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According to Leon C. Megginson, ³the

term Human Resources can be defined
as´ the total knowledge, skills, creative
abilities, talents and aptitude of an
organization¶s workforce, as well as the
value, attitudes and beliefs of the
individuals involved.´
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Human Resource Management can be defined

as ³the field of Management which has to do
with Planning, Organizing, Directing and
Controlling the functions of procuring,
developing, maintaining and utilizing a labor
force´



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È Concerned with employees

È Concerned with the development of Human
Resources
È Covers all levels and categories of employees
È Applies to all types of organizations
È Continuous Process
È Integrated Approach


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È Provide a range of services which support
the achievement of corporate objectives.
È Enable the organization to obtain and retain
the skilled, committed and well-motivated
workforce.
È Create a climate in which productive and
harmonious relationships can be maintained
between management and employees, thus
developing mutual trust.


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È Ensure that people are valued and

rewarded for what the do and achieve.
È Ensure that equal opportunities are
available to all.
È Maintain and improve the physical
and mental wellbeing of employees.
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r Human resource planning: HRP is one of the key

and prime jobs of human resource management.
Decreasing the layer of the organization structure,
over emphasis on of the decentralization etc. are
increasing the scope of the HRM.
r Employee¶s remuneration and its administration
r Employee¶s motivation
r Maintenance of Industrial Relations
r Potential development of employees


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r PM is workforce centered, directed mainly at the

organization¶s employees; such as finding and
training them, arranging for them to be paid,
explaining management¶s expectations, justifying
management¶s actions etc.
r HRM is resource centered, directed mainly at
management, in terms of developing the
responsibility of HRM to line management,
management development etc.
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r PM is basically an operational function,
concerned primarily with carrying out the day to
day people management activities.
r HRM is more proactive than PM. PM is about
maintenance of personnel and administrative
systems, HRM is about the forecasting of
organizational needs, the continual monitoring
and adjustment of personnel systems to meet
current and future requirements, and the
management of change.
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r Personal Objectives: Personal objective of employees must be
met if employees are to be maintained, retained and motivated.
r Functional Objectives: To utilize the scare human resources to
full fill the organizational demand. It facilitates the organization
to accomplish the mission and vision.
r Organizational Objectives: HRM is continuous process. It is not
an end in itself but to assist the organization with is primary
objectives.
r Societal Objectives: HRM ensures ethically healthy working
culture where there is no discrimination with anybody and equal
employment opportunity, safety and quality of work life.
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r Efficiently employing the skills and ability of the
workforce in the perspective of unique work
demand.
r Making a co-ordination among diverse workforce.
r Achieving quality of work life.
r Effective communication of HRM policies to all
levels.
r Managing change.
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' 
AHRP
ATraining
ARecruitment
AManagement
ASelection Development
ASocialization ACareer
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Development






A ob design ALabor Relation
AReward AHealth and safety
APerformance appraisal ACustomer Relation
A ob evaluation
 
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r Five ³M´ are the main aspects of any kind of

business activities and for any kind of
organization to run its functions smoothly. These
are Men, Machines, Material, Money and Minut
i.e. Time. But the most important asset for any
business organization is the first M i.e. Men.
 
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r Four major components have been identified for

effective and efficient human resource
management. These are values, emotions, skills,
and motivation.
: Values generally influence attitude
and behavior. Managing human resources
requires great values of employees so that team
spirit and sound culture can be imagined.
 
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 : It is a kind of cognitive factor by

which emotional intelligence can be imagined.
The control over mind, making dedication and
ensuring enthusiasm are the response of emotions.
! kind of attribute of a person which
embarks competencies for achieving the goal.
Technical skills, Human skills and Conceptual
skills are essential for HRM.
 
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: Motivation is important as oxygen is

important for life. There are number of factors
which motivate employees in the organization
like; responsibility, authority, working conditions,
organizational culture and organizational policy
etc.
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r HR professional become strategic partners when

they participate in the process of defining
business strategies, when they help in converting
strategy to action, and when they design HR
practices that align with the overall business
strategy. By fulfilling this role, HR professional
increase the capacity of a business to execute its
strategies.
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r HR planning is very much align to the overall

business strategy of the organization.
r HR strategy needs to be in sync with the business
objectives, and the systems and process
incorporated must also support the required
results.
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r The three Ps make the sense of all about the

HRM.
r These are: People, Process and
Performance. People, are the common
factor while process involves the
organizational process and performance is
linked with the return on investment.
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r Changes in socio-economic, technological

innovation and political conditions are
bound to bring about change in the
environment within the organizations.
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    " 

Shareholder HRP HR Outcomes
Management T&P Congruence
Government Reward System Commitment
Employees HR Policies Cost
effectiveness
Community HRM
IR

A Corporate Strategy
A Business Strategy
A HRM
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r Today¶s organization need to develop and manage

people who can think, lead and act from a global
perspective, and who must possess a global mindset
as well as global skills.
r These HRM practices are:
* Transformation of ideas, skills and practices.
* Stress on enhancing capability, not only
capacity.
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* Developing leadership and management

capability, so that everybody can act and think
like a manager.
* Developing team spirit.
* Addressing spirituality so that everybody can
following organization¶s ethics without any kind
of enforcement but by their own willingness.
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: :
A
L AMotivation
ACulture ATeam Spirit
ASatisfaction AValues

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r Hard and Soft approaches to HRM.

r µHard¶ approach to HRM in which employees are
viewed as a resource to be managed like any other
factor of production.
r In this approach, the critical task for management
is to align the formal structure and HR systems of
the organization so that they drive the strategic
objectives of the organization.
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r The strategic model of HRM developed by

Fomburn et al(1984)argued that an over-emphasis
cannot be ignored if business strategies is to
succeed.
r µSoft' approach to HRM in which employees are
viewed as a valuable asset whose commitment
will assist in achieving organizational success.
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r The objective for organization in such an

approach is to integrate HR policies with the
strategic planning process, to gain the willing
commitment of employees, to achieve flexibility
through avoidance of rigid bureaucratic structures
and to improve quality.
r The most well known µsoft¶ model of HRM,
known as the Harvard Model of HRM (Beer et al
1984), views business strategy as just one
situational factor which influences managements
approach to HRM.
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r áey stakeholders: Government ± Is a key stakeholder.
The significance of this stakeholder is of particular
relevance for public sector organizations, because
government act as both stakeholder and employer.
Government may act as a key driving force for HRM
reform.
r áey stakeholders: Management ± Storey(1992)
argues that the real appeal of HRM for top
management is its apparent ability to bring coherence,
direction and form to a cluster of existing personnel
policies.
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r áey stakeholders: Unions ± As key

stakeholders in Organizational decision
making. It includes direct involvement of
employees, in addition to representation by
unions on behalf of employees.



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Module 1-Nature and Scope of Human Resource
Management.
Module 2- Organization of Personnel Functions.
Module 3- Manpower Planning, ob description,
Scientific Recruitment and Selection Methods.
Module 4- Motivation Strategies, incentive schemes,
job enrichment, job satisfaction, Personnel turnover.
Module 5- Performance Appraisal System.
Module 6- Training and Development.
Module 7- Organization Development ± Organization
structures, Re-engineering multi skilling, BPR.
Module 8- Management of Organization Change.
Module 9-HRD strategies for long term planning and
growth, Productivity and HRM
Module 10- Introduction to Human Audit.