1. INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
BY NISHA HARIYANI

2. According to Adi Godrej, “all corporate strengths are dependent on people.”

3. Human Resource Management
‘The real sources of competitive leverage are the culture and capabilities of your organization that derive from how you manage your people.’

4. Points to Ponder Definition and Concept of HRM History of HRM
Functions of HRM
HR Policies and Procedures
Emerging Role of HRM
Role of HR Executives
Challenges to HR Professionals
Strategic HRM

5. Human Resource Management
“HRM is the function performed in organizations that facilitates the most effective use of people to achieve organizational and individual goals.”
Ivancevich and Glueck

6. History of HRM - 1 Scientific Management Approach (mid 1900s) –
Study of motion and fatigue
‘one-best-way’ to accomplish the task
Piece-rate system
Welfare programmes
Failed to bring behavioural changes and increase in productivity
Human Relations Approach ( )
Effect of social and psychological factors
Relations and respect  High Productivity

7. History of HRM - 2 Human Resources Approach (1970s) Principles
Employees are assets
Policies, programmes and practices - help in work and personal development
Conducive environment

8. Challenges of HRM Individuals differ from one another
Customization of stimulation and motivation
Demanding personnel

9. Functions of HRM - 1

10. Functions of HRM - 2

11. Emerging role or HRM Value of Human Resource Competitive advantage
Human Resource Accounting – It is measurement of the cost and value of people for an organization

12. ROLE OF HR EXECUTIVES Service provider Executive Facilitator
Consultant
Auditor

13. Challenges to HR Professionals
Worker productivity
Quality improvement
The changing attitudes of workforce
The impact of the government
Quality of work-life
Technology and Training

14. Organizational Structure & HRM

15. Why structure ??? What structure signifies? No directions
Leads to confusion
Chaos
Why???????????

16. MAIN POINTS OF CHAPTER
Organizational Structure and Human Resource Management
Formal and Informal Organizations
Tall and Flat Organizational Structures
Responsibility, Authority and Accountability
Line and Staff Functions
Human Resource Management and other Organizational Functions

17. Mechanistic Vs organic organization
Rigid structure
Employees are tied by rules & regulations
High degree of centralization
Suitable for operating in static environment
Decision-making is done by superiors
Ex: Public sector in the pre-reforms era
Flexible structure
Employees are not tied by rules & regulations
Decentralized style of management
Suitable for operating in dynamic environment
Decision-making is done by junior level employees also
Ex: Marico`s Saffola

18. Formal organization Informal organization Chess group
Bowling team

19. Tall Vs Flat structure TALL STRUCTURE FLAT STRUCTURE COO PM PM PM PM
Team
Lead
Team
Lead
Team
Lead
Team
Member
Team
Member
Team
Member
Team
Member
TALL STRUCTURE
FLAT STRUCTURE

20. RESPONSIBILITY, AUTHORITY & ACCOUNTABILITY
It is the obligation of a manager to carry out the duties assigned to him.
Authority:
It refers to the right to give orders and the power to exact obedience from others in the process of discharging responsibility.
Accountability:
The employee's answerability on using the authority in discharging the responsibility is termed accountability.

21. LINE AND STAFF FUNCTIONS
Departments or employees of a firm that perform core activities
Contributes directly to the business of the firm
Ex: Manufacturing and Marketing departments
Departments or employees of a firm that perform a support function
Contributes indirectly to the business of the firm
Ex: HR and Finance departments

22. Line & Staff Relationship
Traditional concept
Service oriented firm
Which are line and staff functions
Both needs to support each other

23. HR professional to bring change
Line staff conflict
Different perception
HR professional to bring change
Understand market & organization
Be empathetic
Build trust and transparency
Win – win approach

24. The Role of Human Resources Department
As a specialist
As a facilitator
As a change agent
As a controller

25. HUMAN RESOURCE MANAGEMENT AND OTHER ORGANIZATIONAL FUNCTIONS
Product & HR
Production & HR
Marketing & HR
Management Techniques & HR
Organization structure & HR

26. summary Organizational Structure and Human Resource Management
Formal and Informal Organizations
Tall and Flat Organizational Structures
Responsibility, Authority and Accountability
Line and Staff Functions
Human Resource Management and other Organizational Functions

27. Think before others think

28. Human Resource Planning

29. Point to ponder Definition of Human Resource Planning
Objectives of Human Resource Planning
The Process of Human Resource Planning
Managing the Forecasted Demand/Surplus
Growing Importance of Human Resource Planning

30. Opening case HRP??? NO, Thank you
A reputed south Indian university appointed 218 people on temporary basis and paid them Rs 750/month later increased to 1575/month.
University already had surplus of these employees eating away 22% of budget allocation
33% of temporary staff already working for 10 years
No laid down procedure for recruitment or appointment, go to vice chancellor and get your name scribbled on it and your are taken in

31. They then realised the guilt of violating Equal Remuneration Act and supressing human rights
What to do with this 218 temoparay staff...??
University can dismiss services of 33% as there have been breaks in their services. Will they take it?????
While 67% of temporary staff, university can not terminate them, as there were no breaks
University decides to regularize their services, with 50 available vacancies
This would cost the university an exra expenditure of Rs 30 lakh/year. And 1.2 crore for rest remaining...

32. Human Resource planning
Right number
Right Skills
Right Time
Right Cost

33. HRP defined
Process of anticipating and making provision for the movement of people into, within, and out of an organization

34. Objectives of HRP To maintain Right Time To forecast Right number
To optimize
To utilize
Right Time
Right number
Right Skills
Right Cost

35. HRP at different planning levels
Corporate – level planning
Intermediate – level planning
Operations planning
Planning short-term activities

36. resource requirements HUMAN RESOURCE PLANNING MODEL
Organizational plans
and objectives
Identify future human
resource requirements
HUMAN RESOURCE
PLANNING MODEL
Compare with the
current HR inventory
Determine the numbers,
levels & criticality of vacancies
Determine the redundant
numbers
Analyze the cost & time involved
in managing the demand
Analyze the cost & time
required for managing surplus
Choose the resources &
methods of recruitment
Redeploy
Retrench

37. Assessing current human resources and making inventory
Job analysis
HR inventory – HRIS
Generate a fairly accurate picture existing situation

38. Forecasting Compare future needs with current availabity
Analyze companies change plan
Forecasting methods used are Time Series Analysis, Regression Analysis and Productivity Ratios

39. Matching the inventory with future requirements
If the current inventory exceeds the future requirements
Natural attrition cannot bring down resource to match
What to consider then????

40. MANAGING THE FORECASTED DEMAND / SURPLUS
Managing future demand
Managing Future Surplus

41. Dealing With Surplus Manpower
Retrenchment
outplacement
layoffs
Leave of absence without pay
Loaning

42. Early/voluntary retirement
Work Sharing
Reduced work hours
Early/voluntary retirement
attrition

43. Growing importance of HRP

44. Thank you