HUMAN RESOURCE MANAGEMENT

INTRODUCTION
Human resource management is an approach to the
Management of people, based on four fundamental principles

1. Human resources are the most important assets an

Organisation has and their effective management is the key to
ts success.

2. This success is most likely to be achieved if the personnel

Policies and procedures of the enterprise are closely linked
With and make a major contribution to, the achievement
Of corporate objectives and strategic plans.
contd.
3. The corporate culture, values, organizational climate and
Managerial behavior will have a major influence on the
Achievement of excellence.

4. HRM is concerned with integration- Getting all members

Of the organization involved and working together with a
Sense of common purpose.
 DEFINITIONS OF HRM

“Human resource management is the function performed in

Organizations that facilitates the most effective use of people
(employees) to achieve organizational and individual Goals”.
Ivancevich and Glucck

“The human capital management philosophy considers

Workforce planning, candidate sourcing, recruiting, employee
retention and skills management from a single context”.
P. Callander
“The challenge of managing human resources is to ensure
That all activities are focused on business needs. All HR
Activities should fit together as a system and be aligned with
HR strategies. These strategies, in turn, should be aligned
With the business strategies”.
Walker
 History and origins of HRM

# HRM has existed since the beginning of time.

# Developed formally as a result of the industrial revolution.
# Working conditions became social and industrial issues.
# Growth of trade unions and IR systems.
The Human factor
 Consist of inter- related,
interdependent, and interacting
 Physiological,
 psychological,
 sociological and
 Ethical components.
Economic and non economic
factors.
Functions of HRM
 Management function

 Staff Function

 Technical function
 FEATURES OF HUMAN RESOURCES
MANAGEMENT

# People oriented
# Comprehensive function
# Individual - oriented
# Continuous function
# A staff function
# Pervasive function (Central Sub Function)
# Challenging function
# Development - oriented
Human Resources mgmt and
Personnel Mgmt
ENVIRONMENTAL INFLUENCES
ON HRM

# Technological innovation
# Economic factors
# Employee’s organizations
# Labour markets
# Changing demand of employees
# Legal factors
Personnel Mgmt
 Narrow in scope

 Deals with personnel aspects;

leadership, justice determination, task
specialization, staffing, performance
appraisal, etc
Human resources Mgmt
 Growth oriented and goes beyond personnel
mgmt
 Increase productivity

 Improve quality

 Improve organizational climate

 Ensure personal growth

 PERSONNEL MANGEMENT vs HUMAN
RESOURCE MANAGEMENT

Personnel Management:
A set of functions or activities (e.g. recruitment, selection,
Training, salary administration) often performed effectively
But with little relationship between Various activities
or with overall organizational objectives.

Human Resource management:

An integrated set of personnel activities, linked strategically
With organizational objectives.
 STRATEGIC HUMAN RESOURCE
MANAGEMENT

# Responsiveness to competition and globalization

# Alignment to business strategy
# Jointly conceived and implemented by line and HR managers
# Quality HRM practices
# Management of change
New roles of HR specialist :- strategic partner, employee champion,
Administrative expert, agent of transformation.
 HUMAN RESOURCE MANAGEMENT
ISSUES

# Quantity and quality of employees

# Strategic recruitment and selection practices
# Retention
# Productivity and motivation
# Job design
# Integration and accountability of functions
# Evaluation
 HUMAN RESOURCE MANAGEMENT – THE
FUTURE

# Devolution of ‘lower level’ HR functions to line managers

# Automation of some administrative tasks
# Outsourcing non-key HR activities
 Human relations management

Is a process that brings into contact with

Influenced by their leaders, jobs, and other aspects at work

Scope of Human Relations
 Causes and Perspective
 Everyman is unique in talents, ambitions
and work exposure that conflict with :

 Matching so many unique sets to standardized

technology
 Experiences failure and success at work
 Structural definitions causing difficulties
 Size, geographic location, economic health, and
degree of automation define the work
 Radical changes basic organizational
structure can cause strain in human
relations
 Innovation in technology and production
methods
 Need to change the behavioral patterns
can create problems in human relations
 Promotions to high levels
 Lead time to get in par with others
 New recruits
Objectives of Human relations
 Attempt to improve employee morale
and motivation
 Open communication

 Empowerment
Human relations movement
 Hawthorn Studies

 Elton Mayo and F J Roethisberger

 Economic incentives are less potent than
presumed
 Leadership practices and work group pressure
profoundly influence
 Any factor influencing employees must embedded
to social system
The human potent movement
 1970s development of developing one’s
true potentials
 IDP
 Career Development
 Assertive training for women
Human Resource Planning