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HRM Policies and Practices

Course Code: MGT450 Dr. Saqib Yousaf

ntroduction to Course
!ature and Sco"e of HRM C#allen$es in HRM %n n&est'ent Pers"ecti&e of HRM Hu'an Resource Plannin$ (ob %nal)sis and (ob Desi$n Recruit'ent and Selection nductin$ and Placin$ !e* Hires Perfor'ance %""raisal Co'"ensation Mana$e'ent +co'"onents of re'uneration, incenti&es, benefits and ser&ices, frin$e benefits, "erquisites, to" e-ecuti&es re'uneration.

ntroduction to Course
Healt# and Safe /n&iron'ent Mana$in$ Se"arations and Ri$#tsi0in$ ndustrial Relations

Trade 1nions Resol&in$ Dis"utes 2abour 2a*s in Pa3istan /qual /'"lo)'ent Practices in Pa3istan nternational Hu'an Resource Mana$e'ent

/&aluatin$ HR effecti&eness

Gradin$ S)ste'
%ssi$n'ent 6ui00es Graded Discussion Sessionals + and . 8inal /-a' T9T%2 40 M%R5S 40 M%R5S 05 M%R5S 75 M%R5S 50 M%R5S 400 M%R5S

2ecture 9&er&ie*
HRM Definition Sco"e of HRM Difference bet*een HRM and PM
Resource Management 8unctions of HRM Human De"art'ent

HRM 8unctions and 9b:ecti&es

Readin$ Material

Gary Dessler : Human Resource Management Publisher National Book Foundation

CH%PT/R 4
1!D/RST%!D !G TH/ !%T1R/ %!D SC9P/ 98 HRM

2ecture 9&er&ie*
;#at is HRM< HRM %cti&ities Sco"e of HRM Difference bet*een HRM and PM HRM 9b:ecti&es and 8unctions

H1M%! R/S91RC/ M%!%G/M/!T +HRM.

HRM defined as
HRM is management function concerned with hiring , motivating and maintaining people in an organization. It focuses on people in organization +%s*at#a""a, 700=, ".5.

HRM: Peo"les Di'ensions n 9r$ani0ations


HRM: t#e a""lication of 'ana$e'ent functions and "rinci"les related to e'"lo)ees HRM functions a""licable e&er) *#ere +not for "rofit and "rofit dri&en or$ani0ations. /'"lo)ees decisions are inte$rated /'"lo)ee decision brin$s effecti&eness>efficienc) in or$ani0ation HRM includes all 'a:or acti&ities in "rofessional life of a *or3er %ll acti&ities fro' e'"lo)ee entr) to 'ana$in$ "erfor'ance and trainin$ until #e or s#e lea&es

HRM %cti&ities
HR Plannin$ (ob %nal)sis and Desi$n Recruit'ent and Selection Trainin$ and De&elo"'ent Re'uneration ;elfare Safe and Healt#) ;or3 /n&iron'ent ndustrial relations

SC9P/ 98 HRM
4. ntroduction to HRM 7. /'"lo)ee Hirin$ ?. /'"lo)ee Re'uneration 4. /'"lo)ee Moti&ation 5. /'"lo)ee Maintenance @. ndustrial Relations A. Pros"ects of HRM

Sco"e 9f HRM
Prospects o HRM !ntroduction o HRM $mployee Hiring

"areer De#elopment

HRM

$mployee Remuneration

!R

$mployee Maintenance

$mployee Moti#ation

%ource: &s'athappa( )**+( p,-

T#e Se'antics
T#ere t*o ter's 4. PM +Personnel Mana$e'ent . 7. HRM +Hu'an Resource Mana$e'ent . PM and HRM are different in sco"e and orientation HRM is broad conce"t PM and HRD +Hu'an Resource De&elo"'ent. are "art of HRM

Differences Bet*een HRM and PM


Dimensions 1.Employment contract .Rules %.&uide to management action (.'eha"iour referent +.Managerial tas# "is,-, "is labor ../peed of decision 1.Management role 3.Communication 4. Pri5ed management s#ills 16./election 11.7abour management 1 .8ob categories and PM Care full delineation of written contracts !mportance of de"ising clear rules Procedures )orms $customs and practices Monitoring /low 2ransactional !ndirect )egotiation /eparate $marginal tas# Collecti"e barraging contracts Many HRM Aim to go behind contract Can do outloo#$ impatience with rule 'usiness need *alues and mission )urturing 0ast 2ransformational leadership Direct 0acilitation !ntegrated$ #ey tas# !ndi"idual contracts 0ew

Differences Bet*een HRM and PM


Dimensions 1+.Respect for employees PM 7abour is used as tool which is spendable and replaceable !nterest of organi5ations are uppermost Precedes HRM E:ternal Mechanistic 2op down centrali5ed 7abour Management Piecemeal 8ob e"aluation Controlled accessed to courses HRM Peoples are used as assets to be used for the benefit of organi5ation Mutuality of interest 7atest in e"olution of sub9ects !nternal ;rganic 'ottom,up Decentrali5ed Customers !ntegrated Performance related 7earning companies

1../hared interest 11.E"olution 13.7ocus of control 14.;gani5ation principles

6.<ey relations 1.!nitiati"es .Pay %.2raining and de"elopment

%ource: &s'athappa( )**+( p,.

HRM 8unctions and 9b:ecti&es


T#e 'ain ob:ecti&e of HRM is to ensure t#e a&ailabilit) of *illin$ and co'"etent force to an or$ani0ation T#ere are ot#er ob:ecti&e of HRM too 4. Societal ob:ecti&es 7. 8unctional ob:ecti&es ?. 9r$ani0ational ob:ecti&es 4. Personal ob:ecti&es

HRM 81!CT 9!S %!D 9B(/CT C/S

Societal 9b:ecti&es

9r$ani0ational 9b:ecti&es

8unctional 9b:ecti&es

Personal 9b:ecti&es

%ource: &s'athappa( )**+( p,+

HRM 8unctions and 9b:ecti&es


4 Societal ob:ecti&es Societal ob:ecti&es of HRM 'a3e sure t#at t#e or$ani0ation is sociall) and et#icall) res"onsible Mini'i0in$ ne$ati&e i'"act of societal de'ands on or$ani0ations 8or e-a'"le: /9/ la*s forces or$ani0ations to be et#ical in recruit'ent, to 'ini'i0e t#e discri'ination a$ainst #irin$ based on et#nicit), race, and reli$ion etc.

HRM 8unctions and 9b:ecti&es


7 9r$ani0ational ob:ecti&es To deter'ine t#e role of HRM in or$ani0ational effecti&eness ts "ur"ose is to assist>ser&e or$ani0ation

HR de"art'ent also ser&e ot#er de"art'ents

HRM 8unctions and 9b:ecti&es


? 8unctional ob:ecti&es To 'aintain de"art'ent contribution in or$ani0ational effecti&eness HR de"art'ent ser&ices 'ust fit into t#e or$ani0ational needs

HRM 8unctions and 9b:ecti&es


4 Personal ob:ecti&es To assist e'"lo)ees in ac#ie&in$ t#eir "ersonal>indi&idual $oals Ma-i'u' contribution to or$ani0ation Personal ob:ecti&es are ac#ie&ed *#en e'"lo)ees are satisfied, 'oti&ated and retained Satisfied e'"lo)ees e-cellent ser&ices e-cellent or$ani0ational "erfor'ance

HRM 8unctions and 9b:ecti&es


HRM ;b9ecti"es Societal Objectives /upporting 0unctions Legal compliance Benefits Union-Management relationship Human Resource Planning mplo!ee Relations "raining an# $evelopment Performance %ppraisal Placement Performance %ppraisal Placement 'ompensation "raining an# $evelopment Performance %ppraisal Placement
%ource: &s'athappa( )**+( p,/*

Organizational Objectives

&unctional Objectives Personal Objectives

Su''ar)
;#at is HRM< HRM %cti&ities Sco"e of HRM Difference bet*een HRM and PM HRM 9b:ecti&es and 8unctions

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