HUMAN RESOURCES

MANAGEMENT
J H SHAHEDI
Executive Vice President &

Administration
Personnel Management
Human Resources Management

Human Capital Management

HUMAN RESOURCES
MANAGEMENT ?
HRM is a part of management which
deals with people at work

TRAINING, LEARNING &

DEVELOPMENT ?
Training is a systematic process of
Development of knowledge, skills and attitudes
(KSA) required by an employee to perform
adequately a given task or job
Improvement of productivity / performance

PRODUCTIVITY /
PERFORMANCE :
P =

(K +

S) X A

PRODUCTIVITY /
PERFORMANCE . :
Productivity = Output / Input

Re-active Manager

Pro-active Manager

Tools in Business

Human
Capital
Management

A New Vision of

Measuring HR Effectiveness

For Competitive Advancement

Traditionally, HR professionals could

talk generally and conceptually about
employee morale, turnover, and
employee commitment as outcomes of
HR efforts

HR function was often viewed as an expensegenerator and administrative function and not as a
value-added partner.

NOT ANY MORE !!

In today's economy, HR
practitioners are more
frequently considered
business partners

The time has come for

re-defining the HR

What is Human Resources?

Management?

A Systematic process of acquiring and

retaining qualified and valued employees
as a source of competitive advantage for
the organization

HR is the People aspects

of Business

Managing people
effectively for
business success

That means, the Human Resources

Departments role is to help people
be more effective in their works, as
well as more satisfied

HR links all
aspects of
organizational
functions with
people to
create value

HRM consisting of four responsibilities

ACQUISITION

MAINTENANCE

EXTERNAL
INFLUENCES

HRM

MOTIVATION

DEVELOPMENT

ACQUISITION OF HR
Human Resource Planning
Job Analysis & Role Profile
Recruitment, Selection &
Employment Contract Management
Employee Socialization
(Orientation/Induction & Placement)

MAINTENANCE OF HR

DEVELOPMENT OF HR

Employee Training
Health, Safety & Environment Human Resource
Management Development
Management
Labour Law
Career Development
Industrial/Employee
Functions
Succession Planning
Relations & Collective Bargaining

MOTIVATION OF HR
Performance Evaluation
Compensation/Benefits
Rewards
Job Evaluation
Disciplining Employee

From Business Partner to Key

Strategic Player

The New Role of Human Resource

Professionals

HR's roles in building a

competitive organization include
Management of
strategic human
resources,
Management of
transformation and
change,
Management of firm
infrastructure, and
Management of
employee contributions.

The role of the HR function has changed

tremendously over the past 10 ears

HRM = (BM, BP, OD, FM and SP)

* ( Business Management, Business Partnership, Organizational Development,
Financial Management and Strategic Player)

The ideal situation would be

the inclusion of the HR leader
in the strategic business
planning (SBP) process

HR Scorecard : Linking HR Functions

with Business Strategy to Achieve Corporate

Goals & Objectives

HR Development Model
Model to Establish Human Resources development to convert them into Human
Capital:

Management and Manager:

Management is the process of designing
and maintaining an environment in which
individuals, working together in groups,
efficiently accomplish selected aims.

Managers are involved within the

structure of management, therefore as
managers they carry out the managerial
functions of planning, organizing, staffing,
leading and controlling to create a surplus.

Functions of Management
Five functions:
Planning
Organizing
Directing / Leading
Coordinating and
Controlling

Skills of Management
Four Skills are required for
Managers:
Technical Skills
Human Skills
Conceptual Skills, and
Design Skills

Skills of Management
Skills and Management Levels:

Skills of
Management

Skills and Management Levels.:

The relative importance of these skills may differs at various

levels in the organizational hierarchy. As shown in the figure 1.2,
technical skills are of greatest importance at the supervisory
level
and human skills are helpful in the frequent interactions with
subordinates. Conceptual and design skills, on the other hand,
are usually not critical for lower-level supervisors. At the middle
management level, the need for technical skills decreases,
human skills are still essential, while conceptual skills gain in
importance. At the top management level, conceptual and design
abilities and human skills are especially valuable, but there is
relatively little need for technical abilities. It is assumed,
especially in large companies, that chief executive officers
(CEOs) can utilize the technical abilities of their subordinates. In
smaller firms, however, technical experience may still be quite
important.

OB :
Organizational Behavior (OB) is the study
and application of knowledge about how
people, individuals, and groups act in
organizations.
It does this by taking a Systematic
Approach. That is, it interprets peopleorganization relationships in terms of the
whole
person,
whole
group,
whole
organization, and whole social system. Its
purpose is to build better relationships by
achieving
human
objectives,
organizational
objectives,
and
social
objectives

Models of OB
1. McGregors Theory X and Theory Y
2. The Autocratic Model
(Managers depend on power)
3. The Custodial Model
(Managers begin to study their employees
and
soon recognize)
4. The Supportive Model
(Principle of supportive relationship)
5. The Collegial Model
( A useful extension of supportive model)
6. The System Model
(Managers want more than just a paycheck
and job security from their job)

Effective Leadership
depends on:
Leader
Followers
Situation

Difference Between PM and

HRM