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Introduction to HRM
Chapter-1
Introduction to Human Resource Management
Introduction to HRM
Human
Large brain size Expanded planning and problem solving abilities Complex cultural learning dependent on symbolic information Dependence on technology for survival Worldwide geographic distribution and adaptation to diverse climates and habitats Greater social complexity
Resource
Available source of wealth; a new or reserve supply that can be drawn upon when needed
Management
Manageme nt is the art of getting things done through the efforts of others.
Introduction to HRM
Mathis and Jackson: Human Resource Management is the use of Human Resources in an organization through the management of people related activities. DeCenzo and P. Robbins: Human Resource is comprised of the staffing, development, motivation and maintenance functions. Each of these functions however is affected by external influences.
Introduction to HRM
Milkovich & Boudreau: Human Resource Management is a series of decisions that affect the relationship between employees and employers; it affects many constituencies and is intended to influence the effectiveness of employees and employers. Dale Yoder: Human Resource Management is the provision of leadership and direction of people in their working or employment relationship.
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Dr. M. Ataur Rahman: Human Resource Management may be defined as a set of activities which include acquisition, development, motivation, maintenance and utilization of manpower for the purpose of effective and timely achievement of organizational goal/s.
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4. Performance appraisal: The system used by an organization to measure and assess employees work performances. 5. Compensation: The organizations entire reward package, including not only financial rewards and benefits, but also no tangible rewards such as job security. 6. Labor management relation: The continuing relationship between an employer and employers who are represented by labor organization.
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6. Job analysis 7. Maintenance of working environment 8. Protection of employees 9. Employee Services 10. Remuneration:
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General Functions of Human Resource Management (Cont.-------) 11. Job and Merit Evaluation: 12. Labor Management Relations: 13. Workers Participation 14. Agreements with Trade Unions 15. Leadership and Co-operation:
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16.Providing benefits and rewards: 17. Maintaining discipline: 18. Career planning and development: 19. Handling grievances: 20. Reviewing employee needs:
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Personnel management Human resource is the process of management is the hiring and process of hiring, developing developing and employees so that maintaining of effective they become more workforces in an valuable to the organization. organization.
Key conce rn
Labors
All employees
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in Participates in formulating overall organization at strategic plan and aligning human resource functions with company strategy.
Authority Medium status and High status and authority. authority for top personnel officer. Scope It is concerned It concerned with all primarily with manager and hourly, employees. operational a clerical employees.
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6 7
Makes operational It is involved in making decisions only strategic decisions Employees behavior depends on organizations values/mission Employees behavior depends on organizational norms/customs and practices.
It is fully integrated with other organizational functions: marketing, finance, legal and production
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Coordinates all human resource activities (e.g. training, recruitment, staffing, equal employment opportunity)
Management Management take takes actions on actions on the basis of The basis of business need. procedures.
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11 Rules
Importance of HRM observes devising clear rules. progress of coping with rules
12 Speed of Personnel decision management takes decision slowly 13 Respect Labor is treated as for a tool which is employe expendable and es replaceable
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Personnel procedures
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6. To attract good people: 7. To make effectiveness: 8. To ensure discipline: 9. Proper use of human resources: 10. To develop working conditions in the organization:
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7. Lack of sense of accountability 8. Lack of human resource policy 9. Heavy pressure of trade unions 10. Undue political pressure 11. Lack of quick decision 12. Improper utilization of resources
all
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HRM Model
g stin it o R C d Aud H n a 14
Labor n Relatio 15
Human Resour ce Plannin g 1
Re
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12
4
5
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ev J elu ob a tio n
e nc g a iev dlin Gr an H
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Merit rating
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5. When I do some something without being told, I am trying to be smart 6. When my boss does the same, he is initiative 7. When I call please to my boss, I am polishing 8. When my boss please to his boss, he is cooperating 9. When I do good, my boss never remember 10. When I wrong, he never forgets
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6. Lack of career planning and program 7. Lack of proper evaluation 8. Lack of motivation 9. Lack of suitable relation between labor and management 10. Negative politics
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6. 7. 8. 9.
Proper job evaluation High professional management Ability of skilled human resource manager Proper human resource motivation
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Learning & growth opportunities Competitive rewards Opportunity to grow, learn, and implement Strong social security and employee welfare performance oriented culture.
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Company brand image Work ethics. Learning and growth opportunities. Challenging work assignments. Growing organization. Sharing profit
IBM (USA)
High quality brand image. Open, transparent, and caring organization. Training and development programs. Structured career planning process Competitive pay and benefit
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Key Drivers for Attractions & Retention of Talent The group brand equity. Strong corporate conveyance and citizenship. Commitment to learning and development. Best in people practices. Challenging assignments. Opportunity to work with Fortune 500 clients.
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Thank You
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