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1 Introduction to Human Resource Management. 2 Human Resources Management Model  Training and Development  Organization Development  Organization/Job.

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Presentation on theme: "1 Introduction to Human Resource Management. 2 Human Resources Management Model  Training and Development  Organization Development  Organization/Job."— Presentation transcript:

1 1 Introduction to Human Resource Management

2 2 Human Resources Management Model  Training and Development  Organization Development  Organization/Job Design  Human Resource Planning  Selection and Staffing  Personnel Research and Information Systems  Compensation/Benefits  Employee Assistance  Union/Labor Relations

3 3 Approaches to the study of Human Resource Management  Human behavior approach  Social systems approach  Social technical approach  Systems approach  Contingency or situational approach  Mathematics approach  Role approach  Process approach

4 4 Need for HRM Policies  Detecting favoritism or discrimination in employee treatment and minimizing it to the maximum extent.  Ensuring that the action will be carried out continuously through people doing key jobs in the organization.  Establishing standards of performance and comparing the actual results with the policy.  Creating and developing enthusiasm and loyalty among employees.

5 5 The Major Objectives of HRM are:  To develop and utilize a capable and motivated workforce in order to achieve organizational goals.  To design and maintain a suitable organizational structure and good working relations among the organizational members.  To coordinate individual and group goals with organizational goals.  To build facilities and opportunities for individual as well as group development.  To make effective use of human resources in the accomplishment of organizational goals.

6 6 Functions of Human Resource Management 1.Managerial Functions  Planning  Organizing  Staffing  Directing  Controlling 2.Operative Functions

7 7 The Various Operative Functions of HRM are Discussed below: 1.Employment  Job Analysis  Collecting data, information, facts and ideas regarding the different aspect of jobs such as men, machines and materials.  Preparing job description, job specification, job requirements and employee satisfaction so that the HR manager can determine the nature, levels and quantum of human resources.  Providing the guides, plans, and basis for job design and for all operative functions of HRM.

8 8  Human Resource Planning  Estimating the present and future requirements on the basis of long range plans and organizational objectives.  Estimating net human resources requirements on the basis of present inventory of human resources.  Taking measures to mould, change and develop the strengths of the existing employees to enable them to meet the future human resources requirements.  Developing action plans to acquire the human resources outside the organization.

9 9  Recruitment  Identifying the existing sources of applicants and developing them;  Identifying or creating new sources of applicants;  Stimulating the candidates to apply for jobs in the organization;  Restoring a balance between internal and external sources.

10 10  Selection  Designing application blanks;  Framing and developing valid and reliable testing techniques;  Developing interviewing techniques;  Formulating medical examination policy and procedure;  Decision of the line manager;  Dispatching letters of appointment and rejection;  Employing the selected candidates.

11 11  Placement  Offering counseling concerning placement to functional managers;  Conducting follow-up study and evaluating employee performance so as to determine how well the employee has adjusted to the job;  Identifying misplacements and correcting them.  Induction

12 12 2.Human Resources Development  Performance Appraisal  Framing policies, procedures and techniques;  Supporting the functional managers;  Reviewing and consolidating reports;  Evaluating the effectiveness of various appraisal programs.

13 13  Training  Identifying both an individual’s and the organization’s training needs;  Designing suitable training programs;  Lending support to line management in conducting training programs;  Imparting essential job skills and knowledge to employees;  Evaluating the effectiveness of various training programs.  Management Development  Career Planning and Development

14 14 3.Compensation  Job evaluation  Selecting suitable job evaluation techniques;  Classifying jobs into various categories;  Ascertaining the relative worth of jobs in various categories.  Wage and salary administration  Conducting wage and salary survey;  Determining wage and salary rates on the basis of various factors;  Establishing wage and salary programs;  Evaluating the effectiveness of these programs.  Incentives  Bonus

15 15  Fringe benefits  Disablement benefit  Housing facilities  Canteen facilities  Conveyance facilities  Educational facilities to employees and their children  Credit facilities  Recreational facilities  Medical, maternity and welfare facilities  Company stores  Legal aid  Social security measures

16 16 4.Human Relations  Motivating employees;  Enhancing employee morale;  Improving communication skills;  Developing leadership skills;  Proper and timely redressal of employee grievances through a suitable grievance procedure;  Dealing with disciplinary cases through an establishing disciplinary procedure;  Giving support to employees by way of counsel to solve their problems relating to their personal, family and work matters and helping them to let out their stress, strain and tensions;  Enhancing the quality of Work life of employees through participation and other ways.

17 17 Material Sub-system Material Sub-system Financial Sub-system Financial Sub-system Technology Sub-system Technology Sub-system Marketing Sub-system Marketing Sub-system Human Resources Sub-system Organization System Human Resources as Central Sub-system in an organization

18 18 Major Changes in BusinessSignificance of Knowledge  Free movement of capital  Easy availability of technology  Free information flow  Globalization and emphasis on quality  Businesses becoming service- oriented.  Continuous innovation is possible only with knowledgeable employees  Knowledge alone can ensure originality of service  Customer needs can be anticipated through knowledge  Organizational capabilities can be leveraged through knowledge  Knowledge is the only core competence for coping with change Major Changes in Business and Significance of Knowledge

19 19 Key Characteristics of Successful Quality Improvement Programs  Education and training (problem solving, technical improvement including hands-on training, case studies, role playing).  Teamwork (especially across functional areas).  Total systems approach.  Employee involvement (at all levels of the organization).  Top management commitment and encouragement.  Establishment of customer-driven standards.  Long-term perspective.  Allocation of resources to the program.

20 20 Roles and Responsibilities of Human Resources Managers  The audit role  The executive role  The facilitator role  The consultancy role  The service role

21 21  To identify and meet individual and group needs by providing adequate and fair wages, incentives, employee benefits, and social security measures.  To improve working conditions and facilities to maintain high employee morale and good human relations.  To strength human assets constantly through training and development programs.  To strive for minimization of socio-economic evils such as unemployment, underemployment, inequalities in the distribution of income and wealth and the welfare of the society.  To provide opportunities for more employee involvement in managing an organization.  To provide efficient leadership.  To create a favorable atmosphere for maintaining stability of employment.

22 22 Human Resource Areas Outputs: Quality work life Productivity Readiness for Change Union/Labor Relations Focus: assuring healthy union/organization relationships Training & Development Focus: identifying, assessing and-through planned learning-helping develop the key competencies which enable individuals to perform Current or future jobs. Organization Development Focus: assuring healthy inter and intra-urfit relationships and helping groups initiate and manage change Organization/Job Design Focus: defining how task authority and systems will be organized and integrated across organization units and in individual jobs. Human Resource Planning Focus: determining the organization’s major Human Resource needs, strategies and philosophies Selection & Staffing Focus: matching people and their career needs and capabilities with jobs and career paths Personnel Research & Information Systems Focus: assuring a personnel information base Compensation/Benefits Focus: assuring compensation and benefits fairness and consistency Employee Assistance Focus: providing personnel problem solving, counseling to individual employees Human Resource Wheel

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