HUMAN

RESOURCE
DEVELOPMENT
MODULE - 1

1
NATURE & SCOPE
OF
HRM

2
 NATURE & SCOPE OF HRM
 Introduction.
 Definition.
 H.R.M.
 Personal v/s H.R.
 Meaning of H.R.

3
 INTRODUCTION
• Introduction . Art or Science.
• Definition.
– The art of getting things done through people.
Mary Parker Follet.
– Field of Human Behaviour in which managers plan,
organize, staff, direct & control human, physical and
financial resources in an organized effort, in order to
achieve desired individual and group objectives with
optimum effectiveness and efficiency.

4
 MEANING OF
HRM
 Physiological, Psychological,
Sociological and Ethical.
 Long term & short term aspects of HR /
Personnel Management.

5
 PERSONNEL VS
HRM
1. Management of People 1. Management of skills,

Employed. Knowledge, abilities, talents,

aptitudes, creative abilities.

2. Economics of services & 2. Economics plus Social & Psyche

Wages. aspects. Total approach.

3. Viewed as commodity or tool. 3. Treated as a resource.

4. Cost centre. 4. Profit centre.

5. Used for Organisation benefit. 5. Used for multiple mutual benefit

6. Treated as auxiliary. 6. Strategic Management function.

6
 PERSONNEL
MANAGEMENT &
HRM
• Personnel Management
– Responsibility of all line managers in all organization.
– Part of management.
– Universal.
• Meaning of HRM. Complex, Dynamics &
Challenging task.

7
 ANALYSIS OF HRM
• Concerned with employees both as individuals & group in attaining
goals.
•
• Concerned with development of H.R. potential.
• Covers all levels.
• Universals & applies to all organization.
• Continuous & never ending.
• Aims at attaining organization goals, individual aspirations and
society in an integrated manner.
• Responsibility of all line managers.
• Concerned monthly with managing human resource at work.
• H.R.M. is central sub system of an organization and it permeates all
types of functional management.
• Aims at securing unreserved co – operative from all employees to 8
attain organization goals.
 SIGNIFICANCE OF
HRM
• Nations Well – being.
• Man Vs Machine.
• Personnel Vs General Management.
• HR System as Central Sub System.
• HR Accounting.
• HR and Market Economy.
• Knowledge and Competitive Advantage.
• Products and HR.
• Marketing and HR.
• Management Techniques and HR.
• Organizational Structures and HR.
9
FEATURES
OF
HRM

10
FEATURES OF HRM

Govt Tech
Policy

Org
Political Mktg Objectives Customers

Org
HRM Production
Politics

Org Trade
Economic Finance Structure Union

Social / HR
Religious Potential

11
 FUNCTIONS OF HRM

• Managerial Functions.
– Planning. Predetermined course of action.
– Organising. Structure & process with common
objective (s).
– Directing. Progressive Logical function.
– Controlling. Regulating & Monitoring.

12
 FUNCTIONS OF HRM
Operative Functions.
 Procurement.
 Development.
 Compensation.
 Integration.
 Maintenance.
 Separation.
13
 OBJECTIVES OF HRM
(a) To create & utilize able motivated HR.
(b) To established and maintain sound organization
structure and desirable working relationship.
(c) To secure integration of individual & groups.
(d) To create facilities & opportunities for individual or
group development.
(e) To attain an effective utilization of H.R.
(f) To identity & satisfy individual and group needs.

14
 OBJECTIVES OF HRM
(g) To maintain high employee morale and sound human
relations.
(h) To strengthen and appreciate human assets
(i) To consider and contribute to minimize social – economic
evils.
(j) To provide an opportunity for expression.
(k) To provide fan, acceptable & efficient leadership
(l) To provide facilities & conditions of work.

15
 OPERATIVE FUNCTIONS
PURPOSE

MISSION & OBJECTIVES

STRATEGIES & OBJECTIVES & POLICIES

MANAGERIAL FUNCTIONS

PLANNING ORGANISING DIRECTING CONTROLLING OPERATIVE FUNCTIONS

EMPLOYMENT H.R DEVP COMPENSATION HUMAN RELATION

MANAGEMENT
Org Design
HR Plg Performance Job Motivation.
Recruitment Appraisal. Evaluation. Morale.
Job Design Selection Training. Job Satisfaction.
Wage & Salary
Induction Mgt Devp. Administration. Communications.
Placement Career Plg & Devp. Fringe Benefits. Grievances &
Job Analysis
Org Change & Discipline. 16
Org devp. TQM.
 TERMS
 Mission. Link activities with the needs of society.

 Objectives. Open ended attributes denoting future

state or outcome required to achieve the objective.

 Strategy. Broad statement of intent; shows types

of action required.

 Tactics. Action plans.

17
 STRATEGIES
 Best Product.

 Offering Best Service.

 Selling at Best Price.

18
 PRE – REQUISITES
 Correct recruitment.

 Communicate Management view.

 Maintain sound relations.

 Formulation of sound HR policies.

19
HRM POLICIES, PROCEDURE
& PROGRAMMES
 Definition Policy : A set of predetermined action
guidelines, that act as a reference point for
managers in dealings with employees.
 Procedure : Policies are general, procedures are
specific application – action guidelines.
 Need for HRM Policies : Accomplish the objectives
of the organization and meet aspirations of
individuals and group. 20
 ADVANTAGES OF
HRM POLICIES
Helps delegations of authority.
Uniformity of application.
Assists in better control.
Sets standout of efficiency.
Builds confidence.
Provides for speedy decision.
Acts as a co- ordinating device.
21
 CHARACTERISTICS OF
SOUND HRM POLICIY
o Related to Objectives.
o Easy to understand.
o Precise.
o Stable & Flexible.
o Based on facts.
o Appropriate Number.
o Just, Fair & Equitable.
o Reasonable.
o Review & Change.
22
 COVERAGE OF
HRM POLICIES

 Social Responsibility.
 Employment.
 Promotion.
 Development.
 Relation.

23
ORGANISATION
OF
HRM

24
 DESIGNING AN
ORGAINSATION STRUCTURE
(a) External Environmental – Economic, Political & legal etc
(b) Overall aim & purpose of the enterprise – wealth generation.
(c) Objective – Specific aim.
(d) Activities.
(e) Decisions to be taken – vertical / horizontal dimensions.
(f) Relationship – Communication.
(g) Job structure.
(h) Organisation climate.
(i) Management style.
(j) Human Resource – Availability.
25
 OTHER ASPECTS OF DESIGN

 Relationships – Formal / Informal Organization.

 Responsibility.

 Authority.

 Accountability.

26
 LINE & STAFF
Line Relationship Staff Relationship
1. Relationship between two managers. 1. Staff functions separated.

Superior & Sub-ordinates.

2. Line manager decision final . 2. Advice & help from
specialists.
3. Uninterrupted delegation of authority. 3. Staff responsible for
planning for execution.

27
 LINE LAYOUT
MANAGING DIRECTOR

GM

MKTG FIN PROD R&D H.R.

MANAGER MANAGER MANAGER MANAGER MANAGER

DY PROD
MANAGER

WORK
FORCE

28
 ROLE OF HR MANAGER
 Employment. HR Plg, Recruitment, Selection, Induction &
Placement.
 HR Development. Performance Appraisal, Training,
Management Development, Career Plg & Development. Org
Change and Org Development.
 Compensation. Job Evaluation, Wages & Salary Admn and
Policy.
 Human Relations. HR Policy, Grievances & Discipline and HR
Relationship.

29
 QUALITIES OF HR MANAGER
• Knowledge & Intelligence.
• Responsible.
• Understand Human Psyche.
• Tactful Handling.
• Helpful & Source of Help.
• Good Negotiator.
• Good Controller.
• Educational Skills.
• Discriminating Skills.
• Executive Skills( Training, Professional Skills etc.)
30
 CURRENT TRENDS
 Flat Structure.

 Build Teams around Projects.

 De-Layering.

 Down- Sizing (Reduce Over Staffing).

 No-Hierarchical Structures.

 All Managers are HR Managers.

31
CONCLUSION

32