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Unit 1 - HRM

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7 views

Unit 1 - HRM

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kumarkeshav1001
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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INTRODUCTION TO

HRM

Trisha
Asst. Prof.
KIMDS
Organization is a group of people established either
formally or informally for the attainment of certain
objectives.
 So, people are the foundation of any organization.
 In societal context, organization need people and people
need organization.
 It is people who staff, lead and control organizations.
 Persons involved in an organization are referred as
human resource.
 Simply, the overall management of such personnel in an
organization is called human resource management
Who are Human Resource?
In organizational context, the personnel involved in different activities
of an organization are the human resources of that organization.
 Such type of personnel (referred as human resources) have one thing
common i.e. fulfillment of their assigned duties & responsibilities in
order to achieve the organizational goal and objectives.
 People become human resource when they involved in any
organization with physical strength, energy and competencies.
Competencies consists of knowledge, skill, attitudes and potential for
growth.
 Human resources are effectively mobilized by the organization for
the achievement of desired results.
EVOLUTION OF HRM
Personnel Management Era (Early
20th Century)
This phase was primarily focused on
administrative tasks such as hiring, payroll, and
compliance with labor laws. The primary goal
was to ensure compliance (guidelines or process) and
maintain records of employees.
Human Relations Movement (1920s -
1930s)
With the Hawthorne Studies, there was a shift
towards understanding the social and
psychological aspects of work. This era
emphasized employee satisfaction, motivation,
and productivity, recognizing the importance of
employee morale and group dynamics.
Human Resource Management (HRM)
Era (1960s - 1970s)
HRM emerged as a distinct field with a
strategic focus on managing people as
valuable assets. The emphasis was on
aligning HR practices with
organizational goals and objectives. This
era introduced concepts like job analysis,
performance management, and training
and development.
Strategic HRM (1980s - Present)

HRM became increasingly strategic, with


HR professionals playing a more significant
role in organizational decision-making.
There's an emphasis on integrating HR
strategies with overall business strategies to
gain a competitive advantage. Strategic
HRM involves activities such as workforce
planning, talent management, succession
planning, and creating a positive
organizational culture.
Technology and Data-Driven HR (21st
Century)
The advent of technology has revolutionized
HR practices. HRIS (Human Resource
Information Systems), HR analytics, and AI-
driven tools have automated many HR tasks,
enhanced decision-making, and provided
insights into workforce trends and behaviors.
This era emphasizes leveraging data to make
informed HR decisions and enhance
organizational performance.
Employee Experience (Recent Trend)

There's a growing focus on enhancing the


employee experience throughout the
employee lifecycle, from recruitment to
retirement. This involves creating a positive
work environment, providing meaningful
work, offering opportunities for learning and
development, and prioritizing employee
well-being and work-life balance.
Remote Work and Flexible Work
Arrangements (Recent Trend)
The COVID-19 pandemic accelerated the
adoption of remote work and flexible work
arrangements. HRM is now tasked with
managing distributed teams, fostering
collaboration, and maintaining employee
engagement in virtual environments.
Overall, the evolution of HRM reflects the changing
dynamics of the workplace and underscores the importance
of effectively managing human capital to achieve
organizational success.
Women being recruited in large numbers
to fill the gaps left by men going to fight.
First World War Accepting unskilled women into
craftsmen’s jobs

LABOUR MANAGER/ EMPLOYMENT


MANAGER.
1920’S For large factories to handle absence,
recruitment, dismissal and queries over
bonuses and so on

Newer sectors saw value in improving


employee benefits by recruiting, retaining
1930’S & motivating employees.
Older industries like textiles, mining &
shipbuilding were hit by WORLDWIDE
RECESSION did not adopt new techniques
Specialist Personnel management.
Second World War Around 5,300 Personnel management in
1943

Employment management and Welfare


1945’s
work had become integrated under the
broad term ‘Personnel management’.

Personnel managers were criticized for


1960’s lacking negotiation skills and failing to
plan industrial relations strategies.

Theories from social sciences about


1970 onwards motivation & Organizational behavior,
Rewards system, acts / laws came into
existence.
Difference Between HRM and PM
PERSONNEL MANAGEMENT HUMAN RESOURCE MANAGEMENT

It is a traditional approach of managing It is a modern approach of managing people and


people in the organization. their strengths in the organization.

Personnel Management is more It puts “people first” as well as secure


administrative in nature management objectives of maximizing the ROI
(Return on Investment) on the resources.

Routine function. Strategic function.

Efficient management is given priority. Human values and individual needs are given
priority.

Personnel administration, labor relation and Acquisition, development, utilization and


employee welfare are major functions of maintenance of human resource are major
personnel management. functions of human resource management.

Decisions are made by the top management Decisions are made collectively after considering
as per the rules and regulation of the employee's participation, authority,
organization decentralization, competitive environment etc.

PM focuses on increased production and HRM focuses on effectiveness, culture,


satisfied employees productivity and employee's participation
PERSONNEL MANAGEMENT HUMAN RESOURCE MANAGEMENT

Personnel management, employees are provided Employees are provided with more training and
with less training and development opportunities.
development opportunities.
PM assumes people as a input for achieving HRM assumes people as an important and valuable
desired output. resource for achieving desired output.
It manages people in accordance with It determines human resource needs and formulate
organization’s goal. policies by matching individual’s needs with
organization’s needs.
It is discipline, direction and control oriented. It is development oriented. It provides space for
employee involvement, performance and growth.

Disciplined employees •Committed human resource


Increased production •Readiness to change
•Increased production
•Increased profit
•Quality of worklife

Organizational goal is achieved and Organizational goal is achieved and both


employers are satisfied. employers and employees are satisfied.

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