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J HRM is management function that helps

managers recruit, Select, Train and
develop members for an organization.



J ›rganizations are not mere bricks and machineries, It is people

who staff and manage organizations.
J HRM involves application of Management functions and
principles to acquire, maintain and remunerate employees in
an organization.
J Decisions relating to employee¶s must be integrated.
J Decisions made must influence organizational effectiveness,
better services to customers, good quality at reasonable price.


J HRM is the planning, organizing, directing and

controlling of the procurement, development,
compensation, Integration, Maintenance and
separation of Human resources to the end that
individual, ›rganizational and societal objectives
are accomplished.
J HRM is a series of integrated decisions that form
the employment relationship: their quality
contributes to the ability of the organizations and
the employees to achieve their objectives.


J The scope of HRM is vast, All major

activities in the working life of a worker ±
from the time of his entry into an
organization until he or she leaves comes
under the purview of HRM.

J HRM includes right from HR planning, Job
analysis and design, Recruitment and
selection, orientation and placement,
Training and development, Performance
management and appraisals, wage and
salary administration, employee benefits
and services, welfare , Health and safety,
Industrial relations Promotions Transfers
and separations



J The primary objective of HRM is to ensure

the availability of a competent and willing
workforce to an organization.


J Societal Objectives ± To be ethically and
socially responsible to the needs and
challenges of the society while minimizing
the negative impact of such demands on
the organization. For eg: Society limits HR
decisions through labour laws.

J Organizational Objectives: To recognize
the role of HRM in bringing about
organizational effectiveness. It is a means
to assist the organization to meet its

J è nctional Objectives: The
department¶s level of service must be
tailored to fit the organization it serves.
Resources are wasted when HRM is either
more or less sophisticated to suit the
organization¶s needs.

J ºersonal Objectives: To assist the
employees to achieve their personal goals
(so as to retain and motivate the workers)
so far as it enhances the contribution to
the organization.

Sl !  Objectives S orting è nctions

 Societal ›bjectives  ·egalCompliance


 Union ± Mgmt Relations

  HR Planning
›rganizational ›bjectives
 Employee Relations
 Training & Development

 Functional ›bjectives   Appraisal


‡ Assessment
4 Personal ›bjective  Training& development
 Career Mapping
 Compensation and benefits

› ! " ¦
J To assure top management that its policies are
being and will continue to be implemented down
the line ; that they will not be ignored.

J To assess whether personnel program cost more

than they are worth and to make them still fulfill
desired and necessary functions.

J To identify policies that need to be modified or

changed in response to changing circumstances.

J o at do yo mean by ºolicies?
A olicy is a lan of action. It is a
statement of intention committing t e
management to a general co rse of
A olicy does not sell o t t e detailed
roced re by w ic it as to be
imlemented. èor every olicy t ere
will be a s orting roced re w ic
will be detailed eno g to cover all
oints for imlementation.
o   #    

‡ Ñstablis ed olicies ens re consistent

treatment of all ersonnel t ro g o t t e
organization t ereby minimizing favoritism
or s bjectivity in anding a sit ation
‡ ºolicies reflect t e C lt re and  iloso y of
t e organization
‡ Ñstablis ed ºolicies will ens re a system
rat er t an erson deendent aroac to
any iss e.
‡ So nd olicies el b ild emloyee
motivation and loyalty. S c olicies el
eole grow wit in t e organization.


There are 5 main sources for determining the
content and meaning of the policies
J Past practice in the organization
J Prevailing practices in the similar industry.
J Attitude and Philosophy of the founders of the
J Attitudes of the middle and lower management
J Knowledge and experience of handling day-to-
day issues. Policies should be based


J ºolicy is a guide for managerial decisions

and actions, A policy is a plan of action

J ºrincile is the fundamental truth

established truth established by research,
Investigation and analysis.


J A Process of Forecasting an organization¶s

future demands for supply of, the right
type of people in the right number.

J HRP facilitates the realization of the

company¶s objectives by providing the
right type and right number of people.


  ! º is the process by which an

organization ensures that it has the right
number and kind of people, at the right
place, at the right time capable of
effectively and efficiently completing those
tasks that will help the organization
achieve its overall objective.



J ¦ye and Strategy of t e organization:

J Type of the organization will determine the
production processes involved, number and type
of workforce required (worker supervisory
J The strategic plan of the organization defines the
org¶s HR needs eg: If the organization
strategically plans Internal growt that means
more people need to be hired, if the org plans
merger that means certain functions will become
overlapping therefore manpower planning needs
to be handled with fewer employees-


J Organizational Growt cycles and lanning

J Small organizations at an infant stage may not
have much of manpower planning
J Need for HRP is felt when the org enters the
growth stage , HR forecasting becomes essential
J Mature organization experiences less flexibility and
variability, work force becomes old, planning
becomes more focused on development &
retention. Issues like retirement and succession
planning become more dominant.
J In the declining stage HRP takes a different focus
which is more focused towards layoffs,
optimization of manpower etc.



J Ñnvironmental Uncertainties:
J Political, Social, economic changes affect
all organizations.
J Carefully formulated HR policies will come
handy in dealing with such unforeseen
situations. eg :flexi time, Shift system etc



J ¦ime !orizons
Degree of uncertainty and length of planning period
S ort lanning eriod ± Long ºlanning eriod ±
Uncertainty/ instability Certainty/ Stability
 any new cometitors Strong cometitive
 aid c anges in social& Ñvol tionary, rat er t an
Ñconomic conditions raid social, ºolitical and
tec nological c ange
 Unstable ºrod ct/Service Stable demand atterns
demand atterns.
4 Small organizational size, Strong management
oor management ractices ractices

J ¦ye and Q ality of Information :
J The information used to forecast personnel needs
originates from a multitude of sources.

J A major factor in HRP is the type of information

Quality of data used, If the data used such as
›rganizational structure , budget, production
schedules etc are accurate then the foundation
for HRP becomes strong.


J ‰at re of Jobs being filled
J HR Planners must consider the nature of
jobs being filled in the organization, Job
Vacancies arise because of separations,
Promotions and Expansion strategies.
J Its easy to employ shop floor workers ,
unskilled labors but sourcing managerial
candidates have to be planned well in
advance so that sufficient lead time is
available to get the right candidate and
not fit in just any person


J O t so rcing:

J ›utsourcing of non-critical activities

through sub contracting determines HRP

J HRP is the process by which an
organization ensures that it has the right
number and kind of people, at the right
place, at the right time capable of
effectively and efficiently completing those
tasks that will help the organization
achieve its overall objective.
J In order to achieve effective HRP, The
duties involved and the skills required for
performing all the jobs in an organization
have to be taken care of.
J Job analysis is the process of collecting job
related information such information helps in the
preparation of job description and job
J Job analysis is a collection of tasks that can be
performed by a single employee to contribute to
the production of some product or service
provided by the organization. Each job has
certain ability requirements associated with. Job
analysis is the process used to identify these

o -% $

J o y Job Analysis?
J JA has its impact on all functions of HRM, if done properly it
will enhance the effectiveness of the organization.

JA benefits any organization in the following ways.

J ·aying the foundation for human resource planning.
J ·aying the foundation for employee hiring
J ·aying the foundation for training and development
J ·aying the foundation for performance appraisal
J ·aying the foundation for salary and wage fixation
J ·aying the foundation for safety and wealth.

¦ -›!%%" 

J Collecting and recording job information.

J Checking the job information for accuracy
J Writing job descriptions based on
J Using the information to determine the
skills, abilities and knowledge that are
required on the job.
J Updating the information from time to
J Collecting job information/Data: JA is done to
add clarity to the roles and responsibilities of the
jobholders. The nature of job analyzed will
determine the level of detail in job analysis.
J Ñ : A tailor¶s JA can be determined by time and
motion study of the no of movements a tailor
makes and the frequency of such movements.
But it would be more appropriate and informative
to analyze a HR managers job by describing
various duties and responsibilities that the job



‰on ! man so rces (ost recent)

! man So rces

Job analysts
Existing job description and specifications

Equipment maintenance record

Job incumbents
Equipment design blue print

Architectural blueprints of the work area

Films of employees working
Training manuals job training materials

Job experts
Magazines and newspapers

J Use as many sources as possible.
J Chose the right sources
J If job incumbents are chosen as a source
of data: care should be taken to ensure
such incumbents are sufficiently
knowledgeable about the job, both the
genders should have equal representation,
high and low performers, people from
different levels of experience should be


J Job description involves objective listing of the job titles,

tasks, duties and responsibilities involved in a job.
J èor Ñ amle :
J Job Title
J Unit factory branch
J Department
J Reports to : Functionally and administratively
J Immediate subordinates
J ›bjectives of the Job
J Principle duties and responsibilities
J Authority ·imits ± Independent decisions only
recommendations can be made, Final decision by superior.

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J A statement of human qualifications

necessary to do the job. Usually contain
such items as education, experience
Training, Initiative, Physical effort, skills,
communication skills emotional
characteristics. Etc

J Timing and frequency of conducting JA, It is
generally conducted
J When establishing a new organization
J When a new jobs created in a established
J When a job is changed significantly due to
change in technology methods or procedure or
J When a organization is planning a new
remuneration plan
J When you feel that there is gap between job
demands and the remuneration it carries.