Human

Resource Management
MBA (G)/MBA (B&F)
MBA 201
Yogesh Kumar
Faculty (HR)
Amity University Gurgaon

Why Study HR Management?

Its the people who run organizations.
Need to manage their skills, abilities & aptitude.
HRM is study about people i.e. how they are hired, trained,
compensated, motivated & maintained.

Meaning
HRM is a management function that helps managers recruit,
select, train and develop members of an organisation.
A series of integrated decisions that form the employment
relationship; their quality contributes to the ability of the
organisations and the employee to achieve their objectives.
HRM is the planning, organising, directing and controlling of the
procurement, development, compensation, integration,
maintenance and separation of human resources to the end that
individual, organisational and social objectives are accomplished.

Nature of HRM
Pervasive

force

Action oriented
Future oriented
People oriented
Comprehensive function
Individual oriented
Inter disciplinary functions
Continuous function
Staff function
Development oriented

Scope of HRM
The scope of HRM is very wide. It is thus divided into three
categories:
A. Personnel aspect
B. Welfare aspect
C. Industrial Relation Aspect

A. Personnel Aspect includes

HR Planning
Recruitment
Selection
Placement
Transfer
Promotion
Training and Development
Remuneration
Incentives

B. Welfare Aspect includes

Working Conditions
Amenities such as Canteens, Creches, Rest rooms, Lunch
rooms.
Housing
Transport
Medical Assistance
Education
Health and Safety
Recreation facilities

C. Industrial Relation Aspect includes

Union Management Relations

Joint Consultation
Collective Bargaining
Grievance Redressal

HRM Functions
HRM

Managerial
Function

- Planning
- Organizing

Operative
Functions
Procurement

Development

Motivation&
Compensation

Maintenance

integration

Emerging
issues

Job Analysis

Training

Health

HR Planning

Executive
development

Job design
Work
scheduling
Motivation
Job evaluation
Performance
and potential
appraisal
Compensation
administration
Incentives
benefits and
services

Grievances
Discipline
Teams and
teamwork
Collective
bargaining
Participation
Empowerment
Trade unions
Employers
association
Industrial
relations

Personnel
records
Personnel
audit
Personnel
research
HR
Accounting
HRIS
Job Stress
Counseling
Mentoring
IHRM

Recruitment

- Directing
- Controlling

Career planning
Selection
Placement

Succession
Planning

Induction

HRD Strategies

Internal mobility

Safety
Welfare
Social
security

HRM MODELS

The Fombrun, Tichy & Devanna Model

Human Resource
Development

Selection

Appraisal

Rewards

Organisational
Effectiveness

The Harvard Model

Stakeholder Interest
Shareholders
Management
Government
Community Unions

Situational Factors
Workforce Character
Business Strategy &
Conditions
Unions
Labour Market
Laws & Societal values

Human
Resource
Management

Human
Resource
outcomes
Commitment
Competence
Congruence
Long-Term
Consequences
Individual wellbeing
Organisational
Societal wellbeing

The Guest Model

HRM
Strategy

HRM
Practices
Hiring
Training
Appraisal
Compensatio
n
Relations

HR
Outcomes
Commitment
Quality
Flexibility

Behavioral
Outcomes
Motivation
CoOperation
Organisational
Citizenship

Performance
Outcomes
Positive
Productivity
Innovation
Quality
Negative
Turnover

Financial
Outcomes
Profits
ROI

The Warwick Model of HRM

Business Strategy Content

Socio-Economic
Technical
Political-Legal
Competitive

Outer Context

Culture
Structure
Politics/Leaders
Task-Technology
Business Outputs

Inner Context

Objectives
Product Market
Strategy & Tactics
HRM Content
HR Flows
Work Systems
Reward Systems
EmployeeRelations

HRM Context
Role
Definition
Organisation
HR Outputs

Concept of Personnel Management, HRD &

SHRM
Personnel Management - Personnel Management is basically
an administrative recordkeeping function, at the operational
level.
Personnel Management attempts to maintain fair terms and
conditions of employment, while at the same time, efficiently
managing personnel activities for individual departments etc.
It is assumed that the outcomes from providing justice and
achieving efficiency in the management of personnel activities
will result ultimately in achieving organisational success.

 Human Resource Development in the organization context is

a process by which the employees of an organization are
helped, in a continuous and planned way to:
a.
b.

c.

Acquire capabilities required to perform various functions associated with

their present or expected future roles.
Develop their general capabilities as individuals and discover and exploit
their own inner potentials for their own and organizational development
purpose.
Develop an organizational culture in which supervisor-subordinate
relationship, teamwork, and collaborations among sub-units are
strong and contribute to the professional well being, motivation, and pride
of employees.

 Strategic HRM is a process that involves the use of

overarching approaches to the development of HR strategies,
which are integrated vertically with the business strategy and
horizontally with one another.
Linking HRM with strategic goals and objectives to improve
business performance and develop organizational cultures
fostering innovation and flexibility.

HRM Environment
External factors includes:
a) Economic factors (Customers, Suppliers, competitors & Globalization)
b) Political & Legislative factors ( The Legislative, the Employers, & The
Judiciary)
c) Technological Factors
d) Social & Cultural factors
e) Demographic factors
Internal factors include:
f) Shareholders
g) Customers
h) Suppliers
i) Government
j) Public
k) Unions
l) The employees
m) Top Management

Changing Role/Challenges in HRM

The Management of Workplace Diversity

Planning a Mentoring Program
Organizing Talents Strategically
Leading the Talk
Control and Measure Results
Motivational Approaches
Managing Gain-sharing
Managing Executive Information Systems

Any Queries???