Session: 1

Introduction to Human Resource

Management
 What is HRM?

 HRM is linked to the management of human capital:

It is linked to a view of the employee as an economic asset

Definition
Human resource management is a strategic and coherent
approach to the management of an organization’s most
valued assets—the people, that work there, who
individually and collectively contribute to the achievement
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
 Characteristics of HRM

• People oriented • Young discipline

• Action- oriented • Nervous system
• Individual- oriented
• Development – oriented
• Pervasive Function
• Continuous Function
• Future- oriented
• Challenging function
• Science as well as art
• Staff function
 Objectives of HRM

 To act as a link 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.
HR Objectives of TATA Group

 Tata company shall provide equal opportunities to all its

employees.
 HR policies shall promote diversity and equality in the
workplace.
 Employees shall be treated with dignity.
 Maintain a work Environment free of all forms of
harassment.
 Respect for the right to privacy and the right to be heard.
 Equal opportunity to all eligible.
 Decisions are based on merit.
 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.
 The Evolution of Human Resource
Management
 Early labor:
 No human resource management.
 Onset of industry:
 Manage factors of production.
 Unions:
 Industrial relations professional.
 World War II:
 Peacetime industry and prosperity.
 Personnel administrator.
 Civil Rights and Litigation:
 Human resource manager / compliance
 Global Business:
 Strategic human resource management

8
 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)
 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
 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
Construction of titanic & child labour
pathetic condition
Scientific Management (1910 evolve & 1920
implementation to 1940)

• Development of true • Draw back

science
• Scientific selection &
• Man become machine
training human factors were
• Friendly co-operation completely avoided.
between management
• Development of every
worker to his fullest
aspects.
 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.
 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
 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
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.
 HRM in India

In the 1970s and 1980s typical HRM functions in organization included:

• Personnel and administration
• Industrial relations
• Labor welfare
Up to the mid-80s human resource management in Indian
organizations grew through various phases under the influence
of the following factors:
• A philanthropic viewpoint about doing good for workers
• A legislative framework
• Government policies
• Trade unions
• Emerging trends/concepts in management
• Changes in the economy

1–18
 What is Human Resource
Management?

• The Management Process

o Planning
o Organizing
o Staffing
o Leading
o Controlling
OB Theories and HRM Practices
 Why is HRM Important to All
Managers?

• No manager wants to:

o Hire the wrong person for the job
o Experience high turnover
o Have your people not doing their best
• You May Spend Some Time as an HR
Manager
Qualities of an HR manager

 Knowledge
 Intelligence
 Communication skills
 Objectivity and fairness
 Leadership and motivational qualities
 Emotional maturity and
 Empathy
• Authority is the right to make
decisions, to direct the work of
others, and to give orders. Managers
usually distinguish between line
authority and staff authority.
 Line and Staff Managers

• Line authority gives you the

right to issue orders

• Staff authority gives you the

right to advise others in the
organization
 Human Resource Duties
Line Managers
• Job placement
• Orientation & Training
• Performance
• Cooperation
• Labor costs
• Development
 Human Resource Duties

Staff Managers

• Line function inside

of HR department
• Coordination
• Assist and advise
 Organizing the Human Resource
Department’s Responsibilities

• Size of HR reflects the company’s size

• Reorganizing the HR Management function
o Transactional HR teams
o Corporate HR teams
o Embedded HR teams
o Centers of expertise
 Trends in Human Resource
Management

• Technological advances
• Globalization and competition
• Trends in the nature of work
• Demographic and workforce trends
• Economic challenges and trends
 Human Resource Management

• Part of total management process

• Focus on staffing processes
o Job analyses
o Recruiting
o Compensation
o Performance
o Compliance issues, etc.
 Human Resource Duties

• In providing specialized assistance, the

human resource manager carries out three
distinct functions:
o line function
o coordinative function
o Staff (assist and advise) functions
 IMPROVING PERFORMANCE:
HR as a Profit Center

• Computer system dramatically improves

sales and profitability along with:
o Upgraded jobs
o Training in how to sell services
o New job descriptions
o New pay policies
 Important Traits of Today’s
Human Resource Managers
• Focus More on Strategy
• Focus on Improving Performance
• Measure HR Performance and Results
• Use Evidence-Based Human Resource
Management
• They Add Value
• They Use New Ways to Provide HR Services
 The New Human Resource Manager

• They Take a Talent Management Approach

• They Manage Employee Engagement
• They Manage Ethics
• They Understand Their Human Resource
Philosophy
• They Have New Competencies
 Human Resource Manager’s
Competencies

• Strategic positioners
• Credible activists
• Capability builders
• HR innovators and integrators
• Technology proponents
 Big Transactional
picture Services

The New
Human Talent
Competencies Resource Management
Managers
Performance,
results,
evidence- Employee Ethics
based practice Engagement
Review
Management Challenges for Indian CEOs
A study among Indian CEOs identified the
following challenges:
 Creating a high-performance culture
 Retaining talent
 Recruiting
 Moving from a patriarchal and hierarchical
management style to a more team-based, informal
organizational culture
 Linking training with performance
 Compensating knowledge workers
 Building interpersonal relationships/managing conflict
 Going global
Thank You..!!