Human Resource Management

Muhammad Naeem Ahmed

Lecturer
Department of Business Administration
 Course objectives
• To understand the importance of human resources
and their effective management in organizations.
• To understand the tools, techniques and
terminologies used in human resource management.
• To understand management and planning of key
human resource functions in organizations.
• To examine current issues, trends, practices, and
processes in HRM.

1-2
 Outline
Week Topic Covered
1 Introduction to HRM
2 Providing Equal Employment Opportunity
3-4 Job Analysis
5 Job design
6 HR Planning
7 Recruitment
8 Job Advertisements
9-10 Selecting Human Resources
11-12 Interviewing Candidates
13 Training & Development
14 Managing Employees Performance
15 Establishing Pay Structure
16 Employee Retention
1-3
 Books
• Text
– Fundamentals of Human Resource Management by
Raymond Noe, John Hollenbeck, Barry Gerhart, and Patrick
Wright
• Reference books
– Human Resource Management (13 ed.) by Gary Dessler
– Harvard Business Review (selective articles)
– HBR’s 10 must reads on managing people (2011) published
by Harvard Business School Publishing Corporation

1-4
Lecture # 1

INTRODUCTION TO HUMAN
RESOURCE MANAGEMENT

1-5
 Overview

1. HRM defined
2. Why study HR
3. Line and staff authorities
4. Strategic HRM

1-6
Human Resource Management (HRM)

• The policies, practices, and systems that

influence employees’ behavior, attitudes, and
performance.
(Noe et. al, 2011)

1-7
Human Resource Management (HRM)

• Designing management systems to ensure

that human talent is used effectively and
efficiently to accomplish organizational goals.

(Mathias & Jackson, 2011)

1-8
Human Resource Management (HRM)

• HRM comprises a set of policies designed to

maximize organizational integration, employee
commitment, flexibility and quality of work.

(Guest, 1987)

1-9
Human Resource Management (HRM)

• Human resource management involves all

management decisions and action that affect
the nature of the relationship between the
organization and its employees – its human
resources. (Beer et al, 1984)

1-10
 Why Study HRM?

Reasons for Studying HR

Avoid Personnel Mistakes

Improve Profits and Performance

You Can Also Be an HR Manager!

1-11
 Avoid Personnel Mistakes
• Hire the wrong person for the job
• Experience high turnover
• Have your people not doing their best
• Have your firm in litigation for unsafe practices
• Demotivate the employees
• Allow a lack of training to undermine your
department’s effectiveness

1-12
 IMPACT OF HRM ON ORGANIZATIONAL PERFORMANCE
reversed causality

HRM
practices HRM Business Financial
• resourcing outcomes outcomes results
• performance
Business HR management • engagement
• productivity • profit
• quality • sales
strategy strategy • learning & • commitment • customer • market share
development • motivation
satisfaction • market value
• reward • skill
• employee
relations

Contingency variables: Internal context – size, sector, technology, employees, culture

External context – competition, economic, social, legal

1-13
IMPACT OF HRM ON ORGANIZATIONAL PERFORMANCE

Developed by John Delery, Nina Gupta, (2016).

1-14
 You Can Also Be an HR Manager!
• Conducting job analyses
• Selecting job candidates
• Appraising performance
• Communicating (interviewing, counseling,
disciplining)
• Training and developing subordinates
• Building employee commitment

1-15
Why Study HRM?

1-16
 Line and Staff Aspects of HRM
• Authority
– is the right to make decisions,
– to direct the work of others, and
– to give orders.
– Managers usually distinguish between line
authority and staff authority.

1-17
 Line and Staff Aspects of HRM
• Line Manager
– Is authorized (has line authority) to direct the
work of subordinates and is responsible for
accomplishing the organization’s tasks.
• Staff Manager
– Assists and advises line managers.
– Has functional authority to coordinate personnel
activities and enforce organization policies.

1-18
Human Resource Managers’ Duties

Functions of
HR Managers

Line Function Coordinative Staff Functions

Line Authority Function Staff Authority
Implied Authority Functional Authority Assisting/Advising

1-19
 Strategic Human Resource
Management
• SHRM means formulating and executing HR
policies and practices that produce the
employee competencies and behaviors the
company needs to achieve its strategic aims.

Strategic Business
HR practices
goals performance

1-20
Linking Company-Wide and HR Strategies

1-21
Operationalizing HR Management
Strategies

Thinking
Strategically

Understand Focus on key Know what Prepare for

the business business goals to measure the future

1-22
 Functions of HRM
HR Planning Job analysis

Recruitment Job ads, etc.

Shortlisting, Interviews,
Selection
etc.
Training & Development
Managing Employees
Performance
Compensation
Management
Retention
1-23
 Class Activity

While standing in a que at the office coffee

machine, an employee overhear the person in
front of him saying this to his friend: “I’m really
tired of having to deal with the old-timers here.
It’s time for them to call it quits. There’s no way
they can keep up the pace and handle all the
new technology we’re getting these days.

1-24
Questions and Feedback?

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