Nature And Scope Of Human Resource Management p3v32

Nature and Scope of Human Resource Management

Meaning and Definition HRM is a management function that helps managers recruit, select, train and develop of an organisation. HRM…… People’s dimension

HRM Definition…… A series of integrated decisions that form the employment relationship; their quality contributes to the ability of the organisations and the employee to achieve their objectives.

HRM Definition…… Is concerned with people dimension in management.Since every organisation is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organisation are essential to achieving organisational objectives.

HRM Definition…… Management is the planning, orgainsing, directing and controlling of the procurement, development, comp-ensation, integration, maintenance and separation of human resources to the end that individual, organisational and social objectives are accomplished.

Scope of HRM HR Planning Job analysis and Design Recruitment and Selection Orientation and Placement, Training and Development Performance appraisal and Job Evaluation Employee and Executive Remuneration Motivation and communication Welfare, Safety and Health Industrial Relations (IR)

Importance of HRM Social Significance Balance the jobs available and job seekers Provide suitable and productive employment Maximise utilisation of the resources effectively Eliminate waste or improper use human resources Help people make their own decisions

Importance of HRM Professional Significance Maintain dignity of the employee as human Provide maximum opportunities for personal development Provide healthy relationship to different work groups Improve skills and capacities Minimise wrong postings, allocate work properly

Importance of HRM Significance for Individual Enterprise Create right attitude among employees through effective motivation Utilise the available human resources effectively Secure co-operation of the employees: achieve goals, psychological needslove, affection, belongingness, esteem and self actualisation

Difference between HRM & PM HRM HRM views people as an important source or asset to be used for the benefit of organisation, employees and the society. Philosophy of mutuality : mutual goals, mutual respect,mutual rewards and mutual responsibilities. ASPA changed its name to SHRM

Difference &PM PM

between HRM

PM has limited scope and an inverted orientation Viewed labour as a tool for benefits of the organisation Personnel Dept not respected, no productive employees PM treated as routine activity meant to hire new employee and maintain personnel records Never part of strategic management of business. Historically PM preceded HRM

Difference between HRM & PM Dimension

Personnel

Human Resource

Employment Contract

Written, delineated

Aim to go beyond contract

Rules

Clear

Outlook, Impatience

Guide to Mgnt. Action

Procedures

Business Needs

Behaviour referent

Norms/Custo Values/Mission ms and s Practices

Difference between HRM & PM Dimension

Personnel

Human Resource

Managerial Monitoring Nurturing /labour task Key Relations Labour Customer Management Initiatives Piecemeal Integrated Management Role

Transactiona Transformation l al Leadership

Speed of decision

Slow

Fast

Difference between HRM & PM Dimension

Personnel

Human Resource

Communicatio Indirect n

Direct

Prized Management skill

Negotiation

Facilitation

Selection

Separate, Marginal task

Integrated, key task

Pay

Job Evaluation (Fixed

Performance based

Difference between HRM & PM Dimension

Personnel

Human Resource

Labour Management

Collective barg- aining contracts

Individual contracts

Job categories Many and grades

Few

Job design

Division of labour

Team work

Conflict handling

Reach temporary truce

Manage climate and culture

Training &

Controlled

Learning

Difference between HRM & PM Dimension

Personnel

Human Resource

Intervention focus

Personnel procedures

Wide rangingcultural,structur al and personnel strategies

Respect for employees

Labour treated as tool : expendable and replaceable

People are treated as assets to benefit organisation/ employees/socie ty

Difference between HRM & PM Dimension

Personnel

Human Resource

Shared interests

Organisational Mutuality of interests are interests uppermost

Evolution

Precedes HRM

Latest in the evolution of the subject

Objectives of HRM Societal To be ethically and socially responsible to the needs and challenges of society while minimising the negative impact of such demands upon the organisation. Organisational To recognise the role of HRM in bringing about organisational effectiveness.

Objectives of HRM Functional To maintain the department’s contribution at a level appropriate to the organisation’s needs. Personal To assist employees in achieving their personal goals, at least insofar as these goals enhance the individual’s contribution to the organisation.

HRM Objectives and Functions HRM Objectives Societal

ing Functions 1.Legal Compliance 2.Benefits 3.Union management relationship

HRM Objectives and Functions HRM Objectives Organisational

ing Functions 1.Human Resource Planning 2.Employee Relations 3.Selection 4.Training & Development 5.Appraisal 6.Placement

HRM Objectives and Functions HRM Objectives

ing Functions

Functional

1.Appraisal 2.Placement 3.Assessment

HRM Objectives and Functions HRM Objectives

ing Functions

Personal

1.Training & Development 2.Placement 3.Assessment 4.Compensation

Image & Qualities of HR Manager Fairness & Firmness Tact and resourcefulness Sympathy and consideration Knowledge of labour other Broad Social outlook Competence

HR Policies A policy is plan of action. Is a statement of intention committing the management to general course of action. Policy contains HR programmes, expression of philosophy and principles. Policy are required for…… basic needs, consistency in treatment & continuity

Evolution of HRM HRM emerged in 1970s Kautilya’s Arthashastra in 4th BC Babylonian Code of Hammurabi 1800 BC ‘minimum wage rate’ & ‘incentive wage plan’ In India since 1920 : First world war, emergence of trade union The Royal Commission (1931) : Labour Welfare Officers : Selection of workers and settle grievances.

Evolution of HRM Factories Act (1948) Welfare officers compulsory in industries employing 500 employees IIPM – Kolkata, NILM in Mumbai : (Jute and textiles) Second World War : increased expectations of the workers : IR and Personnel n integrated as PM 1970 : Shift from welfare to efficiency. 1980 : HRM and HRD Challenges 1990 : Human value and productivity through people.