.
E.g.. Automobile, society, human body
All systems function by taking inputs from the environment and
transforming them into outputs.
System is made out of various subsystems (e.g. production, HR,
R&D, etc.)
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R&D, etc.)
Today most org. constantly interact with its env. Those groups and
institutions upon which it depends (suppliers, financial inst. Govt.
Agencies, and customers). No org. can survive long if it ignores
govt. regulations, supplier relations, and customer satisfaction
Management: combining and coordinating these various resources to
achieve organizational goals
Principles of HRM
Fundamental truths of HRM. Examples
Individual development: To offer full and equal opportunities to every
employee to realize his/her full potential
Scientific selection: to select the right person for the right job
Free flow of communication: to keep all channels of communication open
and encourage upward, downward, horizontal, formal and informal
communication
Participation: to associate employee representatives at every level of
decision making
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decision making
Fair remuneration: to pay fair and equitable wages and salaries
commensurate with jobs
Incentive: to recognize and reward good performance
Dignity of labour: to treat every job holder with dignity and respect
Labour management cooperation: to promote cordial industrial/ labour
relations
Team spirit: to promote cooperation and team sprit among employees
Contribution to national prosperity: to provide a higher purpose of work to
all employees and to contribute to national prosperity
Exomp|es o| kesources bsed by Orgon|zot|ons
Orgon|zot|on Humon
kesources
F|nonc|o|
kesources
Fhys|co|
kesources
In|ormot|on
kesources
Univer:iIy Fccu|Iy
Ncn-ccccemic
:Icff
GcvernmenI
func:
Ccur:e fee:
CcmpuIer:
8ui|cing:
Fe:ecrch
repcrI:
FuL|iccIicn:
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:Icff Ccur:e fee: FuL|iccIicn:
Municipc|iIy Municipc|
emp|cyee:
Icx revenue
GcvI. grcnI:
8ui|cing: Eccncmic
fcrecc:I:
Hcu:ehc|c
:IcIi:Iic:
Grccery :Icre Sc|e:men/
wcmen
8cck keeper:
FrcfiI:
8cnk |ccn:
8ui|cing:
Di:p|cy :e|ve:
Frice |i:I: frcm
:upp|ier:
New:pcper
cc: