1.

HRM involves all management decisions and actions that affect relationship between the
organization and employeesits human resources
2. A method of maximizing economic return from labour by integrating HRM into business
strategy.-------------!""#$%&
3. HRM is a distinctive approach to employment management which see's to achieve
competitive advantage through the strategic development of a highly committed and capable
wor'force( using an integrated array of cultural( structural and personnel techni)ues.-----
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4. HRM is the attraction( selection( retention( development and use of human resources in
order to achieve both individual and organizational ob,ectives.---------- -A*-.$ &
5. HRM is strategic and coherent approach to the management of an organization/s most
valued assetsthe people wor'ing there who individually and collectively contribute to the
achievement of its ob,ectives for sustainable-competitive advantage.
6. HRM----a range of strategies( process and activities designed to support corporate
ob,ectives by integrating the needs of the organization and individuals that comprise it.
The main HRM beliefs are as follows-----
"mployees are valued assets---the fundamental belief- underpinning HRM is that the
sustainable competitive advantage is achieved through people. They should be therefore
regarded not as variable cost but valued assets in which to invest, thus adding to their
inherent value.
*trategy and culture are important-----$rganizational effectiveness the development of
integrated business increased significantly by paying close attention to and human resource
strategies and by shaping the culture of the organization. A long-term perspective in
managing people and in developing an appropriate corporate culture is seen as important.
very aspect of employees management must be integrated with business management
and reinforce the desired company culture
"mphasis on commitment rather than compliance---the optimum utilization of human
resource will be achieved by developing consistent and coherent policies which promote
commitment to the organization and unleash the latent creativity and energies of the people
who wor! there, thus leading to enhanced performance.
"mphasis on the 'ey role of line management-- HRM is owned by line managers who
alone have responsibilities for managing their staff.The role HR function is to enable line
managers to fulfill their HRM responsibilities effectively.
HRM is essentially a business oriented philosophy---concerning the management of
people in order to obtain added value from them and thus to achieve competitive advantage.
.t is a philosophy that appeals to management-----who are striving to beat off increasing
international competition and appreciate that to do this they must invest in HR as well as
new technologies.
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Human Resource 1evelopment HR1& has become an evolving concept for building wor'-
force performance to meet the needs of an organization. +he essential elements of
HR1 are--------------
$n going assessment of wor' force competency needs.
Activities to fill those needs---employee education and training( organization development( 5
)uality of wor' life 5 programs or other efforts to serve the needs
"valuation to determine if the intended purpose has been met.
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HR1 is an organized learning experience within a given period of time with the ob,ective of
producing the possibility of performance change.
HR1 is the process of increasing 'nowledge( capabilities and positive wor' attitudes of all
employees wor'ing at all levels in a business underta'ing.
HR1 is matching the organizations needs for human resource with the individual need for
personal career growth and development.
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A signal to employees that the company believes they are important.
Motivation to ac)uire and use new s'ill for which they will be rewarded
-ommitment by communication to employees the values of an organization( e.g. )uality and
customer service and ensuring that they learn how they should uphold them.
.dentification with the -ompany by helping people to achieve a better understanding of its
aims and policies.
-ommunication- training can provide effective channel for two- way communication.
#eed satisfaction- training can contribute to the satisfaction of people/s need for
achievement and recognition.
8ob "nrichment " training can enable people to exercise greater responsibilities.
-hange Management " education and training are essential ingredients in a change
management program. +hey help people to understand why change is necessary and
how they will benefit
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+o enable management to achieve organizational ob,ectives through its wor'force.
+o utilize people to their full capacity and potential.
+o foster commitment from individuals to the success of the company through a
)uality orientation in their performance and that of the whole organization.
+o integrate human resource policies with business plans and reinforce an
appropriate culture or as necessary reshape an inappropriate culture.
+o develop a coherent set of personnel and employment policies which ,ointly
reinforce the organization/s strategies for matching resources to business needs and
improving performance.
+o establish an environment in which latent creativity and energy of employees will
be unleashed.
+o create conditions in which innovation( team-wor'ing and total )uality can flourish.
+o encourage willingness to operate flexibly in the interest of the adaptive
organization and in the pursuit of excellence.
FUNCTIN! F HUM"N R#!URC#! M"N"$#M#NT
-reate and promote human resource philosophy.
1etermine the human resource needs.
"ducating the executives.
Assisting top management regarding HR policies( strategies and approaches.
Human resource planning.
Recruitment( selection( induction( placement.
-ommunication system.
-ompensation management.
-ordial business relations.
"mployee welfare.
-ounseling.
"valuation----performance appraisal and performance management.
+eam building and team spirit.
Motivating employees.
+raining and development.
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#in!ing HRM to business role--$ nabler role--$ Monitoring role--$ Motivating role--$
%nnovator role--$ Adaptor role.
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Human resource planning.
Recruitment and selection.
+raining and development.
$rganizational development.
8ob design.
-areer planning and career development.
4erformance management system.
-ompensation management and benefits.
"mployee assistance.
.ndustrial relations.
HR research and information system and audit.
&'(HMAR)* +R ,R%'(%,#* +- HRM
.ndividualistic approach.
Ma'e employee feel worthwhile.
6air and ,ust policies.
Rewards should be earned.
Access to organizational information.
8udge the strength.
")ual pay for e)ual wor'.
1o what you preach.