Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
SlideShare a Scribd company logo

HRM Unit 1.ppt

•Download as PPT, PDF•
•
Yogesh Daudkhane
Yogesh Daudkhane

The document provides an overview of human resource management. It discusses key topics such as the importance of human resources, features and objectives of HRM, typical HR functions within organizations, categories of HRM activities, differences between personnel management and HRM, HR functions including staffing, recruitment, and compensation, professional HR organizations, and the future outlook for HR professionals.

1 of 21
HUMAN RESOURCE MANAGEMENT Dr. Yogesh Daudkhane 1
4 Ms of MANAGEMENT 2
WHY HUMAN FACTOR IS MORE IMPORTANT?  Human resources are unique in character  HR alone can produce an output greater than its input  HR is the only resource which is Live  HR is most complex and unpredictable in its behavior (set to behave)  This is the only resource which appreciates in its value with the passage of time. 3
FEATURES OF HRM • Comprehensive Function • People-Oriented • Action Oriented • Individual Oriented • Development Oriented • Continuous Function • Interdisciplinary • Nervous system. • Young discipline • Future-oriented • Challenging Function • Science as well an Art • Staff function 4
OBJECTIVES AND SCOPE OF HRM  To effectively utilize human resources  To establish and maintain an organizational structure  To secure integration to the individuals and organization by reconciling individual & group goals  To achieve maximum development of individuals  To recognize and satisfy individual & group needs  To maintain high morale and better human relations  To develop and maintain a quality of work life  To establish and maintain productive self-respecting working relationships 5
HR Organization Chart (Large Co.) 6
HR Organizational Chart (Small Company) 7
TYPICAL HR FUNCTIONS 8
CATEGORIES OF HRM ACTIVITIES Transformational Knowledge management Cultural Change Strategic redirection and renewal Management development Traditional Recruitment and selection Training Performance management Compensation Employee relations Transactional Benefits administration Record keeping Employee services 9
Categories of HRM Activities (Contd) • Transactional activities:- are the day-to-day transactions a company makes. • Low in their strategic value. • Traditional activities:- are the nuts and bolts of HR such as performance management, training, recruiting, selection, compensation, and employee relations. • Moderate strategic value. • Transformational activities:- create long-term capability and adaptability for the firm. Activities include knowledge management, management development, cultural change, and strategic redirection and renewal. • Comprise the greatest strategic value for the firm 10
Difference between Personnel & Human Resource Management Dimension Personnel/IR HRM 1. Contract Careful delineation of written contracts Aim to go 'beyond contract' 2. Rules Importance of devising clear rules/mutuality 'Can-do' outlook; impatience with 'rule' 3. Guide to management action Procedures 'Business need' 4. Behaviour referent Norms/custom and practice Values/mission 5.Managerial task towards Labourers Monitoring Nurturing 6. Nature of relations Pluralist Unitarist 7. Conflict Institutionalised De-emphasised 11
Difference between Personnel & Human Resource Mgmt. (Contd) Dimension Personnel/IR HRM 8. Key relations Labour – Mgmt. Customer 9. Initiatives Piecemeal Integrated 10.Corporate plan Marginal Central 11. Speed of decision Slow Fast 12. Management role Transactional Transformational L’ship 13. Key managers Personnel/IR specialists General/business/line managers 14. Communication Indirect Direct 15. Standardisation Low High 16. Management skills Negotiation Facilitation 12
Difference between Personnel & HRM (Contd) Dimension Personnel/IR HRM 17. Selection Separate, marginal task Integrated, key task 18. Pay Job evaluation (fixed grades) Performance related 19. Conditions Separately negotiated Harmonisation 20. Labour management Collective bargaining Towards individual contracts 21. Thrust of relations with stewards Regularised through facilities and training Marginalised (with exception of some bargaining for change models) 22. Job categories/grades Many Few 23. Communication Restricted flow Increased flow 24. Job design Division of labour Teamwork 25. Conflict handling Reach temporary truces Manage climate and culture 26. Training and development Controlled access to courses Learning companies 13
FUNCTIONS OF HR DEPT. •Process through which organization ensures it always has proper number of employees with appropriate skills in right jobs at right time to achieve organizational objectives Staffing •Systematic process of determining skills, duties, and knowledge required for performing jobs in organization Job Analysis •Systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time HRP •Process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, to apply for jobs with an organization Recruitment •Process of choosing from a group of applicants the individual best suited for a particular position & the organization Selection •Designed to provide learners with knowledge and skills needed for their present jobs . •Devt. Involves long term focus Training & Development •Formal approach used by organization to ensure that people with proper qualif. & experiences are available when needed Career Development •Planned process of improving organization by developing its structures, systems, and processes to improve effectiveness and achieving desired goals Organizational Development •Formal system of review and evaluation of individual or team task performance, so that they can be properly rewarded or else punished. PMS •It’s a Payment , Wages & such other Financial & Non Financial Rewards involved as an outcome of Employee Performance Compensation Mgmt. •- Involves protecting employees from injuries caused by work-related accidents •Also involves providing worker with extra facilities as Welfare for his betterment Safety & Welfare •The time when employee gets separated from the organization due to various reasons, doing his Full & Final Settlement Separation Process 14
OVERVIEW OF HRM FUNCTIONS • STAFFING - Process through which organization ensures it always has proper number of employees with appropriate skills in right jobs at right time to achieve organizational objectives • JOB ANALYSIS - Systematic process of determining skills, duties, and knowledge required for performing jobs in organization • HUMAN RESOURCE PLANNING - Systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time . 15
Overview of HRM Functions (Contd.) • RECRUITMENT - Process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, to apply for jobs with an organization • SELECTION - Process of choosing from a group of applicants the individual best suited for a particular position and the organization • TRAINING - Designed to provide learners with knowledge and skills needed for their present jobs • DEVELOPMENT - Involves learning that goes beyond today's job; it has more long-term focus • CAREER DEVELOPMENT - Formal approach used by organization to ensure that people with proper qualifications and experiences are available when needed 16
Overview of HRM Functions (Contd.) • ORGANIZATION DEVELOPMENT - Planned process of improving organization by developing its structures, systems, and processes to improve effectiveness and achieving desired goals • PERFORMANCE MANAGEMENT - Goal-oriented process directed toward ensuring organizational processes are in place to maximize productivity of employees, teams, and ultimately, the organization • PERFORMANCE APPRAISAL - Formal system of review and evaluation of individual or team task performance 17
Overview of HRM Functions (Contd.) • DIRECT FINANCIAL COMPENSATION - Pay that person receives in form of wages, salaries, bonuses, and commissions. • INDIRECT FINANCIAL COMPENSATION (BENEFITS) - All financial rewards not included in direct compensation such as paid vacations, sick leave, holidays, and medical insurance. • NONFINANCIAL COMPENSATION - Satisfaction that person receives from job itself or from psychological and/or physical environment in which person works • SAFETY - Involves protecting employees from injuries caused by work-related accidents • HEALTH - Refers to employees' freedom from illness and their general physical and mental well being 18
PROFESSIONAL HR ORGANIZATIONS • SOCIETY FOR HUMAN RESOURCE MANAGEMENT • (SHRM) 185,000+ members • JNLS: HR Magazine, HR News • AMERICAN SOCIETY FOR TRAINING & DEVELOPMENT • (ASTD) 60,000+ members • JNL: Training & Development Journal • WORLD-AT-WORK (formerly the American Compensation Association) • (WAW) 23,000+ members • JNL: WAW/ACA Journal (formerly Compensation Review) • INTERNATIONAL PERSONNEL MANAGEMENT ASSOCIATION • (IPMA) 6500+ members • JNL: Public Personnel Management • NATIONAL HUMAN RESOURCE ASSOCIATION (formerly the Intl Assn for Personnel Women) • (NHRA) 1500+ members • JNL: Human Resources: Jnl of the International Assn for Personnel Women 19
THE FUTURE FOR HR PROFESSIONALS • The future for careers in HR seems brighter than ever. • Firms need to seek balance between attracting, motivating, and retaining the very best talent and keeping costs as low as possible. • Finding such a balance requires HR leaders who have a deep knowledge of the business combined with knowledge of HR issues, tools, processes, and technology. 20
THANK YOU 21

More Related Content

HRM Unit 1.ppt

  • 2. 4 Ms of MANAGEMENT 2
  • 3. WHY HUMAN FACTOR IS MORE IMPORTANT?  Human resources are unique in character  HR alone can produce an output greater than its input  HR is the only resource which is Live  HR is most complex and unpredictable in its behavior (set to behave)  This is the only resource which appreciates in its value with the passage of time. 3
  • 4. FEATURES OF HRM • Comprehensive Function • People-Oriented • Action Oriented • Individual Oriented • Development Oriented • Continuous Function • Interdisciplinary • Nervous system. • Young discipline • Future-oriented • Challenging Function • Science as well an Art • Staff function 4
  • 5. OBJECTIVES AND SCOPE OF HRM  To effectively utilize human resources  To establish and maintain an organizational structure  To secure integration to the individuals and organization by reconciling individual & group goals  To achieve maximum development of individuals  To recognize and satisfy individual & group needs  To maintain high morale and better human relations  To develop and maintain a quality of work life  To establish and maintain productive self-respecting working relationships 5
  • 6. HR Organization Chart (Large Co.) 6
  • 7. HR Organizational Chart (Small Company) 7
  • 9. CATEGORIES OF HRM ACTIVITIES Transformational Knowledge management Cultural Change Strategic redirection and renewal Management development Traditional Recruitment and selection Training Performance management Compensation Employee relations Transactional Benefits administration Record keeping Employee services 9
  • 10. Categories of HRM Activities (Contd) • Transactional activities:- are the day-to-day transactions a company makes. • Low in their strategic value. • Traditional activities:- are the nuts and bolts of HR such as performance management, training, recruiting, selection, compensation, and employee relations. • Moderate strategic value. • Transformational activities:- create long-term capability and adaptability for the firm. Activities include knowledge management, management development, cultural change, and strategic redirection and renewal. • Comprise the greatest strategic value for the firm 10
  • 11. Difference between Personnel & Human Resource Management Dimension Personnel/IR HRM 1. Contract Careful delineation of written contracts Aim to go 'beyond contract' 2. Rules Importance of devising clear rules/mutuality 'Can-do' outlook; impatience with 'rule' 3. Guide to management action Procedures 'Business need' 4. Behaviour referent Norms/custom and practice Values/mission 5.Managerial task towards Labourers Monitoring Nurturing 6. Nature of relations Pluralist Unitarist 7. Conflict Institutionalised De-emphasised 11
  • 12. Difference between Personnel & Human Resource Mgmt. (Contd) Dimension Personnel/IR HRM 8. Key relations Labour – Mgmt. Customer 9. Initiatives Piecemeal Integrated 10.Corporate plan Marginal Central 11. Speed of decision Slow Fast 12. Management role Transactional Transformational L’ship 13. Key managers Personnel/IR specialists General/business/line managers 14. Communication Indirect Direct 15. Standardisation Low High 16. Management skills Negotiation Facilitation 12
  • 13. Difference between Personnel & HRM (Contd) Dimension Personnel/IR HRM 17. Selection Separate, marginal task Integrated, key task 18. Pay Job evaluation (fixed grades) Performance related 19. Conditions Separately negotiated Harmonisation 20. Labour management Collective bargaining Towards individual contracts 21. Thrust of relations with stewards Regularised through facilities and training Marginalised (with exception of some bargaining for change models) 22. Job categories/grades Many Few 23. Communication Restricted flow Increased flow 24. Job design Division of labour Teamwork 25. Conflict handling Reach temporary truces Manage climate and culture 26. Training and development Controlled access to courses Learning companies 13
  • 14. FUNCTIONS OF HR DEPT. •Process through which organization ensures it always has proper number of employees with appropriate skills in right jobs at right time to achieve organizational objectives Staffing •Systematic process of determining skills, duties, and knowledge required for performing jobs in organization Job Analysis •Systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time HRP •Process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, to apply for jobs with an organization Recruitment •Process of choosing from a group of applicants the individual best suited for a particular position & the organization Selection •Designed to provide learners with knowledge and skills needed for their present jobs . •Devt. Involves long term focus Training & Development •Formal approach used by organization to ensure that people with proper qualif. & experiences are available when needed Career Development •Planned process of improving organization by developing its structures, systems, and processes to improve effectiveness and achieving desired goals Organizational Development •Formal system of review and evaluation of individual or team task performance, so that they can be properly rewarded or else punished. PMS •It’s a Payment , Wages & such other Financial & Non Financial Rewards involved as an outcome of Employee Performance Compensation Mgmt. •- Involves protecting employees from injuries caused by work-related accidents •Also involves providing worker with extra facilities as Welfare for his betterment Safety & Welfare •The time when employee gets separated from the organization due to various reasons, doing his Full & Final Settlement Separation Process 14
  • 15. OVERVIEW OF HRM FUNCTIONS • STAFFING - Process through which organization ensures it always has proper number of employees with appropriate skills in right jobs at right time to achieve organizational objectives • JOB ANALYSIS - Systematic process of determining skills, duties, and knowledge required for performing jobs in organization • HUMAN RESOURCE PLANNING - Systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time . 15
  • 16. Overview of HRM Functions (Contd.) • RECRUITMENT - Process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, to apply for jobs with an organization • SELECTION - Process of choosing from a group of applicants the individual best suited for a particular position and the organization • TRAINING - Designed to provide learners with knowledge and skills needed for their present jobs • DEVELOPMENT - Involves learning that goes beyond today's job; it has more long-term focus • CAREER DEVELOPMENT - Formal approach used by organization to ensure that people with proper qualifications and experiences are available when needed 16
  • 17. Overview of HRM Functions (Contd.) • ORGANIZATION DEVELOPMENT - Planned process of improving organization by developing its structures, systems, and processes to improve effectiveness and achieving desired goals • PERFORMANCE MANAGEMENT - Goal-oriented process directed toward ensuring organizational processes are in place to maximize productivity of employees, teams, and ultimately, the organization • PERFORMANCE APPRAISAL - Formal system of review and evaluation of individual or team task performance 17
  • 18. Overview of HRM Functions (Contd.) • DIRECT FINANCIAL COMPENSATION - Pay that person receives in form of wages, salaries, bonuses, and commissions. • INDIRECT FINANCIAL COMPENSATION (BENEFITS) - All financial rewards not included in direct compensation such as paid vacations, sick leave, holidays, and medical insurance. • NONFINANCIAL COMPENSATION - Satisfaction that person receives from job itself or from psychological and/or physical environment in which person works • SAFETY - Involves protecting employees from injuries caused by work-related accidents • HEALTH - Refers to employees' freedom from illness and their general physical and mental well being 18
  • 19. PROFESSIONAL HR ORGANIZATIONS • SOCIETY FOR HUMAN RESOURCE MANAGEMENT • (SHRM) 185,000+ members • JNLS: HR Magazine, HR News • AMERICAN SOCIETY FOR TRAINING & DEVELOPMENT • (ASTD) 60,000+ members • JNL: Training & Development Journal • WORLD-AT-WORK (formerly the American Compensation Association) • (WAW) 23,000+ members • JNL: WAW/ACA Journal (formerly Compensation Review) • INTERNATIONAL PERSONNEL MANAGEMENT ASSOCIATION • (IPMA) 6500+ members • JNL: Public Personnel Management • NATIONAL HUMAN RESOURCE ASSOCIATION (formerly the Intl Assn for Personnel Women) • (NHRA) 1500+ members • JNL: Human Resources: Jnl of the International Assn for Personnel Women 19
  • 20. THE FUTURE FOR HR PROFESSIONALS • The future for careers in HR seems brighter than ever. • Firms need to seek balance between attracting, motivating, and retaining the very best talent and keeping costs as low as possible. • Finding such a balance requires HR leaders who have a deep knowledge of the business combined with knowledge of HR issues, tools, processes, and technology. 20