Human Resource Management

Dr.Priyanka Nema
Head Research Cell
 Course Description

This is a core course in human resources. It provides

holistic overview of human resource management
function, its objectives, system, policies, processes,
and activities. The course emphasizes critical
perspective on HRM, identifies HR issues and creates
context to build HR solutions
 Course Objectives/Learning outcome
• Understand the various pillars of HRM function and
develop appreciation for underlying principles.
• Develop critical perspective to analyze HR issues,
policies and practices.
• Create solutions to select real life HR issues.
 UNIT-1
HRM function— overview, need, objectives and
evolution of HRM to HRD
Learning Outcome of - Unit 1
1. Explain what human resource management is and how it relates to the
management process.
2. Show with examples why human resource management is important to all
managers.
3. Illustrate the human resources responsibilities of line and staff (HR) managers.
4. Briefly discuss and illustrate each of the important trends influencing human
resource management.
5. List and briefly describe important trends in human resource management.
6. Define and give an example of evidence-based human resource management.
 Human Resource Management at Work
• What Is Human Resource Management (HRM)?
– The process of acquiring, training, appraising, and compensating
employees, and of attending to their labor relations, health and
safety, and fairness concerns.
• Organization
– People with formally assigned roles who work together to achieve
the organization’s goals.
• Manager
– The person responsible for accomplishing the organization’s goals,
and who does so by managing the efforts of the organization’s
people.
 The Management Process
Planning

Controlling Organizing

Leading Staffing
Human Resource Management Processes
Acquisition

Fairness Training

Human Resource
Management (HRM)
Health and Safety Appraisal

Labor Relations Compensation

 Objectives of HRM
Human Capital Coordination Organizational
Culture
• Placing right Number of • HRM helps to establish the
• Helping to create and
employee at a Right place harmonious relation ship
among the different maintain a safe and
. healthy work
departments .
environment.
• Developing the Positive • To develop and
Organizational Climate . maintain the quality of
• Communicate the HR
work life.
• Implementing scientific policies to all the • Developing programs
tools and techniques to employees.
to meet the economic,
increase the productivity psychological, and
o f the employees. • To provide organization social needs of the
with well-trained and well- employees and helping
motivated employees the organization to
retain the productive
employees
 Functions of HRM

• Employment and recruiting

• Training and development
• Compensation
• Benefits
• Employee Services
• Employee and community relations
• Personnel records
• Health and safety
• Strategic planning
 Basic HR Concepts
• The bottom line of managing:
Getting results
• HR creates value by engaging in activities that produce
the employee behaviors that the organization needs to
achieve its strategic goals.
• Looking ahead: Using evidence-based HRM to measure
the value of HR activities in achieving those goals.
 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.
 Line Managers’ HRM Responsibilities
1. Placing the right person on the right job
2. Starting new employees in the organization (orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining creative cooperation and developing smooth working relationships
6. Interpreting the firm’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining department morale
10. Protecting employees’ health and physical condition
 Human Resource Managers’ Duties
Functions of
HR Managers

Line Function Coordinative Staff Functions

Line Authority Function Staff Authority
Implied Authority Functional Authority Innovator/Advocacy
 Human Resources Organization Chart for a Large Organization

Source –Gary Dessler

Human Resources Organization Chart for a Small Company
 Human Resource Specialties
Recruiter

Labor relations
specialist EEO coordinator

Human Resource
Specialties

Training specialist Job analyst

Compensation manager
Trends Shaping Human Resource Management
Globalization
and Competition Trends

Indebtedness
(“Leverage”) and Technological Trends
Deregulation
Trends in HR
Management
Trends in the Nature of Workforce and
Work Demographic Trends

Economic Challenges
and Trends
Trends Shaping Human Resource Management
 Trends in the Nature of Work

Changes in How We Work

High-Tech Service Knowledge Work and

Jobs Jobs Human Capital
 Important Trends in HRM
Managing
HRM-Practices Post The New HR Managers
Covid-19

High-Performance Work
Systems
Strategic
HRM Human Resource
Management Trends
Managing
Ethics
Evidence-Based HRM

HR
Certification
 Meeting Today’s HRM Challenges
The New Human Resource
Managers

Acquire
Find new
Focus more on broader Managing
ways to
“big picture” business technology
provide
(strategic) knowledge and Mixed
transactiona
issues and new HRM Reality
l services
proficiencies
 How is the HRM Function Changing?
• The amount of time that the HRM function devotes to administrative
tasks is decreasing and its roles as a strategic business partner, change
agent, and employee advocate are increasing

• In shifting the focus from current operations to strategies for the future
and preparing non-HR managers to develop and implement HR
practices, HR managers face two important challenges:

– Self-service refers to giving employees online access to information about HR

issues

– Outsourcing refers to the practice of having another company provide services

 Competitive Challenges
Influencing HRM
• Three competitive challenges that companies now face
will increase the importance of HRM practices
The Challenge of
Sustainability

The Global
Challenge

The Technology
Challenge
 The Global Challenge
• Companies are finding that to survive they must compete in
international markets as well as fend off foreign corporations’
attempts to gain ground in the U.S.
• Every business must be prepared to deal with the global economy.
This is made easier by technology.
• Offshoring refers to the exporting of jobs from developed countries
to less developed countries.
• Many companies are entering international markets by exporting
their products overseas, building manufacturing facilities in other
countries, entering into alliances with foreign companies, and
engaging in e-commerce
 The Technology Challenge
• Technology has reshaped the way we play, plan our
lives, and where we work
– The overall impact of the Internet
– The Internet has created a new business model – e-
commerce – in which business transactions and
relationships can be conducted electronically
 The Technological Challenge
• Advances in technology have:
– changed how and where we work,
– resulted in high-performance models of work systems,
– increased the use of teams to improve customer service and product quality,
– changed skill requirements,
– increased working partnerships,
– led to changes in company structure and reporting relationships,
– increased the availability of Human Resource Information Systems (HRIS), which are used to
acquire, store, manipulate, analyze, retrieve, and distribute HR information,
– increased the availability of e-HRM, which is the processing and transmission of digitalized
information used in HRM,
– increased the competitiveness of high performance work systems
 The Sustainability Challenge
• A learning organization embraces a culture of lifelong
learning, enabling all employees to continually acquire
and share knowledge
• The psychological contract describes what an employee
expects to contribute and what the company will
provide to the employee for these contributions
• Alternative work arrangements include independent
contractors, on-call workers, temporary workers, and
contract company workers
 Origin and growth of HRM in India
• 1920 – chronicle period of HRM
• 1948 – Factory act
• IIPM , NILM
• 1960- Personnel management function began to expand
• 1970 – shift from labour welfare to efficiency
• 1980 – Professional talk
 Meeting Competitive Challenges Through HRM
Practices
• Managing internal and external environmental factors allows
employees to make the greatest possible contribution to company
productivity and competitiveness
• Customer needs for new products or services influence the
number and type of employees businesses need to be successful
• Besides interesting work, pay and benefits are the most important
incentives that companies can offer employees in exchange for
contributing to productivity, quality, and customer service
• Human resource management practices of both managers and the
human resource function must be aligned and contribute to the
company’s strategic goals
• HRM practices that help companies deal with the four
competitive challenges can be grouped into four
dimensions
– The human resource environment
– Acquiring and preparing human resources
– Assessment and development of human resources
– Compensating human resources
• Managing internal and external environmental factors allows
employees to make the greatest possible contribution to company
productivity and competitiveness
• Customer needs for new products or services influence the
number and type of employees businesses need to be successful
• Besides interesting work, pay and benefits are the most important
incentives that companies can offer employees in exchange for
contributing to productivity, quality, and customer service
• Human resource management practices of both managers and the
human resource function must be aligned and contribute to the
company’s strategic goals
 Debriefing Session !
Case Study to be discussed in the class.

The world-renowned British theoretical physicist Stephen Hawking,

known for his contributions to the fields of cosmology, general
relativity and quantum gravity especially in the context of black holes,
says that “Artificial Intelligence will never kill human brain”. Taking a
cue from Mr. Hawking’s comment, can you say that human beings can
never be replaced by artificial intelligence and robots in the
workplaces? Substantiate your point of view on this issue?
 Debriefing Session !
Case Study to be discussed in the class.

Mr. Sharma, the human resource director for Classic Corporation, has come to the conclusion
that the firm has not been getting the better students from the college campuses that have
visited. Classic Corporation currently has recent recruits go back to their own campuses to
conduct employment interviews for entry level management positions. This is based upon
the belief of the last Human Resource director that recent graduates are better able to
develop a rapport with current college students. Other firms send older to be more
experienced interviewers to these campuses, and as a consequences, appear to be more
successful in their recruiting efforts .Mr. Sharma is now considering a complete review of
the recruitment practices of the firm in order to ensure that appropriate methods are being
adopted and that they are effectively used. He believes that the first step is to review all of
the methods available and to determine when, and for which labour market each is most
effective. This seems a difficult job, and he is wondering if it can be done at all.
 Debriefing Session !

• Briefly throw some light on the evolution phases of

human resource management.
• What is the role of human resource management in
service industry?
• Explain the role of HR manager in administering
remuneration to executives.
 Required references

• Dessler, G. (2013). Human resource management.

Boston, [Mass.]: Pearson, pp.602-608.
• Harvard Publishing: Relevant cases, articles and book
chapters.
Thank You !