Post on 05-Apr-2018
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PEOPLE CANMOVE
MOUNTAINS
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ADI GODREJ
It is a really important for me to spendmore time with my people.
We have had a number of HRDconsultants, but HRD initiatives are timeconsuming & one has to be patient for
cultural & mind set changes.
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PHILIPS
According to Rama Chandran,MD,PhilipsIndia
My human Resource Department is the
centre of competence
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A.F.Ferguson & Co
Arvind Mahajan,Director The only way
you can be different is in a way youmanage people
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Brian Friedman
It is important to realize that employees are
your greatest asset.
Unlike other assets, people are the only asset
which does not, depreciate over time.On the contrary the more you use them ,the
better they get over time.
Their value keeps on appreciating with thepassage of time(on his visit to India --- 1998)
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HLL
At Hindustan Lever the accent is on hiring
people who are even better than the onesat HLL.
HLL now is a people & strategycompany.
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Marico industries:
Harsh Mariwala,owner I am very sensitive
about losing star performers.
If the guy is valuable ,we give him farhigher remuneration to keep him happy.
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America ErickMayer created history on25.5.2001 by becoming the first blind
person to scale Mount Everest.Erick at 32 who lost his eyes sight due to
generative disease at the age of 13 ,set
foot on the 8848 meter peak along with 17other members of an expedition team afteran unsuccessful attempt earlier due to bad
weather conditions
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An hour before Erick Brand ford Bullearned the distinction of being the oldestclimber to set foot atop the worlds highest
peak at the age of 65 along with his son.
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NATURE & SCOPE OF HUMAN
RESOURCE MANAGENT
Human Resources: People withrequired skills to make anorganisation are generally referredto as human resources
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WHAT IS HUMAN
RESOURCES?
HUMAN
RESOURCES
R-RESEVER
E-EDUCATE
S-SKILL O-OBJECTIVES
U-UNDERSTANDING
R-RESEARCH
C-CAPABILITY E-ENERGIES
S-STRENGTH
H-HEARS
N-NEGOTIATES
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MEANING & DEFINITION OF HRM
In simple sense HRMmeans employing thepeople ,developing theirresources
,utilising,maintaining &compensating theirservices in tune with the
job & organisationalrequirements with a view
to contribute to the goalsof theorganisation,individual &the society..
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MEANING AND DEFINITION OF HRM
: HRM may be
defined as the art of Procuring, Developing,Motivating and Maintaining competent
workforce to achieve the goals of an
organisation in an effective and efficient
manner.
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Michael.J.Jucius defined PersonnalManagement as the field of management whichhas to do with palnning,organising,directing &
controlling the functions of procurring thefunctions of procuring,developing ,maintaining& utilizing a labour force,such that the
1.Objectives for which the company isestablished are attained economically &effectively.
2.Objectives of all levels of personnel are served
to the highest possible degree.3.Objectives of society are duly considered are
served.
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Meaning of HRD:
Human resource is an importantresource in an organization. Humanresource is utilized in the best possibleway to reach organizational goals.
The enhancement of the utilization
value of human resource depends onthe important of the human resourceaspects like, skill, knowledge, creativeabilities and talents in accordance withthe changing requirement of groups,
organizations and society at large. This is the essence of Human
Resources Development; thereforehuman resources developmentimproves the utilization value of anorganization.
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HUMAN RESOURCE DEVELOPMENTCENTRE
EX of a HRD
centre. Located at
Peshawar . To develop the
managerial and
technical skills ofcommunitymembers.
To design &implement the
managerial andtechnical capacitybuilding training ofcommunitymembers, identifiedby their respectivecommunity
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HRD is mainly concerned with developingthe skills, knowledge, and competencies ofpeople and it is people oriented concept.HRD can be applied both for the nationallevel and organization level. HRD is notessentially training and development. HRD
is having broader meaning apart fromtraining and development.
T.Venkateswara Rao has workedextensively on HRD. He defines HRD inthe organizational context as a processby which the employees of an organizationare helped in a continuous,
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planned way to acquire or sharpencapabilities required to perform variousfunctions associated with their present or
expected future roles.
Develop their general capabilities asindividuals and discover and exploit their own
inner potentials for their own / ororganizational development purposes.
Develop an organizational culture in whichsuperior-subordinate relationship, teamwork and collaboration to the professionalwell-being, motivation& pride of employees.
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Features of HRD
HRD is a systematic and planned approachfor the development of individual in order toachieve organizational, group & individualgoals.
HRD is a continuous process for thedevelopment of techniques, managerial,behavioral & conceptual skills & knowledge.
HRD develops the skills and knowledge notonly at the individual level, but also at dyadiclevel, group level and organizational level.
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HRD is multi-disciplinary. It draws inputsfrom engineering, technology, psychology,anthropology, management, commerce,
economics, medicine etc HRD comprises of techniques & processes.
They include performance appraisal, training,management development, career planning
and development, organization development,counseling, social & religious programmes,employee involvement / workers participation,quality circles etc
HRD is essential not only for manufacturingand service industry but also for informationtechnology industry.
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Need for HRD
Changes in economic policies: (LPG) Changing job requirements: dynamic jobs
Need for multi-skilled human resource: costreduction
Organizational viability & transformationprocess: changing as per the environment
Technological advances: latest machines Organizational complexity: complex products
& manufacturing technology Human relations: respecting human relations
, in the changing environment.
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Role of training in HRD
HRD plays vital role in Humanresources management process.Training plays the most importantrole in the HRD.
Training helps the organization toimpart basic technical skills andknowledge to the employees.
Technical skill is the basiccomponent of human resource thatis most essential for employeeperformance.
No organization can get a
candidate who exactly matches withthe job and the organizationalrequirements.
Hence training is important todevelop the employee and make
him suitable to the job.
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Hence HRD strategies in the era ofGlobalization in India would be listed asbelow
1. Right sizing of employees2. Empowerment of employees3. Competence building4. Commitment building
5. TQPM (total quality & productivitymanagement)6. Continuous improvement process (CIP)7. Developing value system
8. Creating learning organizations9. Developing the skills of adoptability10. Encouraging creativity & innovation
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DIMENSIONS OF GLOBALISATION
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Role of HRD Manager:1. HR Manager has a versatile role in an organization .
these include
2. HR planning3. Recruitment4. Selection5. Placement
6. Induction & recreation7. Performance appraisal8. Training & development9. Career planning10. Organizational development
11. Compensation12. Social & cultural performance13. Quality circles14. Team work
15. Coordination with top management & workers
SCOPE OF HRM
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SCOPE OF HRM
Objectives of HRM.
Organization of HRM.
Strategic HRM.
Employment.
Development.
Wage & salary administration.Maintenance.
Motivation.
Industrial Relations.
Participative management.
Recent developments in HRM
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EMPLOYEE
HIRING
Industrialrelations
Employeemotivation
Employee
maintenance
Employeeremuneration
Nature of HRM
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DEFINITION OF HRM
HRM can be defined as managing(Planning,organising,directing,&controlling)the functions of
employing,developing & compensatinghuman resources resulting in thecreation & development of human
relations with a view to contributeproportionately to the organisational,individual &social goals.
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Features Of HRM
1. Human resource management isconcerned with employees both asindividuals & as a group in attaining goals.
2. It is concerned with the development ofhuman resources.
3. HRM covers all levels(low,middle,&top)&categories(unskilled,skilled,technical,professional,clerical&mangerial) of employees.
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4. It applies to theemployees in all thetypes of
organizations in theworld like
Industry
Service.
Commerce.
Economic.
Social.
Religious. Political &
government depts
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5.HRM is continuous & never ending process.
6.It aims at attaining the goals of:Organisation.
Individual.
Society
7.HRM is a responsibility of all line mangers & afunction of staff mangers in an organisation..
8.It is concerned mostly with managing humanresources at work.
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History of HRM
1800-early 1900ScientificManagementMovement
Focus on processes,cost reduction andpay for performance
Job simplification andfocus on rules
Human RelationsModel 1920-1940s
View from employeesperspective
Focus on socialenvironmentworking conditions,supervisors style,mgmt philosophy
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History of HRM
HRM Movement startedback in the 1900-present
Increase of HR
departmentresponsibilities fromstrictly admin to include:legal compliance,performance appraisals,
recruitment, screening,corporate changeetc.
Closer examination ofworker motivation beyondprevious two
based on nature and scope
of job, social influences,compensation, incentivesystems, organizationalculture, climate supervisorsstyle, and individual needs
and values
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PERSONNEL MANAGEMENT
IS DEAD ,
HUMAN RESOURCE
MANAGEMENT IS
ALIVE..
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Meaning and Definition of PM
E.B FLIPPO-The personnel function isconcerned with the procurementdevelopment,compensation ,integration,
and maintainance of personnel of anorganisation for the purpose of contributingtoward the accomplishment of that
organisations major goal. Hence Pm isplanning organising,directing andcontrolling of the functions.
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Differences B/w Personnel management& HRM
PM
Personnel meanspersons employed.
PM views man as aneconomic man whoworks for money orsalary.
It is narrow in scope
HRM
HRM treats people ashuman beings having
economic ,social,&psychological needs
It is broader in scope
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Dimension PM HRM
Beliefs &assumptions
Guide tomanagement
Clear rules,procedures
Business
need
Behaviour
referrent
Norms/customs Values/Mission
ManagerialTack v/s Labour
Monitoring Nurturing
Nature ofrelations
Pluralist Unitarist
Conflict Institutionalized De-emphasized
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Strategic Aspects
Key relations Labour
management
Customer
Corporate plan Marginal to Central to
Speed of
decision
Slow Fast
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Linemanagement
ManagementRole Transactional Transformational Leadership
Communication Indirect Direct
Standardization High LowPrizedmanagementskills
Negotiation Facilitation
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Function of personnel department
MANAGERIALFUNCTIONS
1.Planning
2.Organising
3.Directing
4.Motivating
5.Controlling
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OPERATING FUNCTIONS
1.Procurement
2.Development
3.Compensation
4. Integration
5.Maintenance
6.Records, Researchand Audit
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Difference between PM and HRM
PM
1. It is the management ofemployeesskills(talent,abilities)
2. Employees is treated aseconomic man
3. Employees is viewed ascommodity or tool
4. Employees is treated ascost center.
HRM
1. It is management ofpeople employed
2. Employees are treatedas social man
3. Employees are viewedas resources.
4. Employees are treatedas profit center.
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Difference between PM and HRM
PM
5.They are used for organisationalbenefit.
6.It was considered as anauxiliary function.
7.It includes division of labour.
8.Decision making is slow.
9.Indirect communication.
HRM
5.They are used for mutualbenefit.
6.It is strategic managementfunction.
7.It includes teamwork
8.Decision making is fast.
9.Direct communication
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Primary Functions of HRM
1. Human resource planning
2. Equal employment opportunity
3. Staffing (recruitment and selection)
4. Compensation and benefits
5. Employee and labor relations
6. Health, safety, and security7. Human resource development
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Secondary HRM Functions
1. Organization and job design
2. Performance management/ performanceappraisal systems
3. Research and information systems
Functions of HRM
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Functions of HRMHRM Concerned with two sets of functions
1. Managerial Functions
2. Operative Functions
Managerial Functions
Planning: Recruitment,Selection & training
Organinsing: Grouping Personnel activities, Assignment, &
Delegation: Authority.
Directing: Supervising, Guiding & Motivating the Personnel.
Controlling: Measuring Employees Performance, Correcting
negative deviations & assuring accomplishment of
Plans.
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HRM as a Central Subsystem
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HRM as a Central Subsystem
Finance Marketing
Information
Materials
HRM
Production
Technology
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MANAGERIAL FUNCTIONS
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MANAGERIAL FUNCTIONS
1.Planning.It is predetermined course of action.
Planning pertains to formulating strategies
of personnel programmes & changes inadvance that will contribute to theorganisational goals.
In other words it involves planning ofhuman resourcesrequiremnets,selection,training.
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2.Organising
An organisation is a means to an end.
It is essential to carry out the determined courseof action.
Complex relationships exist b/w the specialized& general departments as many top managersare seeking the advice of the personnelmanager
Thus an organisation establishes relationships
among the employees so that they cancollectively contribute to the attainment ofcompany goals.
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OPERATIVE FUNCTIONS
The operative functions of HRM arerelated to specific activities of personnelmanagement namely
Employment.
Development.
Compensation.
Relations
Operative Functions
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Operative Functions
1.Employment
First operative function of HRM.
Employment is concerned with securing & employing thepeople possessing the required kind & level of human
resources necessary to achieve the organisationalobjectives.
It covers functions such asJob Analysis.
Human Resource planning.Recruitment.
S l ti
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Selection.
Placement .
Induction.Internal Mobility
HRPIt is a process for determination &assuring that the organisation will have anadequate no of qualified persons, available atproper times ,performing jobs which would meet
the needs of the organisation& which providesatisfaction for the individual involved.
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HRD:
It is a process ofimproving,moulding,&
changing the skills,knowledge,
creativeability,aptitude,values,
commitment etcbased on the present& future requirements
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HUMANRESORCE
DEVELOPMENT
MANAGEMENT DEVELOPMENT
CAREER PLANNING& DEVELOPMENTTRAINING
PERFORMANCE APPRAISAL
INTERNAL MOBILITY
TRANSFER
PROMOTION
DEMOTION
CHANGE & ORGANISATIONDEVELOPMENT
Performance Appraisal
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Performance Appraisal It is a systematic evaluation of individuals
with respect to their performance on the job
& their potential for development.
Training:It is a process of imparting to the employees
technical & operating skills & knowledge.
Management DevelopmentIt is a process of designing & conducting
suitable executive developmentprogrammmes so as to develop themanagerial & human relations skill ofemployees.
Career Planning: It is planning of ones
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Career Planning: It is planning of one scareer & implementation of career plansby means of education,training,job search& acquisition of work experience.
It includes internal & external mobility.
Internal mobilityincludes vertical &horizontal movement of an employeewithin an organization.
It consists of transfer, promotion,demotion.
Transfer It is a process of placing employees
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Transfer It is a process of placing employeesin the same level jobs where they can beutilised more effectively in consistence with
their potentialities & needs of the employees& the organization.
Promotion-- deals with upward reassignmentgiven to a n employee in the organization tooccupy higher position which commandsbetter status keeping in view the HR of the
employees & the job requirements.
Demotion: It deals with downward
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Demotion:It deals with downwardreassignment to an employee to an employeein the organization
Change & organization development:
Change implies the creation of imbalances in
the existent pattern or situation. OD is a planned process designed to improve
organizational effectiveness & health throughmodifications in individual & group behavior
culture & systems of the organization usingknowledge & technology of applied behavioralsciences.
3.Compensation
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p
Job evaluationIt si a process of determining
relative worth of jobs. Select suitable job evaluation techniques.
Classify jobs into various categories.
Determining relative worth of jobs.
Wage & salary administration
This is a process of developing & operating asuitable wage & salary programme.It covers
Conducting wage & salary survey.
Determining the wage & salary rates
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Determining the wage & salary ratesbased on various factors.
Administering wage & salaryprogrammes.
Evaluating its effectiveness.
Incentives: It is a process offormulating ,administering,& reviewingthe schemes financial incentives in
addition to regular payment of wages &salary.
It includes:
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It includes:
Formulating incentive payment
schemes. Helping functional mangers on the
operation.
Review them periodically to evaluateeffectiveness
Bonus:It includes payment of statutorybonus according to the payment ofBonus act 1965.
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C f iliti
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Conveyance facilities.
Credit facilities.
Legal clinics.
Medical, maternity facilities.
Welfare facilities.
Company Stores.
Social security Measures
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Developing the leadership skills
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Developing the leadership skills.
Redressing employee grievances
properly . Counseling the employees.
Providing a comfortable work
environment . Improving quality of work life.
5.INDUSTRIAL RELATIONS
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Industrial Relations refers to the studyof relations among employeesemployer,govt,& trade unions. Itincludes the following:
Indian Labour Market.
Trade Unionism.Collective bargaining.
Industrial conflicts.
WPM.Quality circles.
Recent trends in HRM
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Quality of work life.
Total quality in HR.
HR accounting.
HR audit. Research.
QUALIFICATION OF HR.MANAGER
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PERSONAL ATTTRIBUTES
1. INTELLIGENCE2. EDUCTIONAL SKILLS
3. DISCRIMINATING SKILL
4. EXECUTING SKILL5. EXPERIENCE AND TRAINING
6. PROFFESTIONAL ATTITUDES
7. QUALIFICATIONS
HRM PROGRAMMING
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HRM PROGRAMMING
HRM OBJECTIVES
HRM POLICIES
HRM PROCEDURES
HRM PROGRAMMES
HRM Policy:
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HRM Policy:
A policy is a plan of action.
Brewster & Rich bell defined HRM Policiesas set of proposals & actions that act as areference point for managers in their
dealings with employees.Personnel policies constitute guides toaction.
They furnish general standards or baseson which decisions are reached.
Their genesis lies in an organization sl hil h t & i i l
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values,philosophy,concepts & principles
Personnel policies guide the course of action
intended to accomplish personnel objectives.
What is HRM Procedure?
Policies are general instructions where asprocedures are specific applications.
A procedure is a course of action.
It prescribes the specific manner in whichapiece of work is to done.
Procedures are Action guidelines".
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Procedures are Action guidelines .They are generally derived from policies
.Policies define a broad field, proceduresshow a sequence of activities withinthat area.
The emphasis is on chronological, step-bystep sequence of required actions.
The basic purpose of a procedure is tospell out clearly the way one is to goabout doing something.
Comparison b/w Policies & Procedures
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Policies are general
instructions where asprocedures are specificapplications
Policies define a broadfield, procedures showa sequence of activitieswithin that area
The emphasis is onchronological, step-bystep sequence ofrequired actions
A procedure is a
course of action.It prescribes the specificmanner in whichapiece of work is todone.
Procedures are Actionguidelines". They aregenerally derived frompolicies .
The basic purpose of aprocedure is to spell outclearly the way one is togo about doing
something.
Personnel Programmes
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g
Personnel Programmes are complexsets of goals
,policies,procedures,rules,steps to betaken ,resources to be employed &other elements necessary to carry out agiven course of action.
Rules & programmes are aids to policy\.
LINE & STAFF RELATIONSHIPS.
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The relationship with which themangers in an organization deal withone another are broadly classified as
1.Line Relationship.
2.Staff Relationship
Operating mangers/Departments----Line
Service Departments---- Staff
Line & Staff are characterized by
relationship but not by departments.
Line relationship
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Line relationshipThe relationship existing b/w 2managers due to delegation of authority& responsibility & giving or receivinginstructions or orders is called linerelationship.
Line refers to those positions of anorganization which have responsibility,authority & are accountable foraccomplishment of primary objectives.
Line authority represents series ofauthority & responsibility delegatingdown the management hierarchy.
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LINE AUTHORITY
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Staff control is monitoring& reporting
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Staff control is monitoring& reportingwhich brings the results of information
to the a attention of the line mangersfor action by the line.
Thus they reduce the workload of the
line mangers & allow them toconcentrate on their operative issues.
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ROLE OF HR MANAGER
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HR Manger plays a vital role in the modern
organization.He plays various strategic roles atdifferent levels in the organization.
The roles of the HR manager includesroles of conscience,counsellor,companyspokesman, problem solver & a changeagent.
The Conscience Role:
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The Mediator
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As a mediator the personnel manger
plays the role of a peace maker. He settles the disputes b/w the
employees & the management.
He acts as a communication link b/wboth of them.
The spokesman He is a frequent spokesman or
representative of the company.
The problem Solver
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p
He acts as a problem solver with respect
to the issues that involve human resourcesmanagement & overall long rangeorganizational planning.
The Change agent
He acts as a change agent & introduces
changes in various existing programmes.
HR MANAGER Roles also include: 5Cs & 5 Rs
Conscience reminding the Mgmt of its morals and obligations
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Conscience reminding the Mgmt. of its morals and obligations
to its employees.
Counseller- Personal & official problems
Change Agent - Facilitating change
Champion - Employeess voice
Communication Empathetic, Mediator settling the disputes betwn
Labor & Management.
5 Rs HR Role & Responsibilities
Resourcing
Recruiting the right talent
Retaining the talent
RestructuringDown sizing & Right sizing
Retraining
Duties and responsibilities of a HR manager:
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1. Providing purposeful direction to the firm.
2. Managing survival and growth.3. Maintaining firms efficiency in terms of profits
generation.4. Meeting the challenge of increasing competition,
change and technology.5. Managing for innovation.6. Building human organization.7. Retaining talent and creating sense of loyalty.
8. Sustaining leadership effectiveness.9. Maintaining balance between creativity and
conformity.10. Learning new management techniques.
ROLE OF A PERSONNELMANGER
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ADVISORY
MANPOWER
PLANNING
T& D
ASSESSMENTOF INDIVIDUAL
BEHAVIOUR
R & D & ORGPROBLEMS
MANGING
SERVICES,TRANSPORT,
CO-OPERATIVES
GROUP DYNAMICS,GROUP COUNSELLING,
MOTIVATION,LEADERSHIP,
COMMUNICATION
TIME KEEPING
SALARY &WAGE ADMIN
MAINTENCE OFRECORDS
HUMANENGINEERINGMAN MACHINEREATIONSHIP
GRIEEVANCEHANDLING
SETTLEMENT
OF DISPUTES
HANDLINGDISCIPLINARY
ACTIONS
COLLECTIVEBARGAINING,JOIN
COLLECTION
QUALITIES OF HRM
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Personnel attributes
Intelligence.
Educational skills.
Discriminating skills.
Executing skills.
Experience.
Training.
Professional attributes.
Qualifications.
The HR Environment &
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Challenges
Economic
Technological Political
Social
Demographic
Demographic
Legal Cultural
OBJECTIVES OF HRM
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Objectives--- are the predetermined goals
to which individual or group activity in anorganization is directed.
Objectives of personnel management are
influenced by socialobjectives,organisational objectives,functional objectives.
Objectives of various organizations:1.Economic Institutions--- To earn profits.
2.Educational Institutions to impart
education
The fundamental objective of any
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organization is survival .
The objectives of HRM are as follows:1. To create & utilize an able & motivated
workforce,
2. To accomplish the basicorganiosational goals.
3. To establish & maintain sound
organisational structure.4. Develop desirable working
relationships among all the members
of the organisation
. 5. To secure the integration of individual
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g& groups within the organization co-
ordination of the individual & groupgoals with those of the organization.
6. To create facilities & opportunities for
individual or group development so asto match with the growth of theorganization.
7.To attain an effective utilization of human
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resources in the achievement of
organisational goals.8. To identify & satisfy individual & group
needs by providing adequate & equitable
wages ,incentives, employee benefits,&social security & measures for challengingwork,prestige,recognition,,security,status.
Objectives Of HRM
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SOCIAL OBJECTIVES
ORGANISATIONAL OBJECTIVES
FUNCTIONAL OBJECTIVES
INDIVIDUAL OBJECTIVES
Objectives of HR Management
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Objectives of HR Management
Mission - to improveproductioncontribution of
individuals whileattempting to attainother societal and
individual employeeobjectives
Objectives of HR Management
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Objectives of HR Management
Organizational - need tofocus on companiesneeds and goals 1stbefore HRs
Societal - need torespond to needs andchanges of society,while minimizing the
neg. impact on theorganization
Objectives of HR Management
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Objectives of HR Management
Employee objectives- assist employees inmeeting their
objectives alongwith theorganizational ones
Example - 1997Flood
HR Responsibilities
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HR Responsibilities
Can include:
Job analysis
Labour planning
Selecting employees
Orientation Training
Compensation management
Counseling
Communications Performance appraisals
Health & safety
HR Department
Sets policies normally
in writing
Monitors trendsOffers advice
Performs additional
research
Act as change agent
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Strategic HR Management
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Strategic HR Management
Provide environmentscanning
information aboutcompetitorspolicies/programs
Aid in determining
companys strengthsand weaknesses
Aid companys inpreparing for theirstrategic plans i.e..
expansion, costcutting measures,mergers etc.
Proactive HR Management
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Proactive HR Management
Strategic approachhelps to ID &anticipate problems
B4 damage iscaused
production
maintained orinterruptionsreduced
Process of HRM:
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[A person is an identifiable flow of
interrelated events moving toward some goodpurpose or end]
A process includes a flow of inputs
(material, energy or information). A processoror transforming mechanism (a massive or thehuman being doing the work) and a flow ofoutcomes or outputs (the product or seriousand wast). This process system may alsohave a mechanism of feedback.
Various process of personnel management is asf ll
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fallows:
The leadership process includes in influencing theindividual and group behavior toward achievementof organization goals. It is concerned with traits,philosophy and behavior of the leader, thecharacteristics of subordinates and the superiors.
The justice determination process is concernedwith the giving of awards and penalties to theemployees in proportion to their relative contributionto the output this provide for equal treatment to alland a fair compensation for the work
The task specialization processis thedi i i f th t t l t k i t i di id l j b
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division of the total task into individual jobs.It consists of setting of organization
objectives, job designing, job descriptionand performance standards and training, jobspecification and work.
The staffing processis the more complexprocess, involving manpower planning,authorization, staffing, developing sourcesfor recruitment, evaluation of applicants,
employment decisions offers, indention andorientation, transfer, promotions, demotionsand separations etc
The performance appraisal processisd ith ti l ti f th
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concerned with continuous evaluation of theemployees work for the purpose of
promotion, pay rises, transfer, training etc.
Training and development processwhichaims at correcting the quality of work of the
individual through T & D Programmes,employee counseling, offering suggestionsetc.
Compensation and reward processdetermines the mechanism and form for
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determines the mechanism and form forgiving financial and non financial rewards,
brings benefits etc. for employee motivation. Collective bargaining processis process
that determines the relationships betweenthe union and the employer in regard towages, benefits and working conditions etc.
Organization development processis thesystematic, integrated and planned
approach to improve the organizationaleffectiveness it is designed to solve theproblems at all levels.
From the above, it is obvious that HRM is amajor component of the management
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major component of the managementprocess and has roots and branchesextending throughout and beyond eachorganization. Personnel managerresponsibilities include planning for people,
organizing, staffing, directing, developing andcontrolling the people.
HR Audit
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HR Audit
Evaluates the HR departments effectiveness
Involves 3 areas:
Strategic effectiveness Legislative compliance
Effectiveness and costliness of programs
Often compared to other organizations pluscost vs. benefit analysis
Organization of HR
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DepartmentLg Company HR Department
recruiter(s)
Manager
Employment
analyst
Manager
Compensation
trainer(s)
Manager
Training
safety
specialist
Manager
Safety
employee
counsellors
Manager
Union
VP HR
President/CEO
-many HR duties are assumed by management
-HR dept size grows as these duties increase
-HR dept increases in size as need grows
-specialization also increases with size of dept
Service Role of HR
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Department
Exists to serve internal customers(managers, employees and organization)
normally has an advisory role
can also have authority to makedecisions if permitted by Co.
these can include decisions normally
made by operations and/or decisions incertain areas for efficiency andconsistence (ie benefits)
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Economic Challenges
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A specific countryseconomic conditions
Global Trade
international trade,global economy
expansion ofCanadian Co to
other countries andlabor markets
Labour Market Conditions & LabourUnions
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Unions
Labour Marketwhere an organizationrecruits employees
from Local economic
conditions
Local climate
Is our workforceunionized?
HR & Productivity
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y
Outsourcing is becomingincreasing popular
assists in decreasinginputs and increaseflexibility
decreases no ofpermanent workers
just contract as required
HR & Productivity
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y
Can help increaseproductivity by ensuringworkers are happy
involves:
finding better/moreefficiency ways to meetobjectives
working on improvingquality of life
retraining andoutplacement
Technology
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gy
Computerization - increasedflex., when & where work is done
decreases geographical barriers
New issues arising:
Concerns over data control
Rights to privacy
Using technology to monitor
employees
Use of HRIS systems to aid HRdepartments
Changing Work Force
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g g
2 main categories ofworkers ID:
information workers: datause, transmission, and thosewho produce the data
(fastest growing segment)
non-information workers:those working in mfg andservice sector
Significant portion of workforce in service sector =86%
Demographic Challenges
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Refers to the composition ofthe workforce
increased no of women inthe workplace (70% of
employment growth) Increased no of immigrants
coming to Canada
Aging workforce
Demographic Challenges
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Need for increasedaccessibility fordisabled persons
Shift in worker focusand changes inattitudes towardswork life balance
Cultural Challenges
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ethnic diversity - Can acultural mosaic bringingadditional challengesand opportunities
Internal Environment
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Organizational culture =values beliefs andassumptions
positive culture = retentionand recruitment success
Organizational Climate =atmosphere of organization
Question bank
1 Expalin the meaning of HRM?
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1.Expalin the meaning of HRM?
2.What are the functions of HRM?3.Explain the scope of HRM?
4.What are the essential qualities of an HR
manager?5.Discuss the role of HRM department in the
changing environment?
6.Discuss the various factors that affectformulation of HR policies in a company?
7.Define HRM?
8.Mention any three distinguishing features of
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8.Mention any three distinguishing features ofHRM v/s personnel management?
9.clarify FIVE operative functions of HRM/personnel management?
10.Give a brief account of any FIVE functions of
an HRD a manager? 11.Expalin Human Resource
manageemnt?(HRM)
12.What are the objectives of Human ResourceManagement?
13.What are the future challenges of HRM?
14.What is HRM?How does it relate tomanagement?
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management?
15.How does the external environmentinfluence HRM within an organisation?
16.State the changes in the concept ofemployee that has led to the emergence of
HRM?17.How does HRM differ from personnel
mangement?
18.Discuss the impact of technological,political,legal,& cultural factors on HRMfunctions?
19.Discuss the emerging role of an HRmanager?
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manager?
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THANK YOU