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SUNITA SHUKLA

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Strategic and coherent approach to themanagement of an organization's most valuedassets

Human resource (or personnel) management, inthe sense of getting things done through people

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It's an essential part of every manager's responsibilities,but many organizations find it advantageous to establisha specialist division to provide an expert servicededicated to ensuring that the human resource function

is performed efficiently "People are our most valuable asset" is a clich which no

member of any senior management team would disagreewith. Yet, the reality for many organizations is that theirpeople remain under valued

under trained under utilized poorly motivated, and consequently perform well below their true capability

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The rate of change facing organizations hasnever been greater and organizations mustabsorb and manage change at a much faster rate

than in the past. In order to implement asuccessful business strategy to face thischallenge, organizations, large or small, mustensure that they have the right people capable of

delivering the strategy

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The market place for talented, skilled people iscompetitive and expensive. Taking on new staffcan be disruptive to existing employees. Also, it

takes time to develop 'cultural awareness',product/ process/ organization knowledge andexperience for new staff members.

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As organizations vary in size, aims, functions,complexity, construction, the physical nature oftheir product, and appeal as employers, so do the

contributions of human resource management.But, in most the ultimate aim of the function isto: "ensure that at all times the business iscorrectly staffed by the right number of peoplewith the skills relevant to the business needs",that is, neither overstaffed nor understaffed intotal or in respect of any one discipline or workgrade.

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Human Resource are the only assets thatappreciate over a period while physical assets justdepreciate with years

Further human resource alone can produce anoutput larger than the input. This is possible dueto the creative skills of humans

Creative thinking is the process of predicting,envisioning and then inventing an idea, conceptor insight along innovative and alternative lines

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People in the organization are the only basis forsuch creativity and there is no obvious limit totheir imagination

Organizations require human resource ofdifferent types to operate all physical resources.Thus, they provide utility value to each one ofthe physical assets. In fact, the real worth of a

physical asset depends on the quality and caliberof the people working with it. An incompetentworkforce will spoil the physical resourcesavailable to it

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There is a growing realization that the felicity ofan organization depends more on people than onany technical factors. Modern equipment may

ensure quality and cost competitiveness but theoperational f lexibility which is core to productmodification and innovation, is provided only bythe employees. This is so since humans alone can

grasp situation adequately and respond suitably

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HRM is concerned with the peoples dimensionin the organization

Facilitating the competencies and retention ofskilled force

Developing management systems that promotecommitment

Developing practices that foster team work

Making employees feel valued and rewarded.

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HRM refers to acquisition, retention, motivation and

maintenance of Human Resources in an organization.

HRM is the planning, organising, directing & controlling

of the procurement, development, compensation

integration, maintenance and separation of human

resources to the end that individual, organizational and

social objectives are accomplished.

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VeryVast

Covers all majoractivities in the

working life of aworker from timean individualenters into anorganization until

he or she leavescomes under thepurview of HRM

PerformanceAppraisal

HRM

Nature ofHRM

Industrial

Relations

Employee

Maintenance

EmployeeHiring

Employee&

ExecutiveRemunera

tionEmployee

Motivation

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Functions of HRM include:

Facilitating the retention of skilled and competentemployees

Building the competencies by facilitating continuous

learning and development

Developing practices that foster team work and flexibility Making the employees feel that they are valued and

rewarded for their contribution

Developing management practices that encourage high

commitment

Facilitating management of work force diversity and

availability of equal opportunities to all.

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MANAGERIALFUNCTIONS

PlanningOrganizing

Directing

Controlling

OPERATIVEFUNCTIONS

StaffingDevelopment

Compensation

Motivation

Maintenance

Integration

IndustrialRelations

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STAFFING Job analysis, HRP, Recruitment,Selection, Placement, Induction,Internal Mobility

DEVELOPMENTDevelopment refers to bothemployees training and managementdevelopment. Competency profiling,Training and development,

Performance & potentialmanagement, Career management,360 degree feedback

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COMPENSATION& MOTIVATION

It refers to determination of thepay scale and other benefits forthe employees. Job design, Workscheduling, Job evaluation,Compensation administration,Incentives and benefits

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MAINTENANCEIt aims at retaining efficientand experienced employee inorg. Health, Safety, Welfare,

Social securityINTEGRATION Employment relations, Grievance,

Discipline, Trade unions,Participation, Collective

bargaining

Industrialrelations

Ethical & fair treatment indisciplinary action, grievanceredressal and career mgt

processes

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Societal objectives

To be ethically & socially responsible to the needs ofthe society while minimizing the negative impact ofsuch demands upon the organization

Organizational objectives

To recognize the role of HRM in bringing aboutorganizational effectiveness

Functional objectives

To maintain the departments contribution at a levelappropriate to the organizations needs

Personal objectives

To assist employees in achieving their personal goalsin a manner that their personal goals enhance theindividuals contribution to the organization

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Welfare (1920s-1930s)

Administration (1930s- 1940s)

Employee relations (1940-1960s)

Functional expertise (1970s-1980s)

Business partner / player

(1990s)

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Taking a look at people is a rewarding experience

People possess skills, abilities and aptitudes thatoffer competitive advantage to any firm

No computer can substitute human brain, no

machines can run without human intervention &no organization can exist if it cannot servepeoples needs.

HRM is a study about the people in the

organization-how they are hired, trained,compensated, motivated & maintained.

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To develop ICICI Bank into an organization thatis empowered by bright and talented individuals,working in teams and riding on the backbone of

world class technology ICICI BANK To be a globally respected corporation that

provides the best of breed business solutionsleveraging technology delivered by the best in

class people - INFOSYS

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Fairness & firmness Tact & resourcefulness Sympathy & consideration

Knowledge of labour laws & other terms Broad social outlook Academic qualifications Others (positive attitude, competence to perform

activities for betterment of people) Communication Skills Emotional Maturity Leadership & Motivational Qualities

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Line Managers handle all aspects of HR activitiesin small organizations, while in largeorganizations, the top mgt normally establishes

an exclusive HR dept to develop and mange HRprogrammes and policies

The line managers in these dept seek the adviceof the HR dept in handling labour related

matters

Main Functions Placing the right person on theright job

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Orientation of new employees in theorganization

Training the employees for jobs that are new to

them Improving the job performance of each person

Gaining creative cooperation and developing

smooth working relationships Interpreting the policies and procedures of the

company

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Controlling Labour cost Developing the abilities of each person Creating and maintaining the dept morale

Protecting the employees health & physicalcondition.

Line Mangers are those who are empowered to directthe work of the people assigned to them. Further

line mangers are directly responsible foraccomplishing the departmental goals and corporateobjectives. Egs of line managers are ProductionManager, Purchase Manager and Sales Manager.

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