INTRODUCTION
Paul Alukal
HUMAN RESOURCE MANAGEMENT
(HRM)
Human Resource Management (HRM) is the term used to describe formal
systems devised for the management of people within an organization
The responsibilities of a human resource manager fall into three major
areas:
Staffing
Employee compensation and benefits
Defining/designing work
HUMAN RESOURCE MANAGEMENT
(HRM)
Process of bringing people & organizations together so that the goals of
each are met
Art of procuring, developing & maintaining competent workforce to
achieve the goals of an organization in an effective & efficient manner
FEATURES OF HRM
Pervasive workforce – Present in all enterprises & permeates all levels of
management
People oriented – All about people at work, both as individuals & groups
Future-oriented – Effective HRM helps organization meet its goals in the
future by providing competent employees
Development oriented – Intends to develop full potential of employees.
Reward structure is tuned to the needs of employees
FEATURES OF HRM
Comprehensive function – Concerned with any organizational decision
which has an impact on the workforce
Continuous function – It cannot be practiced only 1 hour each day.
Requires continuous alertness & awareness of human relations
SCOPE OF HRM
Personnel aspect – Concerned with manpower planning, recruitment,
selection, training & development, remuneration, incentives, layoff,
retrenchment etc.
Welfare aspect – Deals with working conditions & amenities such as
canteens, rest & lunchrooms, housing, transport, education, medical
assistance, health & safety etc.
Industrial relations aspect – Covers union management relations, joint
consultation, collective bargaining, settlement of disputes etc.
LINE & STAFF MANAGERS
Line manager – Managers in departments which are revenue generators
(manufacturing, selling), and are responsible for achieving the
organization's main objectives by executing the key functions (such as
policy making, target setting, decision making)
Staff manager – Person who heads a revenue consuming department (such
as accounting, customer service, human resources) which serves the
line managers of the organization in an advisory or support capacity by
providing them with information and advice. Staff managers usually do not
make operating decisions
HISTORY OF HRM
Industrial revolution
During this period, machines were brought in. Worker did only a small part of
the total job
Specialisation increased speed & efficiency. But left workers with dull,
monotonous jobs
Employers were keen to meet production targets rather than satisfy workers’
demands
HISTORY OF HRM
Scientific management
Systematic analysis & breakdown of work into its smallest mechanical elements
& rearranging them into their most efficient combination
Individuals selected should be perfectly matched & overqualified individuals
should be excluded
Employees should be trained to ensure they perform the tasks exactly as
specified
HISTORY OF HRM
Trade unionism
Workers joined hands to protest against the exploitative tendencies of employers
& the unfair labour practices through formation of unions
Unions tried to improve the state of workers through collective bargaining,
resolving the grievances of workers relating to working conditions, pay &
benefits etc.
HISTORY OF HRM
Human relations movement
Hawthorne experiments demonstrated that employee productivity was affected
not only by the job design & the manner in which employees were rewarded but
by certain social & psychological factors as well
Behavioral science techniques were implemented which included supervisory
training programmes & counselling programmes
HISTORY OF HRM
Human resources approach
Workers were recognised as being unique in their own way, having individual
needs
Trend towards treating employees as resources or assets emerged
Job or the task itself is the primary source of satisfaction or motivation to the
employee
FUTURE OF HRM – INFLUENCING
FACTORS
Size of the workforce – Increased size
Composition of the workforce – Changing demographics of the workforce
Employee expectations – Bargaining power
Changes in technology – Training required
Life-style changes – Open to experimentation
Environmental challenges – Increased emphasis on the preservation and
conservation of the environment
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