HUMAN RESOURCE HUMAN RESOURCE

MANAGEMENT:MANAGEMENT:

AN OVERVIEW AN OVERVIEW

HUMAN RESOURCE HUMAN RESOURCE MANAGEMENT:MANAGEMENT: AN OVERVIEW AN OVERVIEW

Human Resource Management ConceptHuman Resource Management ConceptHuman Resource management FunctionsHuman Resource management Functions

Resource

HRMManagementHuman

HRMHRM

HumanHuman

ResourceResource

ManagementManagement

WHAT IS HUMAN WHAT IS HUMAN RESOURCE MANAGEMENT?RESOURCE MANAGEMENT?

““The utilization of a firm’s The utilization of a firm’s human resources to human resources to achieve organizational achieve organizational objectives”objectives”

WHAT IS HUMAN RESOURCE WHAT IS HUMAN RESOURCE MANAGEMENT?MANAGEMENT?

Human resource (HR) managementHuman resource (HR) management refers to the practices and policies you refers to the practices and policies you need to carry out the personnel aspects need to carry out the personnel aspects of your management job, specifically, of your management job, specifically, acquiring, training, appraising, acquiring, training, appraising, rewarding, and providing a safe and fair rewarding, and providing a safe and fair environment for your company’s environment for your company’s employeesemployees

Human Resource ManagementHuman Resource Management

Managerial function that Managerial function that tries to match an tries to match an organization’s needs to organization’s needs to the skills and abilities of the skills and abilities of its employees.its employees.

Management and its Management and its relationship with HRMrelationship with HRM

ManagementManagement

Manage selfManage selfManage others, andManage others, andManage the Manage the

environmentenvironment

Managing PeopleManaging People

All managers must be concerned with activities like….All managers must be concerned with activities like….

Staffing Staffing (hiring and firing)(hiring and firing)

Retaining Retaining (motivating people)(motivating people)

Development Development (encourage & train)(encourage & train)

Adjustment Adjustment (alternative arrangements)(alternative arrangements)

Managing change Managing change (burning issue of today)(burning issue of today)

What Is Management?What Is Management? A set of activities A set of activities

(including planning and (including planning and decision making, decision making, organizing, leading, and organizing, leading, and controlling) directed at an controlling) directed at an organization’s resources organization’s resources (human, financial, (human, financial, physical, and physical, and informational) with the informational) with the aim of achieving aim of achieving organizational goals in an organizational goals in an efficient and effective efficient and effective manner.manner.

Management in OrganizationsManagement in Organizations

Inputs from the environment• Human resources• Financial resources• Physical resources• Information resources

Planningand decision

making

Leading

Organizing

Controlling

Goals attained• Efficiently• Effectively

The Functions of ManagementThe Functions of Management PlanningPlanning

Setting an organization’s goals and selecting a Setting an organization’s goals and selecting a course of action to achieve them.course of action to achieve them.

OrganizingOrganizing Determining how activities and resources are Determining how activities and resources are

grouped.grouped. Leading Leading

Getting organizational members to work together to Getting organizational members to work together to advance the interests of the organization.advance the interests of the organization.

Controlling Controlling Monitoring organizational progress towards goals.Monitoring organizational progress towards goals.

Planning and Organizing Planning and Organizing Involve…Involve… PlanningPlanning

Environmental scanning and analysisEnvironmental scanning and analysis Developing a vision of the futureDeveloping a vision of the future Setting long-term organizational objectivesSetting long-term organizational objectives Developing organizational and competitive strategiesDeveloping organizational and competitive strategies

OrganizingOrganizing Defining tasks and duties Defining tasks and duties Grouping positions into effective structures (departments)Grouping positions into effective structures (departments) Clarifying authority, responsibility, and reporting relationships Clarifying authority, responsibility, and reporting relationships Allocating scarce resources (financial, human, physical)Allocating scarce resources (financial, human, physical) Staffing positions with qualified personnelStaffing positions with qualified personnel

Leading and Controlling Leading and Controlling Involve…Involve…LeadingLeading

Effective communication Effective communication Inspiring others to do their bestInspiring others to do their bestMotivation and rewardsMotivation and rewardsTrust and assuranceTrust and assuranceControllingControllingClear standards Clear standards Monitoring progress and resultsMonitoring progress and resultsKnowing when and how to interveneKnowing when and how to interveneCorrecting deviations successfullyCorrecting deviations successfully

EfficiencyEfficiencyversusversus

EffectivenessEffectiveness

Efficiency:Operating in such a way that resources are not wasted

Effectiveness:Doing the right

things in the right way at

the right times

SuccessfulSuccessfulManagementManagement

Source: Adapted from Van Fleet, David D., Contemporary Management, Second Edition.Copyright © 1991 by Houghton Mifflin Company. Used with permission.

The Management ProcessThe Management Process

Management & HRMManagement & HRM

HR is part of HR is part of Management!Management!

Human Resource Human Resource Management FunctionsManagement Functions

Staffing

HUMAN RESOURCE HUMAN RESOURCE MANAGEMENTMANAGEMENT

FUNCTIONSFUNCTIONS

Employee& Labor

Relations

Safety &Health

Compensation& Benefits

Human Resource

Development

StaffingStaffing

Job AnalysisJob Analysis Human Resource Planning Human Resource Planning

(HRP)(HRP)

RecruitmentRecruitment

SelectionSelection

Staffing (Continued)Staffing (Continued)

StaffingStaffing - Process through which an - Process through which an organization ensures that it always has organization ensures that it always has the proper number of employees with the proper number of employees with the appropriate skills in the right jobs at the appropriate skills in the right jobs at the right time to achieve the the right time to achieve the organization’s objectivesorganization’s objectives

Job analysisJob analysis - Systematic process of - Systematic process of determining the skills, duties, and determining the skills, duties, and knowledge required for performing jobs knowledge required for performing jobs in an organizationin an organization

Staffing (Continued)Staffing (Continued)

Human resource planningHuman resource planning - - Process of Process of systematically reviewing human resource systematically reviewing human resource requirements to ensure that the required requirements to ensure that the required numbers of employees, with the required numbers of employees, with the required skills, are available when needed.skills, are available when needed.

RecruitmentRecruitment - Process of attracting - Process of attracting qualified individuals and encouraging qualified individuals and encouraging them to apply for work with the them to apply for work with the organizationorganization

Staffing (Continued)Staffing (Continued)

SelectionSelection - Process through which the - Process through which the organization chooses, from a group of organization chooses, from a group of applicants, the individual best suited for applicants, the individual best suited for the company and the positionthe company and the position

Staffing (Continued)Staffing (Continued)

SelectionSelection - Process through which the - Process through which the organization chooses, from a group of organization chooses, from a group of applicants, the individual best suited for applicants, the individual best suited for the company and the positionthe company and the position

Human Resource Human Resource DevelopmentDevelopment

TrainingTraining DevelopmentDevelopment

Career PlanningCareer Planning Career DevelopmentCareer Development

Performance AppraisalPerformance Appraisal

Human Resource Human Resource Development (ContinuedDevelopment (Continued

TrainingTraining - Designed to provide the - Designed to provide the knowledge and skills needed for a knowledge and skills needed for a particular job.particular job.

Development Development - Involves learning that - Involves learning that goes beyond today's job. It has a goes beyond today's job. It has a more long-term focusmore long-term focus

Human Resource Human Resource Development (Continued)Development (Continued)

Career planningCareer planning - An ongoing process - An ongoing process whereby an individual sets career goals and whereby an individual sets career goals and identifies the means to achieve themidentifies the means to achieve them

Career developmentCareer development - A formal approach - A formal approach used by the organization to ensure that used by the organization to ensure that people with the proper qualifications and people with the proper qualifications and experiences are available when neededexperiences are available when needed

Performance appraisalPerformance appraisal - Employees and - Employees and teams are evaluated to determine how well teams are evaluated to determine how well they are performing their assigned tasksthey are performing their assigned tasks

Compensation & BenefitsCompensation & Benefits

PayPay - M - Money that a person oney that a person receives for performing a jobreceives for performing a job

BenefitsBenefits - - Financial rewards in Financial rewards in addition to base payaddition to base pay

Nonfinancial RewardsNonfinancial Rewards The JobThe Job The EnvironmentThe Environment

Safety and healthSafety and health

Safety : Injuries and Work related accidentsSafety : Injuries and Work related accidents

Health: illnessHealth: illness

EMPLOYEE AND LABOR EMPLOYEE AND LABOR RELATIONSRELATIONS

•Interaction between workers and Interaction between workers and managementmanagement

•Interpersonal skillsInterpersonal skills•Relying on “top down” communication Relying on “top down” communication

channels from managers to subordinateschannels from managers to subordinates•Encouraging ‘bottom up” feed back from Encouraging ‘bottom up” feed back from

employees to managers employees to managers