2. Module 1
 Introduction to Human Resource Management-
 Importance-Scope and Objectives.
 Evolution.
 Line and Staff aspects of HRM,
 Line managers Human Resource duties.
 New approaches to organizing HR.
 Strategic Human Resources Management
 Strategic HRM tools.

3.  It is defined as the art of procuring, developing and
maintaining competent workforce to achieve the
goals of an organization in an effective and efficient
manner.
 It is the process of acquiring, training, appraising
and compensating employees and of attending to
their labour relations, health and safety and
fairness concerns.
HRM - Definition

4.  Conducting the job analysis
 Planning labour needs and recruiting job candidates
 Selecting job candidates
 Orienting and training new employees
 Managing wages and salaries
 Providing incentives and benefits
 Appraising performance
 Conducting interviews, counseling, disciplining
 Training and developing managers
 Building employee commitment
It includes the personnel aspects of the
management job, like

5. The scope of HRM is Very wide
 Personal Aspect: It is concerned with manpower
planning, recruitment, selection, placement, transfer, promoti
on, training and development, lay off and
retrenchment, remuneration, incentives, productivity etc.
 Welfare Aspect: It deals with working conditions and
amenities such as canteens, crèches, rest and lunch
rooms, housing, transport, medical
assistance, education, health and safety, recreation facilities
etc.
 Industrial Relations Aspect : This covers union –
management relations, joint consultation, collective
bargaining, grievance and disciplinary procedures, settlement
of disputes etc.
Scope

6. Objectives of HRM
 To help the organization reach its goals
 To employ the skills and abilities of the work force
efficiently.
 To provide the organization with well trained and well
motivated employees
 To increase to the fullest the employee’s job satisfaction
and self actualization.
 To develop and maintain quality of work life
 To communicate the HR policies to all employees.
 To be ethically and socially responsible to the needs of
society

7.  At the enterprise level:
 Good HR practices help in atracting and retaining the best
people in the organisation
 It helps in training people for challenging roles, developing
right attitude towards the job and the company, promoting
team spirit, commitment etc
 At the individual level:
 It promotes team work and team spirit among employees
 It offers excellent growth opportunities to people who have
potential to rise
 It allows people to work with diligence and commitment
 At the society level:
 Employment opportunities multiply
 Scarce talents are put to best use.
Importance of HRM

8.  Industrial Revolution: machines are brought in the
production process, rapid progress in technology, jobs were
more fragmented, specialization increased, but left workers
with dull, boring , monotonous jobs. Govt. did very little to
protect the interest of the workers
 Scientific management: To improve efficiency and speed F
W Taylor advocated scientific management. Scientific
management is nothing but systematic analysis and
breakdown of work into its smallest mechanical elements
and reaaranging into most efficient combination.
Improtance of training was also identified
History of Personal /
Human Resource Management

9.  Trade Unionism: Workers joined hands to protect
against the exploitive tendency of employers and
unfair labour practices. TU tried to improve work
conditions, pay and benefits, disciplinary actions etc.
 Human relations movement: After Hawthorne
experiments conducted by Elton Mayo, productivity
not only depends on rewards, and the job design but
also on certain social and psychological factors also..
Human relations movement led to the implementation
of behavioural science techniques in industry.

10.  Human Resources approach: During early 60’s “pet
milk theory” of human relationist’s had been largely
rejected(happy workers are productive or happy cows
give more milk). It was recognized that workers are
unique and have individual needs. The trend move
towards treating employees as resources or assets
emerged.

11. Evolution of HRM
1920-1930
Welfare management
1940-1960
Personal management
1970-1980
Development phase
1991-
ownwards
Proactive- growth oriented phase

12.  Welfare phase- welfare management, maintaining
records of employees such as attendance, leave etc.
Roles: Welfare administrator, policeman
 Personal management- Fire fighting stage- Employee
disputes, trade unions, decisions taken by top
management.
Roles: Advisor, mediator, legal advisor, fire fighting
 Development phase- Importance given on efficiency
and effectiveness, emphasis on human values, dignity.
Hr manager does the role of change agent, trainer etc.
 Growth oriented – employees are considered as assets.
Hr manager’s role-
developer, counsellor, coach, mentor, problem solver

13. Managerial Function Operative function Advisory
functions
Planning Acquisition Top Management
Organising Training &Development Department heads
Directing Motivation
Controlling Maintenance
Remuneration
Working conditions
Personnel records
Industrial relations
Separation
Functions of HRM

14. Authority- right to make decisions and give orders
Line Authority- Gives right to issue orders to the
managers or employees- creates a superior –
subordinate relationship
Staff Authority- Gives the manager the right to advise
other managers and employees. It creates an advisory
relationship
HR managers are usually considered as staff
managers, since they assist and advise the line
managers in areas like recruiting, hiring and
compensation.
Line And Staff Aspect Of HRM

15. Integral part of line managers duty- is direct handling of people
Other duties include:
• Placing the right person on the right job
• Socializing new employees to the organisation
• Training employees for the jobs that are new to them
• Improving the job performance of each person
• Gaining cooperation and developing smooth working
relationships
• Interpreting the company’s policies and procedures
• Controlling labour costs
• Developing the abilities of each person
• Creating and maintaining department morale
• Protecting employees health and physical condition
Line Managers Human Resource Duties

16. 3 distinct functions of HR Managers
1. Line function: He directs the activities of the people
in his /her own departments
2. Co-ordinate function :Ensures that the line managers
are implementing the firms HR policies and practices
3. Staff Function :Assists in
hiring, training, evaluating, rewarding, counseling, pr
omoting, and firing employees. Administers various
benefit programmes
HR manager’s Duties

17.  Transactional HR group: Focuses on using centralized call
centers and outsourcing arrangements with
vendors(benefits advisors) to provide specialized support
in day to day transactional HR activities.
 Corporate HR Group: Focuses on assisting top management
in big issues such as developing the long term strategic
plans on the company
 Embedded HR group: Assigns HR generalists directly to
departments to provide localized HRM assistance to the
department needs.
 The centers of expertise: Are specialized HR consulting
firms within the company, providing specialized assistance
in areas such as organizational change
New Approaches to Organizing HR