Introduction to Human Resource Management

TRINITY INSTITUTE OF PROFESSIONAL STUDIES
Sector – 9, Dwarka Institutional Area, New Delhi-75
Affiliated to Institution of G.G.S.IP.U, Delhi
Introduction to
Human Resource Management
BBA(B&I), 18309
Ritika Kaur
Assistant Professor

Topics covered
TQM

INTRODUCTION TO HRM
“Human Resource Management is a
process of bringing people and
organizations together so that
the goals of each are met.”

According to 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, organizational and societal
objectives are accomplished.”

• It is pervasive in nature as it is present in all enterprises.
• Its focus is on results rather than on rules.
• It tries to help employees develop their potential fully.
• It encourages employees to give their best to the organization.
• It is all about people at work, both as individuals and groups.
• It tries to put people on assigned jobs in order to produce good results.
NATURE

NATURE

NATURE
• It helps an organization meet its goals in the future by providing for
competent and well-motivated employees.
• It tries to build and maintain cordial relations between people working at
various levels in the organization.
• It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from
psychology, economics, etc

SCOPE
• Personnel aspect- This is concerned with manpower
planning, recruitment, selection, placement, transfer, promotion, training
and development, layoff and retrenchment, remuneration, incentives,
productivity etc.
• Welfare aspect- It deals with working conditions and amenities such as
canteens, crèches, rest and lunch rooms, housing, transport
, medical assistance, education, health and safety, recreation facilities, etc.
• Industrial relations aspect- This covers union-management relations, joint
consultation, collective bargaining, grievance and disciplinary procedures,
settlement of disputes, etc.

OBJECTIVES
1.Societal
2.Organizational
3.Functional
4.Personal

OBJECTIVES
• Societal
HRM may contribute ethically and socially regarding the needs and
challenges emerging in the society. If an organization fails to use its
resources for society benefits in ethical ways it may lead to restriction by
society. For example, society may limit the HR decisions through laws in
hiring, it may limit laws that address discrimination, laws regarding safety
or other areas of concern.

• Organizational
The main objective of HRM is to achieve organizational goals by bringing
organizations effectiveness. HRM is not an end but it is a means to assist
the organization in order to attain its objectives.
• Functional
Functional objective of HRM deals with contributions of each department
regarding their need and effectiveness in order to attain organization goal.
All the resource or skill set get wasted if HRM is not able to fulfill up with
the organizational demand.
OBJECTIVES

OBJECTIVES
• Personal
HRM also deals with personal objectives of the individuals so that personal
and organizational objectives can be met or order to achieve maximum
production and attain competitive advantage. These personal objectives
are important in order to maintain, retain and to motivate employees. If
this not done employees dissatisfaction and poor performance will result
in attrition or low productivity

• Recruitment and selection: The HR managers come up with plans and strategies
for hiring the right kind of people.
• Training: When needed, they also provide training to the employees according to
the requirements of the organization.
• Performance Appraisals: HRM encourages the people working in an organization,
to work according to their potential and gives them suggestions that can help
them to bring about improvement in it.
• Maintaining Work Atmosphere: A good working condition is one of the benefits
that the employees can expect from an efficient human resource team.
IMPORTANCE

IMPORTANCE
• Managing Disputes: In an organization, there are several issues on which
disputes may arise between the employees and the employers. You can
say conflicts are almost inevitable. In such a scenario, it is the human
resource department which acts as a consultant and mediator to sort out
those issues in an effective manner.
• Developing Public Relations: The responsibility of establishing good public
relations lies with the HRM to a great extent. They organise business
meetings, seminars and various official gatherings on behalf of the
company in order to build up relationships with other business sectors.

HRM VS PM
• HRM is proactive in nature. It is not
only concerned with the present
organizational conditions but foresees
future necessities and then acts
appropriately.
• HRM as a resource centered activity
focuses more on the managerial
aspects in terms of delegating the
responsibility of HRM to line authority
and management development.
• PM is mainly reactive in nature. It
satisfies itself by ensuring peaceful
measure management relations in
the present.
• PM which is employee centered ,
aims at hiring, training,
compensating, and maintaining the
existing force of the organization.

HRM VS PM
• HRM emphasizes open minded
contracts, which can be modified
depending upon the demand of the
business. Management assumes the
responsibility to motivate the
employees and constantly inspires
performance based upon team spirit.
• HRM is based on the principle that
better performance itself is a cause of
job satisfaction and morale.
• PM emphasizes the strict observance
of defined rules, procedures, and
contracts that govern the relationships
between the workforce and the
management; for example collective
bargaining and employment contracts.
• PM considers job satisfaction and
morale as a source of better
performance. It works on the
foundation that a contended worker is
a productive worker.

SHRM
• Before we try to explain the meaning of strategic HRM, let us
first define the terms ‘strategy’ and ‘strategic management’.
• The term ‘strategy’ is widely used in and presupposes
importance. In the words of the Oxford Concise Dictionary,
strategy means ‘generalship’.

SHRM
• Thus, strategy is associated
with the long-term decisions
taken at the top of the
enterprise. The original
literary meaning of strategy
is ‘the art and science of
directing military forces’.

SHRM
• Accord-ing to Jauch and Glueck.
“Strategy is a unified, comprehensive and integrated plan that
relates the strategic advantages of the firm to the challenges
of the environment. It is designed to ensure that the basic
objectives of the enterprise are achieved through proper
execution by the organisation.”

SHRM
• Strategic management is the process of formulating,
implementing and evaluating business strategies to achieve
organisational objectives. Cunningham’ has defined strategic
manage-ment as a manner by which organisations plan to
deal with the various aspects of management like problem
perception, divergent thinking, substantial resources,
decisions making, innovations, taking risks and facing
uncertainty.

SHRM
• Strategic human resource management is to ensure that
human resource management is fully integrated into strategic
planning, that HRM policies cohere both across policy areas
and across hierarchies and that HRM policies are accepted
and used by line managers as part of their every day work,
opines Guest.

ROLE OF HRM IN STRATEGIC
MANAGEMENT
• Role in Strategy Formulation: HRM is in a unique position to
supply competitive intelligence that may be useful in strategy
formulation. Details regarding advanced incentive plans used
by competitors, opinion survey data from employees, elicit
information about customer complaints, information about
pending legislation etc. can be provided by HRM. Unique HR
capabilities serve as a driving force in strategy formulation.

ROLE OF HRM IN STRATEGIC
MANAGEMENT
• Role in Strategy Implementation: HRM supplies the company
with a competent and willing workforce for executing
strategies. It is important to remember that linking strategy
and HRM effectively requires more than selection from a
series of practice choices. The challenge is to develop a
configuration of HR practice choices that help implement the
organization’s strategy and enhance its competitiveness.

HUMAN CAPITAL
• Human capital is the
sum total of a
person's knowledge
and skills that the
company can use to
further its goals.

Human capital management is important for:
• Hiring the right talent
• Orienting him/her to the organization
• Making a new employee feel comfortable
• Training employees in order to constantly upgrade their skills
• Retaining employees
• Making employees self sufficient and prepare them for adverse
conditions

KAIZEN
KAI = CHANGE
ZEN = GOOD
"CHANGE FOR THE BETTER"
Kaizen = Continuous Improvement
...by Everybody! Everyday! Everywhere!

Kaizen is the practice of continuous improvement. Kaizen was originally introduced to the
West by Masaaki Imai in his book Kaizen: The Key to Japan’s Competitive Success in 1986.
Today Kaizen is recognized worldwide as an important pillar of an organization’s long-term
competitive strategy. Kaizen is continuous improvement that is based on certain guiding
principles:
• Good processes bring good results
• Go see for yourself to grasp the current situation
• Speak with data, manage by facts
• Take action to contain and correct root causes of problems
• Work as a team
• Kaizen is everybody’s business

One of the most notable features of kaizen is that big results
come from many small changes accumulated over time.
However this has been misunderstood to mean that kaizen
equals small changes. In fact, kaizen means everyone involved
in making improvements. While the majority of changes may
be small, the greatest impact may be kaizen that are led by
senior management as transformational projects, or by cross-
functional teams as kaizen events.

TOTAL QUALITY MANAGEMENT(TQM)
TQM is a management philosophy that seeks to integrate all
organizational functions (marketing, finance, design,
engineering, and production, customer service, etc.) to focus
on meeting customer needs and organizational objectives.

TQM is the foundation for activities, which include:
• Commitment by senior management and all employees
• Meeting customer requirements
• Reducing development cycle times
• Just in time/demand flow manufacturing
• Improvement teams
• Reducing product and service costs
• Systems to facilitate improvement

TQM is the foundation for activities, which include:
• Line management ownership
• Employee involvement and empowerment
• Recognition and celebration
• Challenging quantified goals and benchmarking
• Focus on processes / improvement plans
• Specific incorporation in strategic planning

SIX SIGMA
Six Sigma seeks to improve the quality output of process by
identifying and removing the causes of defects (errors) and
minimizing variability in manufacturing and business
processes.

SIX SIGMA

Six Sigma includes:
• Continuous efforts to achieve stable and predictable process results
(i.e., reduce process variation) are of vital importance to business
success.
• Manufacturing and business processes have characteristics that can
be measured, analyzed, improved and controlled.
• Achieving sustained quality improvement requires commitment
from the entire organization, particularly from top-level
management.

QUALITY CIRCLES

QUALITY CIRCLES
“Quality Circle is a small group of employees in the same
work-area or doing a similar type of work who voluntarily
meet regularly for about an hour every week to identify,
analyze and resolve work-related problems, leading to
improvement in their total performance, and enrichment of
their work life” (Udupa 1986).

FEATURES OF QUALITY CIRCLES
(a) Quality circle is a small group of employees .
(b) Quality circle is organized in the same work area or doing similar
type of work.
(c) Quality circles are voluntary
(d) Quality circles meet regularly for about an hour every week
(e) Quality circles identifies, analyses and resolves work-related
problems
(f) Quality circle leads to total performance.
(g) Quality circle enrich work life.

EMOTIONAL QUOTIENT
• Emotional quotient (EQ), also called emotional
intelligence quotient.
The ability to:
• monitor his or her emotions,
• to cope with pressures and demands, and
• to control his or her thoughts and actions.
• This measurement is intended to be a tool that is
similar to intelligence quotient (IQ), which is a
measurement of a person's intellect.

IQ VS EQ
• It is something you are
born with.
• It determines whether you
have the natural abilities
for it.
• It decides individual
capabilities and
intelligence.
• It is something you can
improved
• It is more relevant to
success and happiness
in life.
• It decides whether you are
a team player or how well
you will respond to crisis.

Introduction to Human Resource Management

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