MEANING AND CONCEPT

 HRM is concerned with the human beings  Human resource is the total knowledge, abilities, skills, talents and aptitudes of an organisation’s work force.  It is a resource like any other natural resource.  It includes management of skills, attitudes and aspirations of people.  Humane approach  Also called labour-management relations, labour management, human capital mgt, employer-employee relations

 According to Edwin Flippo, Human Resource management is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resources to the end that individual, organisational and social objectives are accomplished. Features Managing people Development of individuals Management function Staffing function Achieving competitive advantage

 Part of process of Management  Comprehensive function  People oriented  Based on human relations  Pervasive function  Continuous process  Science as well as an art  interdisciplinary

 Labour as commodity- hired on the basis of need  Labour as a tool for higher production/ mechanistic approach- like material, capital.  Paternalistic approach-schemes introduced, trade unions, collective bargaining  Humanitarian concept/ humanistic concept/social system approach- physical, social and psychological needs, human relations concept.  Human resource concept- assets, satisfying aspirations of people, motivation, group dynamics etc  Emerging concept/ the partnership concept- quality of work life, emerging as special discipline & profession.

 For better industrial relations  Develop organizational commitment  Coping with changing environment  Change in political philosophy  Increased pressure on employees

MEANINGHRMHRD 1) MEANINGIt is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resources to the end that individual, organisational and social objectives are accomplished. It is a process concerned with an organised series of learning activities designed to produce behavioural changes that they acquire desired level of competence for present and future roles. 2) MECHANISMSIt considers salary and other economic factors as important motivators It considers autonomous work groups, job enrichment, job challenges & creativity as the main motivating forces

3) EMPHASIS ON CULTURE Its emphasis is on increasing people efficiency Its efficiency is on building the right type of culture in the organisation- a culture which has characteristics as mutual trust, openness, collaboration, clarity of goals 4)RESPONSIBILITYPersonnel dept or HRMConcern of al managers in the org. 5) SCOPEIt has wider scopeIt has narrow scope

BASISPERSONAL MGTHRM 1)SCOPEPM has limited scope & internal orientation It has broader scope, broader horizon, viewpoint & integrated external orientation 2) TREATMENT OF LABOUR Labour is treated as a tool whose behaviour is to be manipulated for meeting org. objectives It treats people as assets to be used for the benefit of org., its employees & society 3) SUPREMACY OF INTEREST Interest of the organisation are uppermost Mutuality of interest exists, goal congruence exits 4) TYPE OF ACTIVITYPM is treated as a routine activity to hire employees & maintaining personal records HRM is treated as specialized function involving PODCC of PDMIC of human resources in org.

5) MANAGERIAL TASKManagerial task with respect to labour is monitoring Managerial task with respect to labour is nurturing 6) NATURETraditional conceptBroader concept and includes personal mgt 7) STRATEGIC MANAGEMENT PM is not considered as a part of strategic mgt of business HRM is a significant part of strategic mgt. of business.

 Identifying and developing persons  Retaining suitable persons  Creating work culture  Educating managerial personnel  Conducting research  Developing a communication system.

 Recent origin  Lack of top management support  Improper implementation  Inadequate information

FUNCTIONS OF HRM MANAGERIAL FUNCTIONS OPERATIVE FUNCTIONS

PLANNINGORGANISINGDIRECTINGCO-ORDINATINGCONTROLLING

EMPLOYMENT HUMAN RESOURCE DEVELOPMENT COMPENSATIONHUMAN RELATIONSMAINTENANCE

1) EMPLOYMENT: Job analysis, human resource planning,recruitment, selection, placement, induction and orientation 2) Human resource development Performance appraisal, training, management and development 3) Compensation Job evaluation, wage and salary administration, fixing of incentives, fringe benefits, social security measures, job enrichment and job enlargement 4) Human relations- integration Motivation, redressing employee grievances, handling disciplinary cases, counselling employees solving their problems and improving quality of work 5)Maintenance Establishment of health, sanitation and safety standards

 ADVICE TO TOP MANAGEMENT  ADVICE TO DEPARTMENTAL HEADS

 Lacks adequate attention  Excessive labour laws  Authoritarian culture  Does not attract talented persons  Conflict with line managers  Result not measurable  Approach not fully developed  Lack of professional attitude

 Globalisation of business  Social factors  Technological factors  Work force diversity  Trends in nature of work  Increase in education levels  Changes in legal environment