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The activities involved in HRM function are pervasive throughout the organization. All decisions that affect the workforce of the organization concern the HRM function. The HR management can negotiate the competencies as per the emerging trends. In the world of human resource CHANGE is constant. The real wealth of the nation lies in its people.2. INTRODUCTION

It ensures effective use of people and provides better returns to the organization. The practice of HRM needs to be integrated with the overall strategy. HRM policy enmeshes itself fully with those of organizational goals.3. IMPORTANCE

4. CHANGING SCENARIO HR DEPARTMENT YESTER YEARS: AT PRESENT The communication No more facilitating link between the employee appraisals & drawing up and management. increment sheets. Planning employees Respected by the employees career, putting business for driving culture, learning continuity plan, building and development. cultures, systems. By management to reach their objective through committed employees.

The talents are the best and the only competitive advantage in the area of Human Capital and the processes HRM outsourcing: A pressure for the standardization of the HRM practices.5. FUTURE SCENARIO & As Globalization advances the organizations need to adapt changes in Technologyprocedures are done by the organization. & changing issues in the management of people. CONTINUED.

6. CURRENT ISSUES EFFECTING ORGANIZATIONAL HR IN FUTURE:1. The corporations of tomorrow2. Information age3. Diversity4. Social Responsibility CONTINUED.

Industrial restructuring A majority of people will be connected to the IT infrastructure.A learning culture will be festered by the technologies that serve, entertain and help people to do the work. Generation of employment7. CORPORATIONS OF TOMORROW:Future is a two fold effect:

8. INFORMATION AGE: Information has heralded a new way of doing business. IT has the power to change the well-trenched business paradigms. to link and connect people and enable the exchange of products, services and capital.

9. SOCIAL RESPONSIBILITY1. Acquisition of technology2. Adaptation of technology3. Utilization of technology4. Improvement and development of technology

10. EMERGING TRENDS IN HRM BALANCE SCORE CARD A virtual representation of an organizations strategy. SIX SIGMAA project driven management approach toimprove the organizations product, services& processes by continually reducing theDEFECTS in the organization. Emerging concept of 4 Rs among HR managers:Recruiting, Retaining, Retraining & Restructuring

11. IMPACT ON ORGANIZATIONS AND HRM:Political: Increasing dispersal of national power & narrowing of gaps between developed & developing nations.Economic: Increasing gap between poor and rich individuals & increase in state capitalismSocial: Population growth, urbanization & increasing power of women.Technological: Digitization of work life and lifestyles

12. EMERGING ISSUES IN HRM1. Open communication with employees2. Internal assessment : To communicate problems and issues with management team.3. External assessment : Personal relationship with other organizational members and employees.4. Projections : Economic development, demographic & tends of biological & physical resources are

also helpful to managers.5. Improved training & development programs6. Motivating through compensation & benefit practices. 13. CONCLUSIONNew trends in the world of HRare emerging every now andthen and it is extremelyimportant for anybody remotelyassociated with the world ofbusiness to know about suchcontemporary emerging issues.

1. Meaning of HR/Definition The total knowledge, skills,creative abilities, talents and aptitudes of an organizations workforce as well as the value attitudes and beliefs of the individuals involved

2. Meaning of HRM HRM refers to a set of programmes, functions and activities designed and carried out in order to maximize both employees as well as organizational effectiveness. HRM means employing people,developing their resources,utilising,maintaining & compensating their services in tune with the job and organisational requirements with a view to contribute to the goals of the organisation,individual & the society.

3. Definition HRM can be defined as managing the functions of employing, developing & compensating human resources resulting in the creation & development of human relations with a view to contribute proportionately to the organizational, individual & social goals.

Challenging TaskSocial System4. NATURE OF HUMAN RESOURCES Complex Dynamisma. Economicb. Physiologicalc. Psychologicald. Sociologicale. Ethical Beings

5. OBJECTIVES OF HRMSocial/Societal Objectives Organizational Objectives Functional Objectives Personal/Individual Objectives

6. Features of HRM HRM is concerned with employees both as individual & as a group in attaining goals. It is concerned with the development of human resources HRM covers all levels & categories of employees It applies to the employees in all types of organizations in the world. HRM is a continuous & never ending process. It aims at attaining the goals of organization. Organizational goals

7. Individual employee goals Goals of society HRM is a central sub system. It is concerned mostly with managing human resources at work.

8. Functions of HRMManagerial Functions Operative Functions Employment Planning Human Resources Organizing Development

Compensation Directing Human Relations Controlling Industrial Relations Recent trends in HRM 9. HRM as a Central Sub-System Marketing Finance Materials HRM Technology Information Production Induction Placement Selection Recruitment Human Resource Planning Job Analysis 10. Operative Functions1. EMPLOYMENT & Orientation Career PlanningManagement DevelopmentTrainingPerformance Appraisal11. 2.HUMAN RESOURCE DEVELOPMENT & ChangeDemotionPromotionTransfersInternal MobilityDevelopment & Organization Development WageJob Evaluation12. 3.COMPENSATION & Social Security MeasuresFringe benefitsBonusIncentivesSalary Administration 13. 4.HUMAN RELATIONS5.INDUSTRIAL RELATIONS6.RECENT TRENDS IN HRM 14. Differences B/W P.M and HRMDIMENSIONS PM HRMEmployment Careful delineation of Aim to be beyondContract written contracts contract can do outlookRules Importance of devising Impatience with ruleGuide to Clear rules/mutuality Business needmanagement proceduresactionBehaviour Norms/customs & Values/missionreferent practiceNature of Pluralist UnitaristrelationsConflict Institutionalized Deemphasised 15. DIMENSION PM HRMKey relations Labour management customerCorporate plan Marginal to Central toSpeed of decision slow FastManagement role transactional Transformational leadershipKey managers personnel General/business/line managerscommunication indirect Directstandardization high LowJob categories & grades Many Fewcommunication Restricted flow Increased flowJob design Division of

labour Team workTraining & development Controlled access to courses Learning companies 16. ORGANISATION OF HR DEPARTMENT Two issues Place of the HR department in the overall set up Composition of the HR department itself HRM in a small scale unit HRM in a large scale unit Composition of a HR/Department 17. HRM in a small scale unit Owner/managerProduction Sales Office accountant manager manager manager Personnel assistant 18. HRM in a large scale unit Chairman & managing Director Director Director Director Director Directorproduction Personnel/H Finance Marketing R&D RM 19. Composition of a HR/Personnel Department Directorpersonnel/HRMManager Manager Manager HRD Manager HRPersonnel Administration HRP PR Appraisal Training & Hiring Canteen Development Grievance Medical Handling Compensation Welfare Transport Legal 20. PERSONNEL POLICIES AND PRINCIPLES HRM policies as a set of proposals and actions that act as a reference point for managers in their dealings with employees. personal policies constitute guides to action. They furnish the general standards on which decisions are reached. Their genesis lies in an organizations values, philosophy, concepts and principles. 21. A few specific personnel policies are:- Policy of hiring people Policy on terms & conditions of employment Policy with regard to medical assistance Policy regarding housing, transport, uniform & allowances. Policy regarding training & development Policy regarding industrial relations 22. FORMULATING POLICIESThere are 5 principal sources for determining thecontent & AttitudePrevailing practice in rival companies.Past practice in the organization.meaning of policies:- &

philosophy of founders of the company as also its directors & Attitude the top management. & The knowledgephilosophy of middle and lower management & experience gained from handling countless personnel problems on a day- to-day basis. 23. Why adopt policies? The work involved in formulating personnel policies requires that the management give deep thought to the basic needs of both the organization & the employees. Establish policies ensure consistent treatment of all personnel throughout the organization. Favoritism & discrimination are, thereby minimized. Continuity of action is assured even though top- management personnel change. Policies serve as a standard of performance. Sound policies help build employee motivation & loyalty. Sound policies help resolve intrapersonal, interpersonal & intergroup conflicts. 24. PRINCIPLES Principle of individual development to offer full & equal opportunities to every employee to realize his full potential. Principle of scientific selection to select the right person for the right job. Principle of free flow of communication Principle of participation to associate employee representative at every level of decision making. Principle of fair remuneration 25. Principle of incentive Principle of dignity of labour Principle of labour management Principle of team spirit Principle of cont ribution to national prosperity 26. CHALLENGES OF HRM Globalization Corporate re-organizations New organizational forms Changing demographics of work forces Changed employee expectation New industrial relations approach Renewed focus on people Managing the managers Interests of the weaker sections of society. 27. HRM MODEL HR Planning Job Analysis Recruitment Selection PlacementTraining & Development Remuneration MotivationParticipative Management

28. Communication Safety & Health Welfare Promotions Industrial Relations Trade UnionismDisputes & Settlement Future of HRMEthical Issues in HRM

29. Careers in HRM Supervisors/officer Level Junior Management Level Jobs Middle Management Level Jobs Senior Management Level General Management Level

30. Organization Design & Line & Overall aims External EnvironmentStaff RelationshipsSteps in Designing Organizational Structure & Decisions to be taken across horizontal Activities Objectivespurpose of the enterprise & Human Resources Management Style Organization climate Job structure Organization structure Relationshipsvertical dimensions

1. HUMAN RESOURCEMANAGEMENT 2. Introduction HRM is a management function concerned withhiring, motivating & maintaining people in anorganization. It focuses on people inorganization. In other words, HRM is concerned with gettingbetter results with the collaboration of people. Itis an integral but distinctive part of management,concerned with people at work and theirrelationships within the enterprise.

Challenging activity. Future oriented. Securing employee co-operation. Continuous activity. Integral part of organizations. Develops employees potentialities. People oriented process. Managing people.3. Features:

Integration of interests of man power Performance and compensation payment to manpower employed. Development of manpower. Procurement of manpower.4. Functions: & Motivationorganization. & Maintaining cordial industrial relations. Provision of welfare facilities.maintenance of man power.

Ensure competent To help organizations to achieve its goals To ensure satisfactions to the workers To establish desirable working relations To mold effectively the human resources To attain maximum individual development5. Objectives: & Maintain high morale Improve service rendered by the enterprise to the society.willing work force. & good human

It is significant part of management concerned with employees at work and with their relationship within the organization. It can be defined as obtaining, using and maintaining a satisfied work-force.6. DEFINITION OF PERSONNEL;MANAGEMENT ??

Human resource gained attention as the work-force considered to be an important resource to gain competitive advantage of organizations and also the resources of the organization. HRM emerged from personnel mgmt

and personnel mgmt emerged from manpower-planning. Evolution of HRM started in 19th century.7. EVOLUTION OF HRM !!! It is crucial for achieving a corporations long-term goal. The consideration of changes taking place in managing human resource led to the formation of STRATEGIC HUMAN RESOURCE PLANNING . As HRM evolved it considered employees as the assets of the organization.8. There is no magic in the success of the companies ,The secret of their success is simply the way that they treat their employees. AKIO MORITA FOUNDER, SONY9. 10. CHALLENGES FACED BY HRMANAGERS Job Design and Organizational Structure Building Organizational Capability Changing Industrial Relations Internal Environment Managing the Vision11. Challenges faced by HRManagers Managing Human Relations Legal Environment Computerized Information System Modern technology Employee Satisfaction Psycho Social Environment Managing Large Workforce12. Cont.. 13. CONCLUSION In spite of all the problems HR Managers are able to overcome all these problems with the support of management and employees. In the current business world managing employees are becoming complex task and this can be handled effectively only by our great HR Leaders. 14. Workforce Management 15. Workforce ManagementDefination:- encompasses all the activities needed to maintain a productive workforce, under the umbrella of human resource management, WFM is sometimes referred to as HRMS systems, or even part of ERP systems.

Life style changes Employee expectation Size of workforce Dual career couples Level of Education Changes in employees value Women at work Composition of workforce16. Characteristic

Its abt knowing their nature, needs, value and their approach towards work. These determines how people should be treated. It revolves around beliefs and assumption about people.17. Personnel Philosophy

Approaches for treating people:-1. Commodity approach.2. machine approach.3. humanistic approach. Creates and redefines operational goals. Style of mangement.18. Function

Create healthy and motivating work climate Contribute to maximum if they get opportunity. Care aout their needs. Committed to work if develop belongingness Can be developed Consider them as an ASSET.19. Based on following beliefs.

20. Personnel manual A document which contains the details of personnel policy of an organization . Copies of personnel manual must be distributed to managerial employees by top management. Manual is mainly used for decision-making.

Enables managers to maintain cordial relations. Written policies. Providing fair opportunities. Avoiding difficulties due to misunderstandings Providing a fundamental communication tool Systematic approach21. Purpose

Acts as communicating devices Avoids unfair employment practices Avoids indecision Training manual for staff Act as a ready made guide Document of company s faith Useful in supervisory training Gives clear explanation22. Benefits

23. CaseStudy. Implementation and evaluation of the action plans Develop consequences and solutions Determine critical people issues Conduct a

detailed human resources analysis Conduct a SWOT analysis of the organization Develop a Mission Statement or Statement of Intent Get the big picture24. PEOPLE MANAGEMENT All about Managing People i.e. H.R of company. Low employee turn over at Infosys. Rigorous selection process and Proactive HRD practice.INFOSYSS HRM STRATEGY 25. Recruitment Training HR PolicyReward and PerformanceRecognition Management 26. FACILITIES FOR EMPLOYEES Employee training Recreation facilities. Events. Insurance and security facilities. Transport facilities. Maternal leaves. Creche facilities. ESOP. Reward system. 27. Strategic Reward Systems Skill-based pay Training CultureOvertimepay rules incontract Merit pay reinforces performance culture Rewards Labor Relations Performance Management Employment Sign-on Bonus Merit Pay MBAO 6030 Human Resource Management Fringe Benefits Performance - Facilities pay Conveyance Overtime Housing Facilities Compensation Promotions Increments MONETARY 28. TYPES OF BENEFITS MONETARY NON 29. EMPLOYEE STOCK OPTION PLAN (ESOP) Highly profitable reward system. Offers emotional and financial ownership to the employees. Performance management tool for attracting and retaining talent. Win loyalty, accountability of employees as their own interest is vested into it. 30. LEADERSHIP TRAINING Institute setup in 2001 Objective- to create world class leaders at the forefront of the business Leaders split into 3 tiers Each tier mentored by a tier of senior colleagues Focuses strongly on quality processes and methodologies and enhancing managerial capabilities. Sessions with senior leaders.

1. Functions andFunctions and Activities ofActivities of HRMHRM Prepared and Presented by:Prepared and Presented by: SHARON FAJILAGUTAN~GEROQUIASHARON FAJILAGUTAN~GEROQUIA

2. Human Resource management isHuman Resource management is the body of knowledge and athe body of knowledge and a set of practices that defineset of practices that define the nature of work andthe nature of work and regulate the employmentregulate the employment relationship. HRM is therelationship. HRM is the function within an organizationfunction within an organization that focuses on recruitment,that focuses on recruitment, management and providingmanagement and providing direction for the people whodirection for the people who work in the in the Organization.

3. Five Functional Areas: 3.1 Staffing deals with obtaining people with appropriate skills, abilities, knowledge and experience to fill jobs in the work organization.

4. Pertinent practices are: HR PLANNING> process for determination and assuring that organization will have adequate number of qualified persons available at proper times, performing jobs which would meet needs of the organization and provide satisfaction for persons involved.

5. JOB ANALYSIS > study and collection of information relating to the operations and responsibilities of a specific job. - Collection of data, facts and ideas relating to various aspects of jobs including men machine and materials. - Preparation of job description and employee specification w/c help in identifying the nature and levels of HR. - Providing guides, plans and basis for job design and for all operative function of HRM.

6. RECRUITMENT > process of searching prospective employees and stimulating them to apply jobs in an Organization - Identification of existing sources of applicants and developing them - Creation of new sources of

application - Stimulating the candidates to apply for jobs in an Organization. - Striking a balance between internal and external source. 7. SELECTION > process of ascertaining the qualifications, experiences, skills, knowledge skills of an applicant with a view to appraising her/his suitability to a job appraising 8. PLACEMENT > assigning the selected candidate with most suitable job in terms of requirements. 9. 3.2 Rewards Involves the design and administration of reward systems to encourage employee cooperation and commitment. Practices include job evaluation, performance appraisal, and benefits. Compensationprocess which inspires people to give their best to the Org. through the intrinsic and extrinsic rewards. 10. 3.3 Employee Development Is analyzing training requirement to ensure that employees posses the knowledge and skills to perform satisfactorily in their jobs or to advance in the Org. Performance appraisal can identify employee key skills and competence. 11. Training > continues process in learning skills for improving, changing and developing skills, knowledge creative ability, aptitude, attitude and values of an employee. The aim is to improve the skills and performance of the employee. 12. 3.4 Employee Maintenance Is the administration and monitoring of workplace, safety, health and welfare policies to retain a competent workforce and comply with statutory standards and regulations. 13. 3.5 Employee Relations A range of employee involvement/participation schemes in Union or Non-Union workplaces. In a union environment, it is also includes negotiations between management and union representatives over decisions affecting the employment contract.

14. HRM Functions and Activities 1. Understanding and relating to employees as individuals, thus identifying individual needs and career goals. 2. Developing positive interactions between workers, to ensure collated and constructive enterprise productivity and development of a uniform organizational culture.

15. 3. Identify areas that suffer lack of knowledge and insufficient training, and accordingly provide remedial measures in the form of workshops and seminars. 4. Generate a rostrum for all employees to express their goals and provide the necessary resources to accomplish professional and personal agendas, essentially in that order. 5. Innovate new operating practices to minimize risk and generate an overall sense of belonging and accountability.

16. 6. Recruiting the required workforce and making provisions for expressed and promised payroll and benefits. 7. Implementing resource strategies to subsequently create and sustain competitive advantage. 8. Empowerment of the organization, to successfully meet strategic goals by managing staff effectively.

17. 9. The human resource department also maintains an open demeanor to employee grievances. Employees are free to approach the human resource team for any conceived query or any form of on-the-job stress that is bothering them.

18. 10. Performance of employees is also actively evaluated on a regular basis. These are checks conducted by the HR to verify and thereby confirm the validity of the employees actual performance matching the expected performance.

19. 11. Promotions, transfers or expulsion of services provided by the employee are some duties that are enforced by the human resource department. Promotions are conducted and are predominantly based on the overall performance of the individual, accompanied by the span or tenure he has served the organization.

20. 12. Looks at the possibilities of the employee from one job to another, maintaining the hierarchy in the company and considering the stability of post and the salary obtained over a period of time.

21. HRM activities -Recruitment Management -Workforce Planning Induction Management -Training Management -Performance Management -Compensation & Benefits -Attendance Management -Leave Management -Benefits Management

22. -Overtime Management -Pay slip Distribution -Timesheet Management -Employee Information/ Skill Management -Employee Survey -Exit Interviews & Process -Health & Safety

23. These activities may vary from one workplace to another. Large workplaces are more likely to employ at least one HRM/personnel. Large org. might divide HRM activities among several managers; one specialist for recruitment and selection, and one for employee trainings and development.

24. HRM functions and activities are the heart of the organization. Getting the right people to do the right job and in the right places will go a long way to ensure the overall achievement of the goals of the organization. Therefore, the functions must be well towards excellence.

1. Human Resource Management Outline Definition Meaning of HRM Core Elements of HRM Objectives of HRM Functions of HRM Scope of HRM Role of HRM Challenges of HRM in Indian Economy / Modern Management Relationship with other social sciences Approaches to HRM / Interdisciplinary approach Newspaper Articles

2. Human Resource Management Definition 1 Integration HRM is a series of integrated decisions that form the employment relationships; their quality contributes to the ability of the organizations and the employees to achieve their objectives

3. Human Resource Management Definition 2- Influencing HRM is concerned with the people dimensions management. Since every organization is made up of people , acquiring their services , developing their skills , motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. This is true regardless of the type of the organization- govt, business education , health, recreational or social action

4. Definition 3 Applicability HRM is planning, organizing directing and controlling of the procurement , development, compensation , integration, maintenance, and separation of human resources to the end that individual, organizational and social objectives are accomplished. Core Elements of HRM Organizations ------People ------ Management

5. Meaning of HRM It is concerned with management of people from Recruitment to Retirement To select right person, at the right place for the right job.

6. Difference between Personnel Mgmt & HRM HRM PM People as important assets who could be used for the benefit of organization and society People as a tool behavior of whom could be manipulated for benefit of the organization and replaced when worn out ,this department was not treated with respect Aiming at policies and promoting mutuality goals,

respect, rewards & responsibilities One way traffic In turn better economic performance and greater HRD Emphasis on only performance 7. Difference between Personnel Mgmt & HRM A part of strategic business Eg ICICI Bank every unit of ICICI Bank is a profit making center Not considered a part New add-ons like training programmes could be invoked in HRM A routine activity meant to hire new employees having fixed grades & to maintain personnel records. 8. 9. HRM OBJECTIVES AND FUNCTIONS HRM Objectives Supporting Functions Societal Objectives Legal Compliance SAILs basic objective is customer satisfaction Benefits Union Management Relations Organizational Objectives HRP TVS Suzuki- emphasis of the company are Employee Relations People and quality through quality Selection circles Training and Development Appraisal Placement Assessment Functional Objectives Appraisal Reliance KRA based on PMS & career mapping exercise, Mfg leadership prog for its senior execs in association with Hewitt Placement Assessment Personal Objectives Training and Development Eg- DuPont Nylon a development Appraisal, Placement, Compensation Center created for employees, team bldg 10. SCOPE OF HRM HRM starts from the employees entry till the exit of the same and hence covers everything under the sun . Activities HR Planning Job Analysis JD &JS- Eg Wipro implicit JA & Nirma explicit Job Design eg- Bajaj Auto- job rotation and job enrichment Employees Hiring --Recruitment & Selection Orientation & Placement, Training & Development eg Dupoint Saint Goabain Satyam team work practiced, Punjab Tractor- Indvidual 11. SCOPE OF HRM Employee and Executive Remuneration Eg-infosys prefers low base of salary& individual negotiation , L&T prefers collective bargaining Employee Maintenance Motivation, Communication eg BPOs ,Reliance PLI for its employees with international cons, Google

Performance Appraisals, Job Evaluation Eg- Polaris & Bajaj Auto- 1behaviour 2.on results Industrial Relations Welfare, Safety& Health eg ONGC, 12. Role of HRM Advisory Role Personnel Policies Personnel Procedures Functional Role Service Role Eg Google HR Managers Today Future Humanitarian Role Enhancement of Human & Non Human Resources Counselor Maximization of people to achieve organizational goals Mediator Synergizing IT with HR Spokesman Managing diverse workforce Problem Solver Change Agent 13. Planning - plan & research about wage trends,labour mkt etc Organizing - manpower and resources Staffing - recruitment & selection Directing - issuance of orders and instructions to follow plan of action Controlling to regulate the activities O perational Functions of HRM Procurement - planning , Recruitment & Selection , Induction & Placement Development T & D, Career Planning & Counseling Compensation Wage & Salary administration Integration Maintenance improving work conditions, retentions Separation - caused by resignations, retirement, death, medical reasons etc Managerial functions of HRM 14. CHALLENGES OF HRM IN INDIAN ECONOMY World becoming a Global Village eg-GE, ranbaxy, Glaxo, TCS Corporate Re-organizations eg- Air India & IA, New Organizational Structures- Virtual , boundary less , flat , Wipro diversfcn soaps,edible oils etc Forward & Backward Intg Backward integration M&As Diverse workforce- eg. Teenagers, Nuclear families, working mothers etc Gen Y Change in Employee Expectationsmore of benefits People Focus concept of flexi time huges software, L&T nanhi kali, TCS joined Tata Mgmt Training Center for balance scorecard & other systems like PMS , Protection of Interests of Weaker sections Employee Engagement Attrition 15. Approaches to HRM / Interdisciplinary Approaches

16. Changes in Organization Design 1950s 2000s Broad Banding Multiple Layers Flat/ Delayered Few levels Mfg/ lab intensive Very less control Empowerment Autocratic Team Focused Merit Pay Centralized Adaptive/ Mobility Tight ownership Flexible Few Rules Individual Contributors Decentralized Market Driven Narrow Responsibilities Externally Focused

17. Line & Staff Relationships in Organizations Relationship which the managers in an organization deal with one another are classified into two categories Line and staff Line Relationship - authority and responsibility Receiving and giving instructions or orders. Important as one gets work done through people. Staff Relationship giving and taking of advice

18. Line Staff Relationships in Orgn General Mgr Mkt Mgr Fin Mgr HR Mgr Prod.Mgr Dy Mgr Dy Mgr Dy Mgr Dy Mgr Officer Sales Officer Officer Officer Blue Staff Relationship Black Line Relationship Asst Officer Asst Asst

19. Organization of Personnel Department Its concerned with the relationships of management to employees Its concerned with the relationships of employees to employees in all matter Personnel department is staff deparment and has a structure of line type Organization of personnel function depends on the size, structure, range and depth of actions, needs, capacities, nature and location of organization. The degree to which the organization takes personnel function seriously Scale of operations large a separate department is essential

20. Organizational Structure Personnel Department 21. Organizational Structure Personnel Department 22. Personnel Department 23. Personnel Department Eg- Hospitals

24. Personnel Department Eg-FMCG colgate Palmovlie Levels of Management 3 HR Dept Vice President HR 3 Managers ( Functional & General Employees

25. Personnel Department -g- Pharma cos Merck Organization Structure Levels of Management 3 HR Dept Structure Vice President HR Sr. Executive HR Executive HR

26. Responsibility of Personnel Specialist Human Resource Planning Formulation of Programmes & Procedures Employee Health & Safety Programmes Training and Development of Personnel Wage & Salary Administration Good Labour Management Relations Grievance handling Employee Benefit Programmes Personnel Research Personnel Audit & Review Work

27. Airport Authority of India Functions of Personnel Department Formulating policies & procedure Manpower Planning Training & Development Recruitment & Promotion Service Condition Wage & Salary Administration PAS & Counseling Formulation of various welfare schemes

28. Functional Chart of AAI Regional HQ Chairman Secretary Corporate HQ Airports Dep't under Board Members OPS Finance Per &A Planning Corporate HQ Projects Vigilance Commercial Land Mgmt Public Relations Finance & A/cs Internal Audit Consultancy

29. Personnel Department Indian Oil Corporation Executive Dir HR GM HR DGM HRD T&D

30. HR/Personnel Dept Shoppers Stop Officer HR Asst Mgr Corporate Mgr HR Training Analyst Training Manager VP HR

31. Mastek A mix of functional & Matrix Organization 3 Center Heads Corporate HR Manger Mastek Development Cell Personnel Mgmt OD Training Career Path

32. Oberoi Hotels Sr.VP HR Director HR Training Human Resource

33. Summary HRM is a tool that helps managers to plan, recruit, select, train, develop, remunerate, motivate and make maximum utilization of human and non human resources for the organization and society at large. One machine can do the work of fifty ordinary men. No machine can do the work of one extraordinary man.