1. DEFINITION OF MANAGEMENT
Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.

2. TYPES OF MANAGEMENT
Management is classified into three branches in accordance with the type of resources it deals with, i.e.

3. HUMAN RESOURCE MANAGEMENT Human Resource Management is The branch of
Management of
The Human Resources
HRM

4. EVOLUTION OF HUMAN RESOURCES MANAGEMENT
The industrial revolution
The emergence of free collective bargaining
Scientific management
US civil services commission
Private industry’s approach to personnel management
Human relations movement
The behavioral sciences

5. DEVELOPMENT OF HRM

6. GROWTH OF HUMAN RESOURCES MANAGEMENT
File Maintenance Stage.
Government Accountability Stage.
Organizational Accountability Stage.
Strategic Partner-ship Stage.

7. Government Accountability Organizational Accountability
Stage 1
Stage 2
Stage 3
Stage 4
File Maintenance
Government Accountability
Organizational Accountability
Strategic Partner

8. PRESENT CONCEPT OF HRM
Human resource management in its present form is an approach to the management of people based on four fundamental principles.
Human resources are the most important assets of an organization. Their Management is the key to its success.
Success is most likely if the personnel policies and procedures are closely linked with, objectives and strategic plans.
The corporate culture and values, organizational climate and managerial behavior culture influences the achievement of excellence. This culture be managed.
HRM is concerned with integration. Getting all the members of the organization involved in working together with a common sense.

9. HRM CONCEPT
It involves all the management decisions and actions that affect the nature of the relationship between the organization and employees i.e., Its HR.
It communicates the instrumental values about people and that people be viewed and managed as assets.
The development of trust between employees, managers and unions

10. HRM CONCEPT
Human Resource Management is the responsibility of all those who manage people.
It is the management concerned with people at work and with their relationship within an enterprise.
It applies to all fields of employment.
It aims at achieving both efficiency and justice.
It seeks to brings together and develop into an effective organization, all the people of an enterprise, to make there best contribution to its success both as an individual and as member of working group.
It seeks to provide fair terms and conditions of employment and satisfying work for the employed.

11. EMERGING TRENDS IN HRM Three basic traditions.
Personnel Administration.
Labor Relations.
Organizational Development.
Changes in basic values of society.
Fundamental shift in ideology to the concern for the whole and not a part of community.
Concern with the rights of the managed not just the managers.
A shift towards greater concern for the systems of the organization.
Contd..

12. Employee involvement and union-management collaboration.
To identify problems and develop processes.
Increased emphasis on training and development activities, performance appraisal and improvement processes.
Competence and commitment issues given attention.
Traditional control on information flow giving way to more opennes to employees.
Shift from short term perspective to long term perspective to problems and their solutions.
Contd..

13. A concern for the outcomes not just the role and policies
Flexibility in application of HR policies to individuals and the business
Flexibility in control at the top to a more participative and collaborative management
Willingness to talk about the problems in organization
Change in attitudes towards conflicts
HRM concerned with the groups of shareholders, employees, the union and the government

14. CURRENT PRESSURES AND DEMANDS ON HRM
Increased education of the work force.
More concern with career and life satisfaction.
Changing values of the work force.
Change in workforce demography.

15. CURRENT PRESSURES AND DEMANDS ON HRM
Increased international competition.
Increasing complexity of size of organizations.
Slower growth, and receding advancement opportunity to employees.
Greater involvement of governments in human resource practices.

17. HUMAN RESOURCES PHILOSOPHY Or (HR Contribution in Company growth & Success
A firm’s HR philosophy is generally a broad statement about how it regards its people, the role they play in the overall success of a business, and how they are to be treated and managed.
Empowering people to drive to business from the closest point to the market.
Developing the skills to be the best in the business.
Building career opportunities.
Building teamwork.
Helping people succeed by the building an environment with high integrity, strong and consistent values, and continuous improvement.
Changing environment towards effective time management, cost consciousness and improving interaction for increasing productivity by proactive support to line managers.

18. ORGANIZATIONAL STRATEGY
Initiates the process of identifying strategic business needs and provides specific opportunities to them
INTERNAL CHARACTERISTICS
EXTERNAL CHARACTERISTICS
STRATEGIC BUSINESS NEEDS
Expressed in mission or vision statements and translated into strategic business objectives
STRATEGIC HUMAN RESOURCES MANAGEMENT ACTIVITIES
Human Resources Philosophy expressed in statements defining business values and culture.
Human Resources Policies expressed as shared values (guidelines).
Human Resources Programs articulated as Human Resources strategic.
Human Resources Practices for leadership, managerial and operational roles.
Human Resources processes for the formulation and implementation of other activities.
Express how to treat and value people.
Establishes guidelines for action on people related business issues and HR program.
Coordinates efforts to facilitate change to address major people related business issues.
Motivates needed role behaviors.
Defines how these activities are carried out

19. STRATEGIC HRM ACTIVITIES
HR Philosophy
HR Policies.
HR Programs.
HR Practices.
HR Processes.
Responsibilities:
Staffing.
Retention.
Development.
Adjustment.
Managing Change.

20. OBJECTIVES OF HRM DEPARTMENT
BROAD OBJECTIVE
TO OPTIMIZE THE USEFULNESS OF ALL WORKERS IN AN ORGANISATION
SPECIAL OBJECTIVE
TO HELP LINE MANAGERS MANAGE THOSE WORKERS MORE EFFECIVELY.
The HR Department accomplishes this special objective through policy initiation and formulation, advice, service and control in resonance with line managers.
THUS THE HR RESPONSIBILITIES ARE SHARED BY THE HR DEPARTMENT AND LINE MANAGERS.

21. CRITICAL HR PROCESSES Training and Development Policies Implementation
Systems Update and Procedures Improvement
Practices and Processes Development
Knowledge, Skills and Abilities Development
Identification of Future Hr Requirement
Leadership Development

22. HRM IN PAKISTAN HRM in Pakistani Environment.
Current Trends Of HRM in Pakistan

23. HRM IN PAKISTANI ENVIRONMENT
Phase I
Labor Officers
Labor Welfare Officers
Responsibilities
Day To Day Administration
Protection Against Violations
Labor Legislation
Security
Phase II
Administration Officers
Ex Army Personnel Or
Physically Robust Personalities

24. HRM IN PAKISTANI ENVIRONMENT
Phase III
Multinationals
Brought Knowledge, Skills And Philosophy Of Personnel's Functions
Personnel Officers
Personnel Administration
Personnel Management
Employee Relations
Labor Relations
Phase IV
Personnel & Industrial Relations Manager
Phase V
Human Resources Management.

25. CURRENT TRENDS OF HRM IN PAKISTAN
Multinationals.
Public Limited Companies.
Government and Semi Government.
Private Industry.

26. ROLES OF HR MANAGER Business Person. Shaper Of Change.
Consultant to the Organization and Partner to Line Managers.
Strategy Formulator and Implementers
Talent Manager (ie.,Network With Professional Colleagues, Including Recruiters,line Managers, and Other Hr Professionals)
Asset Manager and Cost Controller (Based on Understanding Financial and Accounting Procedures.)

27. CHALLENGES FACED BY HR MANAGERS
Changing Mix of Work Force.
Changing Personal Values.
Expectations of Employees.
Levels Of Productivity.
Demands and Government Regulation.

28. HRM & PHILOSOPHY OF ISLAM
Authority and Responsibility.
Participative Management.
Rewards and Performance.
Equal Opportunities Concept.
Leadership.
Evaluation and Improvement.
Commitment and Motivation.
Balanced Approval.

29. HR CONTRIBUTION IN COMPANY GROWTH & SUCESS
Empowering people to drive business to the market.
Developing the skills to be the best in business.
Building career opportunities.
Building team work.
Helping people to succeed by building an environment with high integrity, strong and consistent values and continuous improvement.
Changing environment towards effective time management, cost consciousness and improving interaction for increasing productivity by proactive support to line managers.