Hrm Rjc 1
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HUMAN RESOURCE MANAGEMENT
Alan Collaco
SYLLABUS
Personnel Management Human Resource Management Human Resource Planning Job Analysis, Job Design Job Evaluation Recruitment & Selection Training & Development Performance Appraisal
SYLLABUS
Use of Appraisal Data Employee Remuneration Participative Management Personnel Philosophy Personnel Manual Career Planning Promotion Policies
Books Recommended
HRM by Gary Dessler Human Resource and Personnel Management by K. Aswathappa HRM by DK Bhattacharya Personnel Management by CB Mamoria HRM by Subba Rao
PERSONNEL MANAGEMENT
Personnel Management is a method of developing potential of employees so they get maximum satisfaction out of their work and give their best efforts to the Organization Personnel Management is that part of management process which is primarily concerned with the human constitution of the Organization
OBJECTIVES OF PM
Recruitment & Selection Induction of new employees Training & Development Performance Management Compensation & Benefits Providing good working conditions Providing career and growth opportunities
ROLE OF THE PERSONNEL MANAGER
Personnel play an important role in the mgt. of change in an organization. He accomplishes organization goals by building a capable and dynamic work force. He tries to create a sense of involvement and commitment on the part of employees. He creates a sound and favorable working climate and working relationships by motivating employees and achieves organizational goals by effective utilization of human resources. He is responsible for administrative and personnel functions and carries out a number of duties in this regard.
ROLE OF THE PERSONNEL MANAGER
The Personnel Manager commonly plays interpersonal role, informational role and decisional role. The Interpersonal role helps in interacting with number of people in the organization. The Informational role helps in acquiring sufficient knowledge to arrive at timely decisions. The Decisional role helps in taking innovative steps and increases the organizations effectiveness.
ROLE OF THE PERSONNEL MANAGER
Policy Initiator and Formulator Advisor Problem Solver Mediator Well Wisher Employees’ Representative Decision Maker
HUMAN RESOURCE MANAGEMENT
Meaning and Definition: ¬ Human Resource Management relates to the total set of knowledge, skills and attitudes that firm need to compete. It involves concern for action in the mgt. of people, including selection, training and development, employee relations and compensation.
HUMAN RESOURCE MANAGEMENT
¬ HR Mgt. is a process of formulating, implementing and evaluating HR strategies to achieve organizational objectives. It encompasses the entire gamut or human resource development in an organization, including Manpower Planning, Recruitment & Selection, Training and Development, Performance Appraisals, Transfer and Promotions, Compensation and Benefits.
HUMAN RESOURCE MANAGEMENT
» Difference between HRM and Personnel Management:
Personnel Management 1. Personnel means person employed.
Personnel Mgt. is the mgt. of people employed.
Human Resource Management HRM is the mgt. of employee’s skills, knowledge, abilities, talents, etc.
as
2. Employee in personnel mgt. is mostly
Employee in HRM is treated not only
treated as economic man as his services economic but also as social and psychological are exchanged for salary/wages. Man. Thus, the complete man is viewed under this approach. 3. Employee is viewed as a commodity or Employee is treated as a resource. tool or equipment which can be purchased and used. 4. Employees are treated as cost centre and Employees are treated as profit centre and therefore mgt. controls the cost of therefore, invests capital for human labour. resource development and future utility.
5. Employees are used mostly for organiz
Employees are used for the multiple
ational benefit mutual Benefit of the organization, their family members.
STRATEGIC HRM
Strategic Human Resource Mgt. has been defined as “the linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility.” Strategic HR means accepting the HR function as a strategic partner in both the formulation of the company’s strategies, as well as in the implementation of these strategies through HR activities such as recruiting, selecting, training, and rewarding personnel.
STRATEGIC HRM
Clarify the Business Strategy ¬ New markets. ¬ Operating changes. ¬ New products. ¬ Enhanced technologies. ¬ Improved customer service. Management Has Direct Control
STRATEGIC HRM
Realign the HR functions and Key People Management Practices HR Services HR Systems HR Function Structure People management practices: Performance Management Rewards and Recognition Communication Training and Career Development Rules and Policies Staffing, Selection and Succession Leadership Development
STRATEGIC HRM
Create Needed Competencies and Behaviour Individual Organizational
People and the link between business strategy and realization of results.
Management Has No Direct Control Only Influence
STRATEGIC HRM
Realization Of Business Strategies and Results Growth Profitability Market Share
Management Has No Direct Control Only Influence
PROCESS OF STRATEGIC HRM
Environmental Scanning External Internal
Strategy Formulation Corporate
Strategy Formulation Business Strategy Formulation Functional Strategy Formulation
PROCESS OF STRATEGIC HRM
Strategy Implementation Programmes Budgets Procedures
Evaluation and Control Strategic
Control Process and Performance
CHALLENGES FACING HRM TODAY
The most striking challenge in HR’s role today is its growing involvement in developing and implementing the company’s strategy. Strategies increasingly depend on strengthening organizational competitiveness and on building committed work teams, and these put HR in a central role. We’ve seen that in a fast-changing, globally competitive and quality oriented industrial environment, it’s often the firm’s employees- its human resources- who provide the competitive key.
CHALLENGES FACING HRM TODAY
Globalization Technological Advances Trends in the nature of work Workforce Diversity New Management Practices
Alan Collaco
SYLLABUS
Personnel Management Human Resource Management Human Resource Planning Job Analysis, Job Design Job Evaluation Recruitment & Selection Training & Development Performance Appraisal
SYLLABUS
Use of Appraisal Data Employee Remuneration Participative Management Personnel Philosophy Personnel Manual Career Planning Promotion Policies
Books Recommended
HRM by Gary Dessler Human Resource and Personnel Management by K. Aswathappa HRM by DK Bhattacharya Personnel Management by CB Mamoria HRM by Subba Rao
PERSONNEL MANAGEMENT
Personnel Management is a method of developing potential of employees so they get maximum satisfaction out of their work and give their best efforts to the Organization Personnel Management is that part of management process which is primarily concerned with the human constitution of the Organization
OBJECTIVES OF PM
Recruitment & Selection Induction of new employees Training & Development Performance Management Compensation & Benefits Providing good working conditions Providing career and growth opportunities
ROLE OF THE PERSONNEL MANAGER
Personnel play an important role in the mgt. of change in an organization. He accomplishes organization goals by building a capable and dynamic work force. He tries to create a sense of involvement and commitment on the part of employees. He creates a sound and favorable working climate and working relationships by motivating employees and achieves organizational goals by effective utilization of human resources. He is responsible for administrative and personnel functions and carries out a number of duties in this regard.
ROLE OF THE PERSONNEL MANAGER
The Personnel Manager commonly plays interpersonal role, informational role and decisional role. The Interpersonal role helps in interacting with number of people in the organization. The Informational role helps in acquiring sufficient knowledge to arrive at timely decisions. The Decisional role helps in taking innovative steps and increases the organizations effectiveness.
ROLE OF THE PERSONNEL MANAGER
Policy Initiator and Formulator Advisor Problem Solver Mediator Well Wisher Employees’ Representative Decision Maker
HUMAN RESOURCE MANAGEMENT
Meaning and Definition: ¬ Human Resource Management relates to the total set of knowledge, skills and attitudes that firm need to compete. It involves concern for action in the mgt. of people, including selection, training and development, employee relations and compensation.
HUMAN RESOURCE MANAGEMENT
¬ HR Mgt. is a process of formulating, implementing and evaluating HR strategies to achieve organizational objectives. It encompasses the entire gamut or human resource development in an organization, including Manpower Planning, Recruitment & Selection, Training and Development, Performance Appraisals, Transfer and Promotions, Compensation and Benefits.
HUMAN RESOURCE MANAGEMENT
» Difference between HRM and Personnel Management:
Personnel Management 1. Personnel means person employed.
Personnel Mgt. is the mgt. of people employed.
Human Resource Management HRM is the mgt. of employee’s skills, knowledge, abilities, talents, etc.
as
2. Employee in personnel mgt. is mostly
Employee in HRM is treated not only
treated as economic man as his services economic but also as social and psychological are exchanged for salary/wages. Man. Thus, the complete man is viewed under this approach. 3. Employee is viewed as a commodity or Employee is treated as a resource. tool or equipment which can be purchased and used. 4. Employees are treated as cost centre and Employees are treated as profit centre and therefore mgt. controls the cost of therefore, invests capital for human labour. resource development and future utility.
5. Employees are used mostly for organiz
Employees are used for the multiple
ational benefit mutual Benefit of the organization, their family members.
STRATEGIC HRM
Strategic Human Resource Mgt. has been defined as “the linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility.” Strategic HR means accepting the HR function as a strategic partner in both the formulation of the company’s strategies, as well as in the implementation of these strategies through HR activities such as recruiting, selecting, training, and rewarding personnel.
STRATEGIC HRM
Clarify the Business Strategy ¬ New markets. ¬ Operating changes. ¬ New products. ¬ Enhanced technologies. ¬ Improved customer service. Management Has Direct Control
STRATEGIC HRM
Realign the HR functions and Key People Management Practices HR Services HR Systems HR Function Structure People management practices: Performance Management Rewards and Recognition Communication Training and Career Development Rules and Policies Staffing, Selection and Succession Leadership Development
STRATEGIC HRM
Create Needed Competencies and Behaviour Individual Organizational
People and the link between business strategy and realization of results.
Management Has No Direct Control Only Influence
STRATEGIC HRM
Realization Of Business Strategies and Results Growth Profitability Market Share
Management Has No Direct Control Only Influence
PROCESS OF STRATEGIC HRM
Environmental Scanning External Internal
Strategy Formulation Corporate
Strategy Formulation Business Strategy Formulation Functional Strategy Formulation
PROCESS OF STRATEGIC HRM
Strategy Implementation Programmes Budgets Procedures
Evaluation and Control Strategic
Control Process and Performance
CHALLENGES FACING HRM TODAY
The most striking challenge in HR’s role today is its growing involvement in developing and implementing the company’s strategy. Strategies increasingly depend on strengthening organizational competitiveness and on building committed work teams, and these put HR in a central role. We’ve seen that in a fast-changing, globally competitive and quality oriented industrial environment, it’s often the firm’s employees- its human resources- who provide the competitive key.
CHALLENGES FACING HRM TODAY
Globalization Technological Advances Trends in the nature of work Workforce Diversity New Management Practices
