nature and scope of human resource management

8/8/2019 Nature and Scope of Human Resource Management

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A series of integrated decisions that form the

employment relationship; their quality contributes to the ability of the organisations andthe employee to achieve their objectives.


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Is concerned with people dimension inmanagement.Since every organisation is made up ofpeople, acquiring their services, developing theirskills, motivating them to higher levels of

performance and ensuring that they continue tomaintain their commitment to the organisation areessential to achieving organisational objectives.


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Management is the planning, orgainsing, directingand controlling of the procurement, development,comp-ensation, integration, maintenance and

separation of human resources to the end thatindividual, organisational and social objectives areaccomplished.


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y HR PlanningyJob analysis and Designy Recruitment and Selectiony

Orientation and Placement,y Training and Developmenty Performance appraisal and Job Evaluationy Employee and Executive Remunerationy

Motivation and communicationyWelfare, Safety and Healthy Industrial Relations (IR)


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y Social Significance

y Balance the jobs available and job seekers

y Provide suitable and productive employmenty Maximise utilisation of the resources effectively

y Eliminate waste or improper use human resources

y Help people make their own decisions


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y Professional Significance

y Maintain dignity of the employee as human

y Provide maximum opportunities for personaldevelopment

y Provide healthy relationship to different workgroups

y Improve skills and capacitiesy Minimise wrong postings, allocate work properly


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y Significance for Individual Enterprise

y Create right attitude among employees through

effective motivationy Utilise the available human resources effectively

y Secure co-operation of the employees: achievegoals, psychological needs- love, affection,

belongingness, esteem and self actualisation


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y HRM views people as an important source or assetto be used for the benefit of organisation,employees and the society.

y Philosophy of mutuality : mutual goals, mutualrespect,mutual rewards and mutualresponsibilities.

y ASPAchanged its name to SHRM


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y PM has limited scope and an invertedorientation

yViewed labour as a tool for benefits of theorganisation

y Personnel Dept not respected, no productiveemployees

y PM treated as routine activity meant to hirenew employee and maintain personnel records

y Never part of strategic management ofbusiness.HistoricallyPMpreceded HRM


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Dimension Personnel Human

Resource

Employment

Contract

Written,

delineated

Aim to go

beyond contractRules Clear Outlook,

Impatience

Guide to Mgnt.

Action

Procedures Business Needs

Behaviourreferent

Norms/Customs and Practices

Values/Missions


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Dimension Personnel HumanResource

Managerial/labour task

Monitoring Nurturing

Key Relations LabourManagement

Customer

Initiatives Piecemeal Integrated

ManagementRole

Transactional TransformationalLeadership

Speed of

decision

Slow Fast


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Resource

Communication Indirect Direct

Prized

Managementskill

Negotiation Facilitation

Selection Separate,Marginal task

Integrated, keytask

Pay Job Evaluation(Fixed grades)

Performancebased

Conditions Separately

negotiated

Harmonisation


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Resource

LabourManagement

Collective barg-aining contracts

Individualcontracts

Job categoriesand grades

Many Few

Job design Division of labour Team work

Conflict handling Reach temporarytruce

Manage climateand culture

Training &Development

Controlled accessto courses

Learningcompanies


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Resource

Intervention

focus

Personnel

procedures

Wide ranging-

cultural,structuraland personnelstrategies

Respect for

employees

Labour treated

as tool :expendable andreplaceable

People are treated

as assets tobenefitorganisation/employees/society


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Societal

To be ethically and socially responsible to theneeds and challenges of society while minimising

the negative impact of such demands upon theorganisation.

Organisational

To recognise the role of HRM in bringing aboutorganisational effectiveness.


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Functional

To maintain the departments contribution at alevel appropriate to the organisations needs.

Personal

To assist employees in achieving their personalgoals, at least insofar as these goals enhance the

individuals contribution to the organisation.


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y HRM Objectives

y Societal

y Supporting Functions

1.Legal Compliance

2.Benefits

3.Union managementrelationship


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y HRM Objectives

y Organisational

y Supporting Functions

1.Human ResourcePlanning

2.Employee Relations3.Selection4.Training &Development

5.A

ppraisal6.Placement7.Assessment


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y HRM Objectives

y Functional

y SupportingFunctions

1.Appraisal

2.Placement

3.Assessment


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y HRM Objectives

y Personal

y SupportingFunctions

1.Training &Development

2.Placement

3.Assessment4.Compensation


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y Fairness & Firmness

y Tact and resourcefulness

y Sympathy and consideration

y Knowledge of labour other termsy Broad Social outlook

y Competence


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y A policy is plan of action. Is a statement of intention committing the management to generalcourse of action. Policy contains HR programmes,expression of philosophy and principles.

y Policy are required for

basic needs, consistency in treatment & continuity


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y FactoriesAct (1948) Welfare officers compulsory inindustries employing 500 employees

y IIPM Kolkata, NILM in Mumbai : (Jute andtextiles)

y Second World War : increased expectations of theworkers : IR and Personnel admn integrated as PM

y 1970 : Shift from welfare to efficiency.

y 1980 : HRM and HRD Challenges

y 1990 : Human value and productivity throughpeople.

nature and scope of human resource management

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