1. Human Resource Management (HRM 401)
Course Facilitator: Dr. Arzoo Atiq

2. Administrative Details
Course outline provided at:
Navigate to Human Resource Management ; Password: iba-hrm
Lectures will be uploaded here. TA will transfer to LMS.
Office Hours: 2:00-2:25 pm
Grading Scheme
Assignments
4*3 = 12-2
n-1
Participation (Bonus) 5
Will be given during sessions
Project
2 * 5 = 10
Two deliverables of five points each
Project Presentation
During Last week
Mid-Term
15+15 = 30
Two Mid-Terms
Final Exam 40

3. Questions?
What do you think HRM is?

4. Human Resource Management
“HRM is management function concerned with hiring , motivating and maintaining people in an organization. It focuses on people in organization” (Aswathappa, 2008, p.5)
The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. (Gary Dessler, 2013)
Strategic and coherent approach to the management of an organization’s most valued assest – the people working there who individually and collectively contribute to the achievement of its objectives. (Michael Armstrong, HRM Practice, 10th ed.)
‘The process of analysing and managing an organisation’s human resource needs to ensure satisfaction of its strategic objectives’ (Hellriegel, Jackson, Slocum and Staude, 2009)

5. Basics Organization Manager
People with formally assigned roles who work together to achieve the organization’s goals.
Manager
The person responsible for accomplishing the organization’s goals, and who does so by managing the efforts of the organization’s people

6. The Management Process
Planning
Organizing
Leading
Staffing
Controlling
Gessler; Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

7. Human Resource Management (HRM)
Human Resource Management Processes
Acquisition
Training
Appraisal
Compensation
Labor Relations
Health and Safety
Fairness
Human Resource Management (HRM)
Gessler; Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

8. Scope Of HRM HRM IR Prospects of Employee Hiring Remuneration Career
Development
Employee
Hiring
Remuneration
Motivation
Maintenance
Source: Adapted from Aswathappa, 2008, p.6

9. Historical Perspectives

10. Some historical perspective - Industrial Revolution:
Adam Smith: specialization and division of labor. (1963)
Robert Owens: Pioneer of HRM, performance appraisal and pay for performance (fair treatment of employees) (1850)
Started in 19th century, when some informed industrial companies in the US and Europe employed welfare officers to look after the wellbeing of workers, especially women and children.
In the 1920s and 1930s companies employed labour managers to handle pay, absence, recruitment and dismissal.
By the late 1940s labour management and welfare work had been integrated under the banner of ‘personnel administration’.
As the importance of people to the success of firms was increasingly recognised throughout the 1970s and 1980s, personnel administration became ‘personnel management’ and eventually ‘human resource management’.
Today some companies refer simply to the ‘people’ function and call their most senior HR executive the ‘chief people officer’.

11. Scientific management
Frederic Taylor: Father of scientific management
s/ch01.htm
a. Definition:
Systematic analysis and breakdown of work into the smallest mechanical components and rearranging them into the most efficient combination.
b. Steps:
Job analysis—selection—training—rewards.

12. Industrial psychology
Hneri Fayol’s management functions: (1949)
Planning, organizing, communicating, coordinating and controlling.
F. & L. Gilbreth’s principles of work simplification (time and motion studies). (1890)
Henry Gantt’s principles of work scheduling. (1915)
Continuation of scientific management.

13. Human behavior and relations
The Hawthorne Studies by Westing House
The happy workers are the most productive workers. (The Pet Milk theory) (1960s)
Max Weber: the Ideal Bureaucracy. htm
Chris Argyris: Individual and organization—mutual adjustment.
loop-learning-and-organizational-learning/

14. Three stages of growth of HRM
File Management ( ):collecting and storing data of each employee.
Government Accountability ( ): Compliance to government regulations.
Human Resource Management:
Treating human resource as an asset.
Emphasizing joint responsibilities of line managers and staff managers.

15. Questions?

16. Personnel Aspects of a Manager’s Job
Human Resources Management 12e Gary Dessler
Personnel Aspects of a Manager’s Job
Conducting job analyses
Planning labor needs and recruiting job candidates
Selecting job candidates
Orienting and training new employees
Managing wages and salaries
Providing incentives and benefits
Appraising performance
Communicating
Training and developing managers
Building employee commitment
Managers are involved daily with many of the personnel aspects of HRM in accomplishing the organization’s goals, and managing the efforts of the organization’s people.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

17. Human Resources Management 12e Gary Dessler
Personnel Mistakes
Hire the wrong person for the job
Experience high turnover
Have your people not doing their best
Waste time with useless interviews
Have your firm in court because of discriminatory actions
Have your firm cited by regulatory authority for unsafe practices
Have some employees think their salaries are unfair and inequitable relative to others in the organization
Allow a lack of training to undermine your department’s effectiveness
Commit any unfair labor practices
Why are the concepts and techniques of HRM important to all managers? Perhaps it’s easier to answer this by listing some of the personnel mistakes you don’t want to make while managing.
Carefully studying this book will help you avoid mistakes like these.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

18. Human Resources Management 12e Gary Dessler
Basic HR Concepts
The bottom line of managing: Getting results
HR creates value by engaging in activities that produce the employee behaviors that the organization needs to achieve its strategic goals.
Looking ahead: Using evidence-based HRM to measure the value of HR activities in achieving those goals.
Hiring the right people for the right jobs and motivating, appraising, and developing them will likely get the results you are seeking. Remember that success comes through people.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

19. Line and Staff Aspects of HRM
Human Resources Management 12e Gary Dessler
Line and Staff Aspects of HRM
Line Manager
Is authorized (has line authority) to direct the work of subordinates and is responsible for accomplishing the organization’s tasks.
Staff Manager
Assists and advises line managers.
Has functional authority to coordinate personnel activities and enforce organization policies.
Line managers manage operational functions that are crucial for the company’s survival. Staff managers run departments that are advisory or supportive, like purchasing, HRM, and quality control.
Human resource managers are usually staff managers. They assist and advise line managers with recruiting, hiring, and compensation. However, line managers still have human resource duties.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

20. Line Managers’ HRM Responsibilities
Human Resources Management 12e Gary Dessler
Line Managers’ HRM Responsibilities
Placing the right person on the right job
Starting new employees in the organization (orientation)
Training 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 firm’s policies and procedures
Controlling labor costs
Developing the abilities of each person
Creating and maintaining department morale
Protecting employees’ health and physical condition
In small organizations, line managers carry out many personnel duties unassisted. As the organization grows, the need arises for the specialized assistance, knowledge, and advice of a human resource department.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

21. Human Resource Managers’ Duties
Human Resources Management 12e Gary Dessler
Human Resource Managers’ Duties
Line Function Line Authority Implied Authority
Staff Functions Staff Authority Innovator/Advocacy
Functions of HR Managers
Coordinative Function Functional Authority
An HR manager directs the activities of the people in the HR department, coordinates organizational-wide personnel activities and provides HRM assistance and advice to line managers.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

22. Differences Between HRM and PM
Dimensions PM
HRM
1.Employment contract
Care full delineation of written contracts
Aim to go behind contract
2.Rules
Importance of devising clear rules
Can do outlook, impatience with rule
3.Guide to management action
Procedures
Business need
4.Behaviour referent
Norms ,customs and practices
Values and mission
5.Managerial task vis-à-vis labor
Monitoring
Nurturing
6.Speed of decision
Slow
Fast
7.Management role
Transactional
Transformational leadership
8.Communication
Indirect
Direct
9. Prized management skills
Negotiation
Facilitation
10.Selection
Separate ,marginal task
Integrated, key task
11.Labour management
Collective barraging contracts
Individual contracts
12.Job categories and grade
Many
Few
13.Job design
Division of labour
Team work
14.Conflict handling
Reach temporary truce
Manage climate and culture

23. Differences Between HRM and PM
Dimensions PM
HRM
15.Respect for employees
Labour is used as tool which is spendable and replaceable
Peoples are used as assets to be used for the benefit of organization
16.Shared interest
Interest of organizations are uppermost
Mutuality of interest
17.Evolution
Precedes HRM
Latest in evolution of subjects
18.Locus of control
External
Internal
19.Oganization principles
Mechanistic
Top down
centralized
Organic
Bottom-up
Decentralized
20.Key relations
Labour Management
Customers
21.Initiatives
Piecemeal
Integrated
22.Pay
Job evaluation
Performance related
23.Training and development
Controlled accessed to courses
Learning companies
Source: Aswathappa, 2008, p.7