UNIT-I

Human Resource Management

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HUMAN RESOURCE MANAGEMENT

MEANING AND DEFINITION: It is a process of bringing organizations and people together to achieve the goals of both. It is a part of management process which is concerned with the management of human resources of an organization it may be defined as the art of procuring, developing, and maintaining competent workforce to achieve the organizational goals effectively and efficiently. simply said HRM may be defined as the art of procuring, developing, and maintaining competent workforce to achieve organizational goals efficiently

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Acc to FLIPPO, HRM is the planning, organizing, directing and, controlling of the procurement ,development, compensation integration ,maintenance and separation of human resources to the end that individual, organizational and social objectives are accomplished. we can say that it is concerned with people at work and their relationships with each other , it may be defined as a set of programs, functions and activities designed to maximize both personal and organizational goals.

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OBJECTIVES OF HRM
To help the organization reach its goals. To employ the skills and abilities of the workforce efficiently. To provide the organization with well-trained and wellmotivated employees. To increase the employees job satisfaction and selfactualization to maximum level. To develop and maintain a quality of work life. To communicate hr policies to all employees. To be ethically and socially responsive to the needs of the society.
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Scope of HRM

Procurement Training and development Job analysis and job description Remuneration Personnel records Welfare and industrial relations

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HR ACTIVITIES
I. Determines the requirements of those individuals who will work and hold the mission , vision and values of a company and also brings such individuals to the areas where needed. Creates and implements orientation program that eases the adaptation of new employees to their jobs and to the company. Determines the requirement of training that accelerates the workers technical and personal development.. Prepares procedures and forms related to human resources to ensure that employees are made aware of company practices and processes.
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II.

III.
IV.

V.

Prepares job description for every task included within the performance management system (PMS). VI. Supports PMS implementation. VII. Counsels company employees. VIII. Conducts total personnel/employee procedures. IX. Prepares payroll and manages insurance procedures. X. Prepares various statistical information reports relating to employees. XI. Organizes motivational activities and events.

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Challenges to HRM
i. ii. iii. iv. v. vi. Globalization Technological changes Political and legal factors Social factors Trends in the nature of work Work force diversity
a. b. c. d. Composition Women at work Changes in employee values Level of education
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vii. Changes in 21st century impacting HRM

a. b. c. d. e. Scope of promotions More scope for talented employees Lean and mean organizations Employer-employee relations Healthier work environment

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JOB ANALYSIS
Job analysis is a formal detailed examination of jobs. It is a process of gathering information about a job. It may be defined as the process of determining ,and reporting relevant information relating to the nature and of a specific job. It is the determination of the tasks which comprise the job and the skills, knowledge, abilities, and responsibilities required by the worker for a successful performance and which differentiate one job from all others.

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JOB TERMINOLOGY
TASK: It is an action or related group of actions designed to produce a definite outcome or result POSITION: A position is a group of similar tasks and responsibilities assigned to one individual JOB: A group of related tasks/positions of the same kind or level JOB DESCRIPTION: It is an organized, factual statement of duties & responsibilities of a specific job JOB SPECIFICATION: It is a statement of minimum acceptable human qualities necessary to perform a job

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JOB ANALYSIS INFORMATION AND FACTS

Job description Contains information and facts about Job identification: job title, location, code, short name,department and unit. Job summary:jopb contents, its authority, responsibility, hazards, etc. Relation to other jobs (relation with superiors & subordinates). Machine tools and equipment used. Conditions, location of work, working hours, posture-standing, sitting, walking speed, accuracy, health hazards, occupational diseases, etc. Job specification Contains information and facts about Education Experience Training Initiative Physical effort Physical skills Responsibilities Communication skills Emotional characteristics Sensory demands like vision, smell, hearing, etc

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Methods of data collection

1. 2. 3. 4. 5. Interviews Direct observations Maintenance of long records Questionnaires Critical incident method

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Functions of HRM
The functions of HRM are divided in to two broadly classified categories: Managerial Functions and Operative Functions. Managerial functions:

Planning Organising Directing Controlling

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 Operative functions: 1. Employment

Job analysis Human Recourse Planning Recruitment Selection Placement Induction and orientation Performance Appraisal Training Management development career Planning and Development Organization development
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2. Human Resource Development

3. compensation

Job Evaluation Wage and Salary Management Incentives Bonus Fringe Benefits Social Security Measurements

4. Human Relations 5. Effectiveness of Human Resource Management

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JOB DESIGN
Job design is defined as the process of making a decision on
The content of a job in terms of duties and responsibilities The methods to be used in carrying out a job , in terms of techniques ,systems and procedures The relations that should exist between the job holder and his superiors, subordinates and colleagues
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Five core job characteristics are especially important to job design: 1. Skills variety - the degree to which a job holder must carry out a variety of different activities and use a number of different personal skills in performing the job 2. Task identity - the degree to which performing a job results in the completion of a whole and identifiable piece of work and produces a visible outcome that can be recognised as the result of personal performance. 3. Task significance - the degree to which a job has a significant impact on the lives of other people, whether those people are co-workers in the same organisation or individuals outside the organisation.
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 4. Autonomy - the degree to which the job holder has the freedom, independence and discretion necessary to schedule work and to decide which procedures to use in carrying it out. 5. Feedback - the degree to which performing the activities required by the job provides the employee with direct and clear information about the effectiveness of his or her performance.

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Methods of job design

Job specialisation - involves using standardised work procedures and having employees perform repetitive, precisely defined and simplified tasks. Job enlargement - seeks to horizontally load a job by adding to the variety of tasks to be performed. Job rotation - increases task variety by periodically shifting employees between jobs involving different tasks. Job enrichment - involves making basic changes in job content and level of responsibility.

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 Socio-technical enrichment - focuses on the relationship between technology and groups of workers. The aim is to integrate people with technology. Autonomous work teams - represent job enrichment at the group level. The employer sets up self-managed work teams who are responsible for accomplishing defined performance objectives.

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Approaches to job design

There are three important approaches to job design
Engineering approach Human approach The job characteristic approach

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HUMAN RESOURCE PLANNING ( H R P )

Definition 1: - Need, Availability, Supply=Demand HRP includes estimation of how many qualified people are necessary to carry out the assigned activities, how many people will be available, and what, if anything, must be done to ensure personnel supply equals personnel demand at the appropriate point in the future. Definition 2: - Right numbers, Capability, Organization Objectives HRP is a Process, by which an organization ensures that it has the right number and kind of people at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives. Definition 3: - Translation of objectives into HR numbersHRP is a process of translating organizational objectives and plans into the number of workers needed to meet those objectives.

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MEANING / PURPOSE OF HRP

In simple words HRP is understood as the process of forecasting an organizations future demand for and supply of the right type of people in the right numbers. It is only after HRP is done, that the company can initiate and plan the recruitment and selection process. HRP is a sub-system in the total organizational planning. HRP facilitates the realization of the companys objectives by providing right type and right number of personnel. HRP is important because without a clear-cut manpower planning, estimation of a organizations human resource need is reduced to mere guesswork.

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NEED & IMPORTANCE OF HRP

Forecast future personnel needs: To avoid the situations of surplus or deficiency of manpower in future, it is important to plan your manpower in advance. For this purpose a proper forecasting of futures business needs helps you to ascertain our future manpower needs. From this angle, HRP plays an important role to predict the right size of manpower in the organization. Cope with change: HRP enables an enterprise to cope with changes in competitive forces, markets, technology, products and government regulations. Such changes generate changes in job content, skills demands and number of human resources required. Creating highly talented personnel: Since jobs are becoming highly intellectual and incumbents getting vastly professionalized, HRP helps prevent shortages of labor caused by attritions. Further technology changes would further upgrade or degrade jobs and create manpower shortages. In these situations only accurate human resource planning can help to meet the resource requirements. Further HRP is also an answer to the problems of succession planning.
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 Resistance to change & move: The growing resistance towards

change and move, self evaluation, loyalty and dedication making it more difficult to assume that organization can move its employees everywhere. Here HRP becomes very important and needs the resources to be planned carefully. Other benefits: Following are the other benefits of HRP. Upper management has a better view of HR dimensions of business Management can anticipate imbalances before they become

unmanageable and expensive. More time is provided to locate talent Better opportunities exists to include women and minorities in future growth plans Better planning of assignments to develop managers Major and successful demands on local labor markets can be made.
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HUMAN RESOURCE INFORMATION SYSTEM

A human resource information system (HRIS) is a systematic procedure for collecting, storing ,maintaining retrieving and validating data needed by an organization about its human resources. The HRIS is usually a part of the organisations larger management information system (MI S). Though HRIS is not computerized but, it has its own advantages of computerizing by providing more accurate and timely data for decision making. Human Resource Information System is an organized method of providing information about human resources, their functioning, external factors relevant to managing human resources.

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 OBJECTIVES To provide accurate information about human resource and

their functioning and relevant environmental factors. To provide relevant information To provide information on timely basis EXTERNAL INFORMATION Nature of competition for HR of different types Nature of availability of HR from different sources Nature of training & development facilities available outside the organization. Nature of expectation of HR from the organization Socio-cultural & other back ground of HR.

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 Various government policies affecting the employment conditions of people. Various labour laws which are relevant for managing HR in the organization. Status of trade union movement and its attitudes towards employer- organization. Various HRM practices adopted by different organization nationally & internationally. HR department of an organization is required to collect information about these factors from different sources and to make it a part of its H.R. information system.

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 INTERNAL INFORMATION. Particulars Of Each Employees Types Of Employees Recruited During The Year Training And Development Offered Results Of Performance Appraisal Promotion, Demotion, Transfer, Separation Of Employees Compensation, Packages, Both Financial And Non-financial Offered Employee Absenteeism Employee Turnover Maintenance, Safety And Health Services Number And Nature Of Disputes Between Labour And Management And Their Outcomes.
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 Area of HRIS application: Training management Risk management Turnover analysis Succession planning Flexible-benefits administration Compliance with government and legal requirement Attendance reporting and analysis HRP Accident reporting and prevention Strategy planning Financial planning and other related areas.

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