2.  Traditionally the term personnel management was used to refer to
the set of activities concerning the workforce which included
staffing, payroll, contractual obligations and other administrative
tasks.
 In this respect, personnel management encompasses the range of
activities that are to do with managing the workforce rather than
resources.
 Personnel Management is more administrative in nature and the
Personnel Manager’s main job is to ensure that the needs of the
workforce as they pertain to their immediate concerns are taken
care of.
 Further, personnel managers typically played the role of mediators
between the management and the employees and hence there was
always the feeling that personnel management was not in tune
with the objectives of the management.

3. 1. The procurement function- obtaining of a proper kind
and number of personnel necessary to accomplish an
organization’s goals.
2. The development function- personnel development of
employees, training.
3. The compensating function- securing adequate and
equitable remuneration to personnel.
4. The Integration function- an “integration” of human
resources with organization through job enlargement, job
evaluation, variable compensation plans, disciplinary
action programs.
5. The maintenance function- maintaining the physical
conditions of employees (health and safety measures) and
employee service programs.

4.  Human resource management is concerned with the development and
implementation of people strategies, which are integrated with corporate
strategies, and ensures that the culture, values and structure of the
organization, and the quality, motivation and commitment of its members
contribute fully to the achievement of its goals.
 Definition: HRM is the process of acquiring, training, appraising, and
compensating employees, and of attending to their labor relations, health
& safety, and fairness concern.

5.  With the advent of resource centric organizations in recent decades, it has
become imperative to put “people first” as well as secure management
objectives of maximizing the ROI (Return on Investment) on the resources.
 This has led to the development of the modern HRM function which is
primarily concerned with ensuring the fulfillment of management
objectives and at the same time ensuring that the needs of the resources are
taken care of.
 In this way, HRM differs from personnel management not only in its
broader scope but also in the way in which its mission is defined.
 HRM goes beyond the administrative tasks of personnel management and
encompasses a broad vision of how management would like the resources
to contribute to the success of the organization.

6.  Human Resources are heterogeneous.(Different people, different
personalities, different needs, attitudes and values).
 Human resources are dynamic and behave differently.(They react to
the same situation in quite different ways).
 HR are the most important element in an organization. The effective
utilization of all other resources depend upon the quality of HR.
 The term HR is wider than the term Personnel. HR include all
dynamic components of all the people at all levels in the
organization, whereas personnel means the employees working in
the organization.

7.  To help organization attain its goals by providing well trained and well
motivated employees.
 To employ the skills and knowledge of employees efficiently and
effectively, i.e., to utilize HR effectively.
 To enhance job satisfaction of employees by encouraging and assisting
every employee to realize his full potential.
 To establish and maintain productive, self-respecting and internally
satisfying working relationship among all the members of the
organization.
 To bring about maximum development of individuals by providing
opportunities for training and development.
 To maintain high morale and good HR within the organization.
 To help maintain ethical policies and behavior inside and outside the
organization.
 To recognize and satisfy individual needs and group goals by offering
appropriate monetary and non-monetary incentives.

8. As managers none of us would like to make the following mistakes:
 To hire the wrong person for the job.
 To experience high turnover .
 To find our people not doing their best.
 To waste time with countless and useless interviews.
 To be quoted under bad example of unsafe practices.
 To have some of your employees think their salaries are unfair and
inequitable relative to others in the organization.
 To allow a lack of training to undermine your department's effectiveness
 To commit any unfair labor practices .

9. The Industrial Revolution
Trade Unionism
Scientific Management
Industrial Psychology
HR Movement
Behavioral Science
Employee
Welfare

10.  The Industrial Revolution: Development of Machinery, Linking
power to machines, establishing factories etc.
 Trade Union: Workers formed their unions to improve their lots so
that management could be forced to redress grievances.
 Scientific Management: F.W. Taylor: (a) development of a true
science.(b) Scientific selection and training of workers.(C)
Friendly cooperation between management and workers.(d)
Development of every worker to hid fullest potential.
 Industrial Psychology: It stressed on matching of employees skills
with job. Contributions made to analyze the jobs in terms of their
mental and emotional requirement and development of testing
devices.
 HR Movement: Researches focused on the attitude and feelings of
workers and their influence on productivity. The role of informal
groups in industry were highlighted. It was suggested that
interpersonal relationships should be improved.

11.  Behavioral Science: Research in anthropology
, sociology, psychology, etc. has provided the subject matter for
HRM. Behavioral Science era led to the development of new
techniques of motivation and leadership e.g., employee
participation, 2 way communication, management by objectives
etc.
 Employee welfare: With the dawn of welfare era, scope of HRM
increased. It is not only concerned now with
recruitment, selection, and training of employees. It manages
employee benefits programmes and industrial relations system in
industry.

12.  The commodity concept
 The factor of production concept
 The paternalistic concept (Fatherly figure)
 The Humanitarian concept(Employees right to be protected by
employer as human being)
 The HR Concept (Valuable assets)
 The Emerging Concept (Employees are considered as partners in
the industry)

13.  Line manager:- Gives Orders
 Staff Manager:- Gives Advice
HR Managers’ Duties
A coordinate
A line function function
Staff function
(assist and advise)

15. Staffing
Training and Development
Motivation
Maintenance

16. Managerial Operative
Function Function
Planning
Procurement
Organizing Development
Compensation
Directing
Integration
Controlling
Maintenances

17. Job Analysis
HR Planning
Recruitment
Selection
Placement
Induction
Transfer
Promotion
Separation

18. Performance Appraisal
Training
Executive Development
Career Planning &
Development

19. Job Evaluation
Wage & Salary
Administration
Bonus & Incentives
Payroll

20. Motivation
Job Satisfaction
Grievance Redressal
Collective Bargaining
Conflict Management
Employees’ Partiicipation
Discipline

21. Health
Safety
Social Security
Welfare Schemes
HR Records
HR Research
HR Audit

22.  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 .
 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 .

23.  The process whereby jobs are investigated in sufficient detail to
enable(a)recruitment of people (b)assessment of the
performance of people who are already working.
Job analysis identifies the following information:
 Detailed breakdown of the duties involved in a position.
 Skills, knowledge, attitudes and experience a person should
bring to the position.
 Environment condition of the job.

24. Job Description
 Critical skills required for the job
 Tasks or performance standard,
 Responsibilities and disciplinary procedures
 Service condition of the job
 Pay rates
Job Specifications
 Describes the requirements of the person for the job
 Abilities
 Educational qualifications
 Special physical and mental skills
 Training
 Experience and others

25.  Initial attraction & screening of applicants.
Internal Sources
 Job Posting
 Succession Plans
 Referrals
External Sources
 Ads
 Job Placement Agencies
 Internet
 Placement through Colleges and Universities

26. Application Evaluation Methods of Selection:
 Interviews
 Tests
 Background Investigations
 Medical Tests
Hiring
This is the process of appointing the person selected for a particular job.
Induction
•Introducing the employee to the organization and the organization’s culture.
•Introducing the employee to his/her job.

27. Employee training
 Designed to assist employees in acquiring better skills for their current
jobs.
 Employee development
 Designed to help organization to ensure that it has the necessary talent
internally for meeting the future human resource needed.
Organization Development
 Deals with facilitating system–wide change in the organization.
 Career development
 Designed to assist employees in advancing their work lives. However, it
is a responsibility of the individual, not of the organization (employee
centered).

28.  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
 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

29.  An employee’s intrinsic enthusiasm about and drive to accomplish work.
Maintenance-retention of productive employees
 Welfare Administration
 Medical facilities
 Canteen facilities
 Housing facilities
 Transport facilities
 Recreation facilities
 Loan facilities
 Educational facilities
 Various Incentive schemes/clear view of retirement benefit

30.  Employees who work in safe environment and enjoy good health are
more likely to be productive and yield long-term benefits to
organization.
 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.
 Employee assistance programs
 Medical
 Dental
 Accidental
 Educational
 Retirement

31.  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.

32.  It is concerned with protecting and promoting the physical and
mental health of employees. For this , several types of fringe
benefits such as housing, medical aid, educational facilities,
conveyance facilities etc. are provided.
 Social security measures are provided such as; PF, Pension plans,
gratuity, maternity benefits disablement allowances, group
insurance etc.

33. The Changing Environment of
HRM

34. Companies dealing across the nation : Sony, Apple, Nike, Mercedes
Benz, Infosys, TCS etc.

35. Benefits to the consumer: Variety of products and services at
low cost (Ex: From computer to car).
Threat: More competent and knowledgeable people required,
Outsourced from other countries.
Ex: Indian IITS, Engineers move abroad for projects.

36.  High- Tech Job: Ex-Skilled machinist required.
 Service Jobs: More intellect people required.
 Knowledge work and Human Capital: The knowledge, education,
training, skills, and expertise of a firm’s worker.
(Management Guru Peter Drucker predicted several years ago, “
the center of gravity in employment is moving fast from manual
and clerical workers to knowledge workers”).
 Nature of work and facilities provided.(Ex: Same Software
implication in two different banks but results came different ).
 Work Force Demographic Trends: Age, Education, Family
Background.

37. Strategic HRM
Creating High-Performance Work system
Managing technology

38. What is a Policy:
 A policy is a predetermined course of action established as a guide toward
accepted objectives and strategies of the organization.
 A vision is formulated, business processes are analyzed, and policy and
procedure systems to support the vision are born. As policies and
procedures are written, approved, published, and implemented, the
company’s vision is articulated.

39.  Policy manuals are developed to help staff and management teams run
the organization.
 In best use situations, policies play a strategic role in an organization.
 They are developed in light of the mission and objectives of the company
and they become the media by which management’s plans, rules, intents,
and business processes become documented and communicated to all
staff.
 Carefully drafted and standardized policies and procedures save the
company countless hours of management time.
 The consistent use and interpretation of such policies, in an evenhanded
and fair manner, reduces management's concern about legal issues
becoming legal problems.

40.  To provide fair, acceptable & efficient leadership
 To provide an opportunity for expansion & voice in management
 To strengthen & appreciate the human assets continuously by providing
training & developmental programs
 To provide facilities & conditions of work & creation of favorable
atmosphere for maintaining stability of employment
 To attain an effective utilization of human resources in the achievement
of organizational goals, etc

42. Employment Policies
These are the policies that guide hiring practices, orientation of new
employees, compliance with employment laws, and confidentiality.
Employment Status & Records
These are the policies that define such issues as employment
classifications, access to personnel files and guidance on how
background checks and performance reviews are to be performed.
Employee Benefits
These are policies that explain employee benefits such as insurance,
vacations, holidays, leave, and employee reimbursements.
Payroll
These are policies that are related to salary and wage administration
including deductions, pay advances, and time keeping.

43. Workplace Guidelines
These policies are quite varied and their purpose range from defining
certain work arrangements such as flex time and telecommuting to offering
guidelines on the use of company assets and record retention.
Employee Conduct
These policies are guidelines that control employer behavior and conduct
on the job. The mainstay of this section is a code of conduct but also
important are policies regarding substance abuse, smoking, harassment, and
workplace violence.
E-Policies
These policies guide staff in the use of the organization’s information
technology. Policies defining acceptable and prohibited activities and use
of e-mail and the Internet make up a majority of these policies