HRM is a management function that helps managers

recruit, select, train and develop members of an

organisation.

HRM…… People’s dimension

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.
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.
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.
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)
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
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
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 needs- love, affection,
belongingness, esteem and self actualisation
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
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
Dimension Personnel Human
Resource
Employment Written, Aim to go
Contract delineated beyond contract
Rules Clear Outlook,
Impatience
Guide to Mgnt. Procedures Business Needs
Action
Behaviour Norms/Custom Values/Missions
referent s and Practices
Dimension Personnel Human
Resource
Managerial Monitoring Nurturing
/labour task
Key Relations Labour Customer
Management
Initiatives Piecemeal Integrated

Management Transactional Transformational

Role Leadership
Speed of Slow Fast
decision
Dimension Personnel Human
Resource
Communication Indirect Direct
Prized Negotiation Facilitation
Management
skill
Selection Separate, Integrated, key
Marginal task task
Pay Job Evaluation Performance
(Fixed grades) based
Conditions Separately Harmonisation
negotiated
Dimension Personnel Human
Resource
Labour Collective barg- Individual
Management aining contracts contracts
Job categories Many Few
and grades
Job design Division of labour Team work

Conflict handling Reach temporary Manage climate

truce and culture
Training & Controlled access Learning
Development to courses companies
Dimension Personnel Human
Resource
Intervention Personnel Wide ranging-
focus procedures cultural,structural
and personnel
strategies
Respect for Labour treated People are treated
employees as tool : as assets to
expendable and benefit
replaceable organisation/
employees/society
Dimension Personnel Human
Resource
Shared Organisational Mutuality of
interests interests are interests
uppermost
Evolution Precedes HRM Latest in the
evolution of the
subject
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.
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 Supporting Functions
1.Legal Compliance
Societal 2.Benefits
3.Union management
relationship
HRM Objectives Supporting Functions

Organisational 1.Human Resource

Planning
2.Employee Relations
3.Selection
4.Training &
Development
5.Appraisal
6.Placement
7.Assessment
HRM Objectives Supporting
Functions
Functional
1.Appraisal
2.Placement
3.Assessment
HRM Objectives Supporting
Functions
Personal
1.Training &
Development
2.Placement
3.Assessment
4.Compensation
Fairness & Firmness
Tact and resourcefulness
Sympathy and consideration
Knowledge of labour other terms
Broad Social outlook
Competence
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
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.
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 admn integrated as PM
1970 : Shift from welfare to efficiency.
1980 : HRM and HRD Challenges
1990 : Human value and productivity through
people.