Introduction of Human Resource

Management

BY:-
PROF. RITA KAKADE
M.COM, M.PHIL, N ET, DTL, G. D. C. & A.
ASST. PROF. S. P. COLLEGE
 INTRODUCTION OF HRM

 IMPORTANCE

 FUNCTIONS

 SCOPE OF HRM

 HUMAN RESOURCE DEVELOPMENT

 HUMAN RESOURCE PLANNING

 ORGANIZATION OF HRM

 JOB ANALYSIS

 JOB DESCRIPTION

 JOB SPECIFICATION
 HRM is concerned with the human beings in an organization.

 “The management of man” is a very important and challenging job

because of the dynamic nature of the people.

 No two people are similar in mental abilities, tacticians, sentiments,

and behaviours; they differ widely also as a group and are subject to
many varied influences.

 People are responsive, they feel, think and act therefore they can not
be operated like a machine or shifted and altered like template in a
room layout. They therefore need a tactful handing by management
personnel.
 HRM is the process of managing people of an organization with a
human approach.

 Human resources approach to manpower enables the manager to

view the people as an important resource.

 It is the approach through which organization can utilize the

manpower not only for the benefits of the organization but for the
growth, development and self satisfaction of the concerned people.

 Thus, HRM is a system that focuses on human resources development

on one hand and effective management of people on the other hand
so that people will enjoy human dignity in their employment.
1. “It is the process of managing people in
organizations in a structured and thorough
manner.”

2. “The HRM is the process of attracting,

holding and motivating all manager line
and staff.”(7) - Dunn and Stephens
1. To help the organisation to attain its goals effectively and efficiently by
providing competent and motivated employees.

2. To utilize the available human resources effectively.

3. To increase to the fullest the employee’s job satisfaction and self-

actualisation.

4. To develop and maintain the quality of work life (QWL) which makes
employment in the organisation a desirable personal and social situation.

5. To help maintain ethical policies and behaviour inside and outside the
organisation.

6. To establish and maintain cordial relations between employees and

management.
Werther and Davis have classified the objectives of HRM into four
categories as shown in the following table
1) Attract and retain talent
2) Train people for challenging roles
3) Develop skills and competencies
4) Promote team spirit
5) Develop loyalty and commitment
6) Increase productivity and profits
7) Improve job satisfaction
8) Enhance standard of living
9) Generate employment opportunities.
The function performed by the resource management
can broadly be classified into two categories, viz.
(1) Managerial functions, and
(2) Operative functions
FUNCTIONS OF HUMAN RERSOURCE MANAGEMENT
❖ Human Resource Planning
❖ Design of the Organization and Job
❖ Selection and Staffing
❖ Training and Development
❖ Organizational Development
❖ Compensation and Benefits
❖ Employee Assistance
❖ Union/Labour Relations
❖ Personnel Research and Information System
 CONCEPT

 IMPORTANCE/OBJECTIVES

 DIFFERENCE BETWEEN HRM AND HRD

 HRD is the part of human resource management that specifically
deals with training and development of the employees.

 Human resource development includes training an individual after

he/she is first hired, providing opportunities to learn new skills,
distributing resources that are beneficial for the employee's tasks,
and any other developmental activities.

 Human resources development (HRD) refers to the vast field of

training and development provided by organizations to increase the
knowledge, skills, education, and abilities of their employees.
1. HRD Develops Competent HR
2. HRD Creates Opportunity For Career
Development
3. Employ Commitment
4. Job Satisfaction
5. Change Management
6. Opportunities For Training And Development
7. Performance Improvement
 BASIS FOR COMPARISON HRM HRD

Meaning Human Resource Human Resource

Management refers to the Development means a
application of principles of continuous development
management to manage the function that intends to
people working in the improve the performance of
organization. people working in the
organization.
What is it? Management function. Subset of Human Resource
Management.

Function Reactive Proactive

Objective To improve the performance To develop the skills,

of the employees. knowledge and competency
of employees.
Process Routine Ongoing

Dependency Independent It is a subsystem.

Concerned with People only Development of the entire

.
 CONCEPT
 OBJECTIVES/IMPORTANCE
 PROCESS OF HR PLANNING
 FACTORS INFLUENCING HR PLANNING
 ADVANTAGES OF HR PLANNING
 LIMITATIONS OF HR PLANNING
 Human Resource Planning (HRP) is the process of
forecasting the future human resource
requirements of the organization and determining
as to how the existing human resource capacity of
the organization can be utilized to fulfil these
requirements.

 It,thus, focuses on the basic economic concept of

demand and supply in context to the human
resource capacity of the organization.
1. Ensure adequate supply of manpower as and when required.

2. Ensure proper use of existing human resources in the organisation.

3. Forecast future requirements of human resources with different

levels of skills.

4. Assess surplus or shortage, if any, of human resources available

over a specified period of time.

5. Anticipate the impact of technology on jobs and requirements for

human resources.

6. Control the human resources already deployed in the organisation.

7. Provide lead time available to select and train the required

additional human resource over a specified time period.
1. Human resource planning meets the organisation need for right type of
people in right number at right times.

2. By maintaining a balance between demand for and supply of human

resources, human resource planning makes optimum use of human
resources, on the one hand, and reduces labour cost substantially, on the
other.

3. Careful consideration of likely future events, through human resource

planning might lead to the discovery of better means for managing human
resources. Thus, foreseeable pitfalls might be avoided.

4. Manpower shortfalls and surpluses may be avoided, to a large extent.

5. Human resource planning helps the organisation create and develop

training and succession planning for employees and managers. Thus, it

provides enough lead time for internal succession of employees to higher

positions through promotions.

6. It also provides multiple gains to the employees by way of promotions,

increase in emoluments and other perquisites and fringe benefits.

7. Some of the problems of managing change may be foreseen and their

consequences mitigated. Consultations with affected groups and

individuals can take place at an early stage in the change process. This

may avoid resistance for change.

8. Human resource planning compels management to asses critically the
strength and weaknesses of its employees and personnel policies on
continuous basis and, in turn, take corrective measures to improve the
situation.

9. Through human resource planning, duplication of efforts and conflict

among efforts can be avoided, on the one hand, and coordination of
worker’s efforts can be improved, on the other.

10. Last but no means the least, with increase in skill, knowledge,
potentialities, productivity and job satisfaction, organisation becomes the
main beneficiary. Organisation is benefitted in terms of increase in
prosperity/production, growth, development, profit and, thus, an edge
over its competitors in the market.
.
1. Benefits of Human Resource Planning
2. The human resource planning helps in forecasting the future needs of the
manpower and not only this, but it also helps in anticipating the vacancies
arising in the near future.
3. It is cost effective, i.e. the enterprise can anticipate the shortage and surplus
of manpower and can control the imbalance, that may become unmanageable
or expensive.
4. Better planning for the employee development. Through human resource
planning, the skills of the existing employees can be improved by giving them
timely training and development opportunities.
5. Training programs become more effective since the manpower gaps, arising out
of shortage or surplus, can be determined through the manpower planning and
the training can be imparted accordingly.
6. It helps to make the strategic decisions related to the hiring and training of the
manpower, in the case of shortage and layoff, termination or replacement of
the manpower, in a case of surplus.
7. Through Human Resource planning, the idle arising out of vacancy can be
reduced and thus the overall performance of the business remains unaffected.
1. The future is uncertain. There are several external factors viz. Technological,
political, cultural, etc. that affects the employment opportunities. Therefore, the
management can consider the human resource planning as a guiding factor and
can not rely completely on it.

2. With the surplus manpower, the companies try to remove this imbalance using
termination, layoff, removal of the existing employees. This could create a sense
of insecurity among them, and that would result in the loss of their faith in the
company.

3. The human resource planning is time-consuming since it collects the complete

information regarding the personnel requirements of each department and then
finds the suitable sources to satisfy the needs.

4. The human resource planning is an expensive process. All the activities carried
out from the time the manpower need arises till the final placement of employees,
consumes lot of time and is very expensive.
 CONCEPT

 OBJECTIVES

 STEPS

 OUTCOMES

 JOB DESCRIPTION

 JOB SPECIFICATION
 Job analysis is the process of studying and
collecting information relating to the operations
and responsibilities of a specific job.

 The immediate products of this analysis are job

descriptions and job specifications.
.
Specifically, job analysis involves the following
steps:-
1. Collecting and recording job information

2. Checking the job information for accuracy.

3. Writing job description based on the information

4. Using the information to determine the skills,

abilities and knowledge that are required on the job.

5. Updating the information from time to time.

 STEPS OF JOB ANALYSIS

Using the
information to
Writing job determine the Updating the
Collecting and Checking the
description skills, abilities information
recording job job information
based on the and knowledge from time to
information for accuracy.
information that are time.
required on the
job.
 OUTCOME OF JOB ANALYSIS

i) Job description and

ii) Job specification.

Note:- These data are recorded separately for references.

 JOB DESCRIPTION

 CONCEPT

 IMPORTANCE/ USES

 CONTENTS
 Job Description is an important document, which is
basically descriptive in nature and contains a
statement of job Analysis. It provides both
organizational information’s (like location in
structure, authority etc) and functional information
(what the work is).

 It gives information about the scope of job activities,

major responsibilities and positioning of the job in
the organization. This information gives the worker,
analyst, and supervisor with a clear idea of what the
worker must do to meet the demand of the job.
1) Better Recruitment

2) Better Compensation Data

3) Legal Compliance
Fair Labour Standards Act.

Equal Pay Act of 1963

Title VII of the Civil Rights Act of 1964

Occupational Safety and Health Act (OSHA).

Equal Employment Opportunity.

Age Discrimination in Employment Act.

Americans with Disabilities Act.

4) People Planning
Headcount – both current and gaps

Succession planning.

Training, development, and performance.

Job Description:
A statement containing items such as:-
1. Job title / Job identification / organization position
2. Location
3. Job summary
4. Duties
5. Machines, tools and equipment
6. Materials and forms used
7. Supervision given or received
8. Working conditions
9. Hazards
 JOB SPECIFICATION

 CONCEPT

 IMPORTANCE

 CONTENTS
 A job specification defines the knowledge, skills
and abilities that are required to perform a job in
an organization.

 Job specification covers aspects like education,

work-experience, managerial experience etc
which can help accomplish the goals related to
the job.
1. Job specification highlights all the specific details required to perform the job

at its best

2. It gives the HR managers a threshold and a framework on the basis on which

they can identify the best prospects

3. Helps in screening of resumes and saves time when there are multiple

applications by choosing those who are closest to the job specification

4. HR managers can used job specification as a benchmark to evaluate employees

and give them required trainings

5. It also helps companies during performance appraisal and promotions

Job Specification Example
Here is a sample job specification, which is prepared for a marketing manager in a telecom
company.

Education Must be an engineer and MBA in marketing for a reputed MBA institute

Work experience Must have prior work experience in marketing & sales (preferably telecom or
FMCG)

Skills & Knowledge 1. Must be a good communicator and must be able to lead a team.
2. Prior experience in handling ATL-BTL activities and managing promotional
events.
3. Must be able to handle social media like Facebook, Twitter and help build
online brand
4. Experience in managing PR and media
5. Strong analytical skills and problem solving skills
6. Must understand business, come up with innovative products and launch
them

Personality Traits & 1. Must be presentable and a good orator

Characteristics 2. Should be calm in complex situations and show leadership skills in managing
multiple teams
3. Should be emotionally strong and should give timely deliverables
 COMPONENTS OF JOB SPECIFICATION

There are many parameters which are considered while

giving the job specification for a certain profile.

1. Educational Qualification:
2. Experience:
3. Skills & Knowledge:
4. Personality traits and characteristics:
 JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

•JOB TITLE •QUALIFICATION

•JOB LOCATION •EXPERIENCE
•JOB SUMMARY •TRAINING
•REPORTING TO •SKILLS
•WORKING CONDITIONS •RESPONSIBILITIES
•JOB DUTIES •EMOTIONAL
•MACHINES TO BE USED •CHARACERISTICS
•HAZARDS •SENSORY DEMANDS