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1. {
HUMAN RESOURCE MANAGEMENT

2. Edwin B. Flippo defined 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.”
DEFINATION
OF
HRM

3. According to M L Cuming,
“Human Resource
Management is concerned with
obtaining the best possible staff
for an organization and having
got them looking after them so
that they want to stay and give
their best to their jobs.”

4. Human resource management is a systematic process of
managing people working in the organization. Human
resource management is a managerial process of acquiring
and engaging the required workforce, appropriate for the
job and concerned with developing, maintenance and
utilization of work force.
CONCEPT

5. N
A
T
U
R
E

6. Pervasive Force: Human Resource Management is an inherent part of
an organization. It is pervasive in nature and present in all enterprises at
all levels of management. It is the responsibility of each manager to
select the right candidate under him and pay attention to the
development and satisfaction of each sub-ordinate.
People Oriented: Human Resource Management focuses on and
values people at work both as individuals and groups. It encourages
people to develop their full potential and in return give the best to the
organization.
Action-Oriented: Human Resource Management does follow rules,
records, and policies but it stresses the action. The focus is on providing an
effective and timely solution to employees for any problems, tensions, or
controversies faced by them.
Future-Oriented: To sustain and grow in this competitive environment
organizations follow long term strategic planning. Effective Human
Resource Management prepares people for current as well as future
challenges, especially working in an environment characterized by dramatic
changes.

7. Development Oriented: HRM continuously works towards the development of
employees. There are various tools used to make the employees reach their maximum
potential. Training programs are held to help employees enhance their skills and
knowledge. Monetary and non-monetary reward structures are tuned to motivate the
employees.
Enhance Employee Relations: HRM helps to build a healthy relationship between
the employees at various levels. It encourages mentoring and counseling to help
employees in times of need. It aims at creating a culture in the organization that is
conducive to learning and growth.

8. SCOPE OF HRM
o Human resource planning
o Job analysis design
o Recruitment and selection
o Orientation and induction
o Training and development
o Performance appraisal
o Compensation, planning and
remuneration
o Motivation, welfare, health and
safety
o Industrial relations

9. The primary objective of HRM is to place a competent and willing
workforce in the right position and at the right time.
Further, it aims to obtain maximum individual development, desirable
working conditions and at the same time, it focuses on contributing to
the realization of the organizational goals.
OBJECTIVES

10. Objectives
of HRM
Organizational
objectives
Functional
objectives
Personal
objectives
Societal
objectives

11. o Recruitment and training
o Performance appraisals
o Maintaining work atmosphere
o Managing disputes
o Developing public relations
IMPORTANCE OF HRM

12. THE
COMMODITY
CONCEPT
THE
PRODUCTION
CONCEPT
THE
PETARNALISTIC
CONCEPT
THE
HUMANITARIAN
CONCEPT
THE
BEHAVIOURIAL HUMAN RESOURCE CONCEPT
THE
EMERGING CONCEPT
E
V
O
L
U
T
I
O
N
E
V
O
L
U
T
I
O
N

13. I. Globalisation
II. Workforce diversity
III. Technological advances
IV. Changes in political and legal environment
V. Changes in economic environment
VI. Revolution in IT
VII. Mobility of professional personnel
EMERGING
CHALLENGES
OF
HRM

14. PERSONAL MANAGEMENT
HR MANAGEMENT

15. PERSONAL MANAGEMENT
HR MANAGEMENT
It means management of people
employed.
Employees are treated as
economic man his services are
exchanged for wages and salary.
Employees are treated as wages
and commodity which can be
used and purchased.
Employees are used for
organizational benefits.
It means management of
employees skill’s, knowledge,
talents etc.
Employees are treated as
economic, social and
psychological man.
Employees are treated as
resources.
Employees are used for mutual
benefits.

16. EMPOWERMENT
Everything you need to know about employee empowerment. Empowerment is the process of
giving employees in the organisation the power, authority, responsibility, resources, freedom to
take decisions and solve work related problems.
In order to take such initiatives and decisions, they are given adequate authority and resources.
The empowered employee becomes “self-directed” and “self-controlled”. Empowerment focuses
on employees to make use of their full potential.
On the other hand, empowerment means giving up control on employees and letting every
employee make decisions, set goals, accomplish results and receive rewards. It means making a
person able to manage by himself. It is a process for helping right person at the right levels to
makes the right decision for the right reasons.

17. HUMAN CAPITAL
Employees are the lifeline of an organization. An organization can’t survive if there are
no employees. Organization runs with the help of individuals who contribute in their own way
in its success and productivity. Employees spend maximum part of their day in offices and
strive hard to achieve the goals and objectives of the organization. Employees ought to be
motivated from time to time so that they develop a sense of attachment towards their
organization and also deliver their best.
Human Capital Management ?
Human Capital management refers to managing an organization’s employees for
them to contribute significantly in the overall productivity of organization. In a
layman’s language managing workforce of an organization refers to human capital
management.
Human Capital Management is defined as the process of acquiring, training, managing,
retaining employees for them to contribute effectively in the processes of the organization.
In simpler words, upgrading the existing skills of an employee and extracting the best out of
him/her refers to human capital management.

18. FLEXI TIME
Flextime or Flexitime is a non-traditional
approach to work hour scheduling. This allows
employees to select their working hours on their
own. There is, however, a particular core time
period for which all employees have to be
present at work. The rest of the work hours can
be adjusted as per the employee’s convenience.
Advantages of Flexitime:
Employers:
• Decreasing presentism and absenteeism
• Increasing employee loyalty
Employees:
• Time management: Having a flexible work schedule means
better division of professional and personal time.
• Lesser travel time: Avoiding the peak traffic hours results in
saving time and keeps energy high.

19. Disadvantages of Flextime:
Employers:
• Communication among team members: When all members have different
timings its tough to fit in meetings that suits all.
Employees:
• Lack of team communication: As the whole team spends little time together,
team dynamics are not very strong and may result in lack of communication

20. MENTORING
Mentoring is a process of using specially selected and trained individuals to
provide guidance, pragmatic advice, and continuing support that will help
the people in their learning and development process. The best example of a
mentor is Mr. N. R. Narayan Murthy of Infosys. Mentoring is a method of
helping people acquire skills and knowledge from experienced managers
who are wise in the way of the organization.
Mentors provide people with:
o Advice in drawing up self-development programmes.
o Guidance on how to acquire the necessary knowledge and
skills to do a new job.
o Information on corporate culture.
o Help in the right direction.

21. Strategic HRM is concerned with the development of Human
resource strategies intended to direct the employees’ efforts
towards the business goals.
STRATEGIC HRM

22. Strategic HRM is concerned with the development of Human
resource strategies intended to direct the employees’ efforts
towards the business goals.
STRATEGIC HRM
Scanning the
Environment

23. Strategic HRM is concerned with the development of Human
resource strategies intended to direct the employees’ efforts
towards the business goals.
STRATEGIC HRM
Scanning the
Environment
Identify sources
of competitive
advancements

24. Strategic HRM is concerned with the development of Human
resource strategies intended to direct the employees’ efforts
towards the business goals.
STRATEGIC HRM
Scanning the
Environment
Identify sources
of competitive
advancements
Identify HRM
strategies

25. Strategic HRM is concerned with the development of Human
resource strategies intended to direct the employees’ efforts
towards the business goals.
STRATEGIC HRM
Scanning the
Environment
Identify sources
of competitive
advancements
Identify HRM
strategies
Implement HR
strategies

26. Strategic HRM is concerned with the development of Human
resource strategies intended to direct the employees’ efforts
towards the business goals.
STRATEGIC HRM
Scanning the
Environment
Identify sources
of competitive
advancements
Identify HRM
strategies
Implement HR
strategies
Monitor and
Evaluation

27. STRATEGICHR
TRADITIONALHR
Focuses on partnership with
internal or external customers.
Time horizon is short, medium,
long.
Key investments are people and
knowledge.
It is investment centre.
It focuses on employee relations.
Time horizon is short term.
Key investments are capital and
products.
It is cost centre.