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INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
- 2. MODULE 1 Introduction to Human Resource Management: Meaning, definition, importance, scope and objectives of HRM; Evolution and development of HRM; Approaches to HRM- Personal management Vs Human Resource Management; HRM and competitive advantage. HR department organizational composition, role, functions
- 3. Meaning Human Resource Management is the process of recruitment, selection of employee, providing proper orientation and induction, providing proper training and the developing skills, assessment of employee (performance of appraisal), providing proper compensation and benefits, motivating, maintaining proper relations with labor and with trade unions, maintaining employee’s safety, welfare and health by complying with labor laws of concern state or country.
- 4. Definition Edwin Flippo defines- • HRM as “planning, organizing, directing, / • controlling of procurement, development, compensation,/ • integration, maintenance and separation of human resources / • to the end that individual, organizational and social objectives are achieved.”
- 5. EVOLUTION OF HRM 1. Period before Industrial Revolution – agriculture economy with limited production 2. Period of Industrial Revolution (1750 - 1850) – modernization of factories • Worker’s wages • Worker’s record maintenance • Worker’s healthcare 3. Post Industrial Revolution 1. FW Taylor introduced Principles of scientific management • Worker’s training • Wage Uniformity 4. SHRM
- 6. Features of HRM Inherent part of management Pervasive function – required at all levels Human Capital Basic to all functional areas People centered activity Involves personnel activities or functions Continuous process
- 7. Features of HRM Goal oriented Individualistic approach Dynamic function Interdisciplinary Based on human relation
- 8. Scope of Human Resource Management • 1. Personnel Aspect • Human Resource Planning • Job Analysis • Recruitment and Selection • Orientation and Induction • Training and Development • Personnel Appraisal • Compensation Planning • Motivation 2. Welfare Aspect 3. Industrial relation Aspect
- 9. APPROACHES OF HRM • HARD HRM • Based on concept of scientific management postulated by Fredrick W Taylor • time and method studies, standardization of work tools, functional foremanship, differential pay-rate systems, cost containment and instructional cards • quantitative in nature as it focuses on the strategic needs • SOFT HRM • human relations school of thought led by Elton Mayo in the Hawthorne studies • emphasized the human dimension of workers through the demonstration of the importance of group pressures, social relations, and attitudes towards supervision • effective communication, training and development, motivation, culture, values and involvement
- 10. IMPORTANCE OF HRM 1. Adoption and continuing evolution of personnel programmes and policies. 2. Utilizes Scientific selection process. 3. It ensures training and development of human assets. 4. It prepares workers according to the changing needs of industry and environment. 5. It motivates workers 6. Reducing costs and helps in increasing productivity. 7. Restoring the industrial harmony and healthy employer-employee relations. 8. It establishes mechanism for the administration of personnel services that are delegated to the personnel department.
- 11. Basis Personnel Management Human Resource Management Objective Managing people at work Working for the growth & development of the workforce Approach Traditional Modern Perspective Machines or Tools Resource & Asset Type of function Routine function Strategic function Basis of Pay Job Evaluation Performance Evaluation Management Role Transactional Transformational Communication Indirect Direct Decision Making Slow Fast Job Design Division of Labor Groups/Teams Major Functions Employee hiring, remuneration, training, and harmony. Recruitment & staffing, Equal employment opportunity, HR development, Remuneration, Employee relations, Continuous growth, etc.
- 12. FUNCTIONS OF HRM (A) MANAGERIAL FUNCTIONS • Planning – HRP • Organising - JD • Directing • Controlling (B) OPERATIVE FUNCTIONS • Procurement of Personnel • Development of Personnel • Compensation of Personnel • Maintaining good Industrial Relations • Record Keeping • Performance Appraisal
- 14. HRD & Organizational Composition Centralized or Hierarchical Structure • Large organizations implement a centralized or hierarchical structure. • A main HR hub that oversees all HR activities across the organization. • authority reports to the high-level management • Uniformity in HR policies and processes; economies of scale; streamlined decision- making. • comprise different divisions: recruitment, employee development, training, compensation, etc. with single reporting boss Decentralized Structure • company distributes different roles and responsibilities across different tiers or individuals, irrespective of the hierarchical divisions. • designated individuals work independently, and multiple authority points exist for decision- making. • enhance flexibility because there is no formal management system prevailed. • Tailored HR approaches to specific department needs; agility in decision-making; closer relationships with departmental staff.
- 15. HRD & Organizational Composition Matrix Structure • This approach combines the functional structure with a project-based or team- based structure. • having an appropriate central department but independent HR functional departments for project-specific tasks. • Enhanced collaboration between different HR functions. • More agile and responsive to specific project or departmental needs. Functional structure • Traditional method divides the HR department based on specific HR functions. Each function has its dedicated team, ensuring specialization and focused attention. • Clear definition of roles and responsibilities. • Deep specialization in each function. • Simplified decision-making within each function.
- 16. QUALITIES OF A HR MANAGER
- 17. MODULE 2 Procurement of HR: Meaning and Importance of HR planning; Job analysis-process of job analysis, job description, job specification, methods of job analysis; Conventional Vs strategic planning; Recruitment – concept, sources; Selection – concept, Difference between recruitment and selection, process- test, interview, placement, induction and socialization; retention.
- 18. Human Resource Planning: Meaning • Human Resource Planning is concerned with the planning the future manpower requirements for an organisation. • “Manpower planning is the process of forecasting, developing and controlling by which the firm ensures • the right no.of people • the right quality people • at the right place • at the right time • at the right cost”
- 19. ELEMENTS OF HR PLANNING ELEMENTS INTEGRAL PART OF HRM CONTINUO US PROCESS MEETS DEMAND AND SUPPLY BETTERS WORK LIFE QUALITY QUALITATIV E DIMENSION INVOLVES TIME DIMENSION