1.
Human Resource
Management
Unit- 1

2.
Human resources: Meaning
Human resources means the collection of people and their
characteristics at work. These are distinct and unique to an
organization in several ways.

3.
Human resources: Definition
 Human Resource are ”A whole consisting of inter-related,
inter-dependent & interacting psychological, sociological
& ethical components”.
-Michael J. Jucius

4.
What is HRM?
 Human Resource Management is “the planning, organizing, directing
and controlling of the procurement, development, compensation,
integration, maintenance and separation of human resources to the end
that individual, organizational, and social objectives are accomplished.”

5.
Human resource management: Definition
Human resource management is concerned with policies
and practices that ensure the best use of the human
resources for fulfilling the organizational and individual
goals.
-Edwin B. Flippo

6.
Characteristics of HRM
• People oriented
• Action- oriented
• Individual- oriented
• Development – oriented
• Pervasive Function
• Continuous Function
• Future- oriented
• Challenging function
• Science as well as art
• Staff function
• Young discipline
• Nervous system

7.
Scope of HRM
1. Personnel or Labour Aspect
Planning, recruiting, selection, placement, transfer,
promotion, training and development, Lay-offs,
retrenchment, remuneration, incentives and productivity
2. Welfare Aspect
Housing, transport, medical assistance, canteen, rest
rooms, health and safety, education, etc.
3. Industrial Relation Aspect
Union-management relations, collective bargaining,
grievance and disciplinary actions, settlement of
disputes.

8.
Objectives of HRM
 To act as a liaison between the top management and the
employees.
 To arrange and maintain adequate manpower inventory
 To devise employee benefit schemes
 To ensure and enhance the quality of work life
 To offer training
 To help keep up ethical values and behaviour amongst
employees both within and outside the organization.
 To maintain high morale and good human relations within
the organization.

9.
Functions of human resource
management

10.
Operative functions of HRM

11.
Dimension Personnel Management HRM
Philosophy Employees are made for
rules & regulations
Rules & regulations are
made for employees
Nature Confined to procurement &
training of personnel
Integrated with the
corporate management
Communication Slow & downward Fast & both upward &
downward
Decision-making Slow Fast
Approach Work oriented People oriented
Job Design Division of labor Team –work
Management's Role Transactional Transformational
Level of Trust Low High
11
Difference between HRM and PM

12.
Evolution of HRM
1. The Industrial Revolution(beyond 1820 to 1840)
2. Trade unionism(1841 to 1909)
3. Scientific Management (1910 evolve & 1920
implementation to 1940)
4. Industrial Psychology (1945 to 1970)
5. Human Relation Movement Era( 1971 to 1980)
6. Behavioural Science (1980 to 1990)
7. The Contemporary HRM Era (1990 onwards)

13.
The Industrial Revolution(beyond 1820 to 1840)
• Usages of the machinery
• Mass level of production
• To satisfied the human need
• Profit maximization form the factor
of production like land , labour,
capital, entrepreneur

14.
Trade unionism(1841 to 1909)
•
World have been separated in two type of
economy one is capitalization which has a
motive of profit maximization other other
side labour intensive economy
Labour class reflected their provouge by
strike, slowdown, pen down, boycott &
sabotage of the work for resolution of the
problem where new redressal procedure
had been developed to subside the chaos
like collective bargaining, grievance
handling system, arbitration, disciplinary
practices

15.
Scientific Management (1910 evolve & 1920
implementation to 1940)
• Development of true
science
• Scientific selection &
training
• Friendly co-operation
between management
• Development of every
worker to his fullest
aspects.
• Draw back
• Man become machine
human factors were
completely avoided.

16.
Industrial psychology era (1945 to 1970)
 Mainly focused on the part on IQ of the employees
through MMPIT(Minnesotta multiple personality
test )or MBTI( Myer Brigg Jung topology) & assigned
them skill & aptitude based job.

17.
Human relation movement ( 1971 to 1980)
 Hawthorne experiment
 Interaction with the employee increase the
productivity
 Basic facilities are required for the production
 Empathized view towards workes have increased
productivity of worker

18.
Behavioural Science era (1980 to 1990)
 Multiple branch discipline like sociology ,
anthropology, psychology, economics & politics
 Contributors:- Abraham Maslow, Douglas mc
gregeor, Fredrik Herzberg, Rensis Likert, Robert
black, Robert Owen, kurt lewin, burke letwin, fidler
contingent theory, victor vroom theory, grid
theory, Aldofer ERG theory, Mclland N-ach theory

19.
The Contemporary HRM era (1990 onwards)
 More focused on gaining competitive advantage in
market through HR.
 Focuses on developing HR strategies, aligning them
with corporate strategy and achieving organizational
goals effectively.

20.
Qualities of an HR manager
 Knowledge
 Intelligence
 Communication skills
 Objectivity and fairness
 Leadership and motivational qualities
 Emotional maturity and
 Empathy

21.
CHALLENGES OF HRM
Advancement in
technology
Changes in Legal
environment
Globalization
Conflict Managing Retaining Employee Work Life Balance
Need for quality
human resources
Managing workforce
Diversity

22.
Flexi Time
 Flexitime, sometimes also called flextime, is a
working schedule which allows employees to
choose when to start and end their workday,
and/or how long to take their break for, within
agreed limits set by management.
 It’s one of the key ways to increase work flexibility
and attractiveness of a workplace.

23.
Example of Flexi Time
An example of a flexitime working policy would be:
 Flexitime arrival: 7am – 10 am
 Flexible lunch hours: 12am – 2pm
 Flexible leave: 4pm – 6pm
 Core hours (must be in the office): 10am – 12am,
2pm – 4pm

24.
Advantages of Flexi Time
 A better work environment with greater satisfaction
and motivation
 Reduced stress and fatigue
 Easier and faster commuting, rush hours can be
avoided
 Easier planning of quiet time in the office
 Full pay and benefits are kept
 Extended office hours
 Better fit of working hours with school hours, college
hours, or care arrangements

25.
Strategic HRM
 Strategic human resource management is the
process of linking the human resource function with
the organization’s strategic objectives to improve
performance.
 Strategic Human Resource Management is an
approach relates to decisions about the nature of
employment relationship, recruitment, training,
development, performance management, reward,&
employee relationship.

26.
Objectives of Strategic HRM
 To focus the HR policies, programmes and practices as the
means through which the people can be deployed to gain
better and competitive advantages;
 To manage and maintain human capital resources, skill,
knowledge, efficiency and intelligence of the employees;
 To find out the ways and means for effective and efficient
utilisation of human resources;
 To emphasise that human resources treated as the primary
source of competitive advantages of the organisation;
 To integrate the HR strategies with the Business strategies
for the betterment of organisation;

27.
Objectives of Strategic HRM
 To make an appropriate direction for people, practices and
performance towards the achievements of the goals of the
organisation;
 To develop stable employee relations by way of effective
resource utilisation, optimizing remuneration, better
productivity and better work culture; etc.
 To recognise the needs and customised services of different
market segments and try to fulfil them properly;
 To make an appropriate ‘cost optimisation’ with increase
the efficiency of resources; and
 To make an appropriate and feasible plan for change
environment.

28.
Traditional HRM vs. Strategic HRM
Traditional HRM Strategic HRM
Responsibility for HRM Staff specialists Line managers
Focus Employee relations
Partnership with internal and
external customers
Role of HR
Transactional, change follower and
respondent
Transformational, change leader
and initiator
Initiatives Slow, reactive, fragmented Fast, proactive, integrated
Time horizon Short term Short, medium, long
Control
Bureaucratic roles, policies,
procedures
Organic-flexible, whatever is
necessary to succeed
Job design
Tight division of labour,
independence, specialisation
Broad, flexible, cross-training
teams
Key investments Capital, products People, knowledge
Accountability Cost centre Investment centre

29.
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