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Scope and Importance of Human Resource Management

The document discusses the scope and importance of human resource management. It outlines several key topics: 1. The nature of HRM including its functions like staffing, development, and maintaining employee relations. 2. The differences between HRM and personnel management, with HRM viewing employees as a strategic resource. 3. The objectives of HRM at the societal, organizational, functional, and personal levels. 4. Several models of HRM including the Fombrun, Harvard, Guest, and Warwick models and their components. 5. The principles and skills required of HR professionals, as well as the concept of human capital management.

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Anubhav Singhal
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56 views22 pages

Scope and Importance of Human Resource Management

The document discusses the scope and importance of human resource management. It outlines several key topics: 1. The nature of HRM including its functions like staffing, development, and maintaining employee relations. 2. The differences between HRM and personnel management, with HRM viewing employees as a strategic resource. 3. The objectives of HRM at the societal, organizational, functional, and personal levels. 4. Several models of HRM including the Fombrun, Harvard, Guest, and Warwick models and their components. 5. The principles and skills required of HR professionals, as well as the concept of human capital management.

Uploaded by

Anubhav Singhal
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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SCOPE AND IMPORTANCE OF

HUMAN RESOURCE MANAGEMENT

Scope and Importance of Human Resource management, Historical


background
of Evolution of HRM and HRD in 20th century, Outlining the
contemporary role
for HRM in organization. Goals of HRM. (Why behavioural approach?)
SESSION OBJECTIVES
 HUMAN RESOURCE MANAGEMENT
 NATURE OF HRM
 FUNCTIONS OF HRM
 DIFFERENCE BETWEEN HRM AND PM
 OBJECTIVES
 HRM MODELS
 PRINCIPLES
 SKILLS OF HR PROFESSIONALS
 HUMAN CAPITAL MANAGEMENT
HUMAN RESOURCE MANAGEMENT
 HRM is the most happening function as of now.

 People offer competitive advantage to a firm


through their skills, capabilities, systems, practices,
speed, language, bonding and behaviors and helps
firms to execute their strategies successfully.

 Innovation is the key to competitive advantage.


Innovation is only possible through an
organization's human resources. Companies like
Google follows 70/20/10 rule.
NATURE OF HRM
 HRM consists of people-related functions such as
hiring, training and development, performance
review, compensation, safety and health,
welfare, industrial relations and the like.
 HRM builds human capital(skills,knowledge
and capabilities).
 Aligns HR policies and practices with the
organisation’s strategies.
 Involves application of management principles
and functions for people management.
HRM FUNCTIONS
 MANPOWER PLANNING
 STAFFING
 DEVELOPING
 MONITORING
 MAINTAINING
 MANAGING RELATIONSHIPS
 MANAGING CHANGE
 EVALUATING
DIFFERENCE B/W HRM AND PM
 HRM is a broad concept.PM and HRD is a part of
HRM

 HRM views people as an important resource or


asset of an organisation.

 Historically PM preceded HRM. The term came to


existence 1990 onwards. PM has a limited scope
and an inverted orientation. Labour was treated as
a tool which is expendable and easily replaceable.
HRM: FUNCTIONS AND OBJECTIVES.

 HRM OBJECTIVES BROADLY SPEAKING


ARE FOUR FOLD-----

1. SOCIETAL
2. ORGANISATIONAL
3. FUNCTIONAL
4. PERSONAL
SOCIETAL OBJECTIVES
1. LEGAL COMPLIANCE

2. BENEFITS

3. UNION-MANAGEMENT RELATIONS
ORGANISATIONAL OBJECTIVES

1. HUMAN RESOURCE PLANNING


2. EMPLOYEE RELATIONS
3. SELECTION
4. TRAINING AND DEVELOPMENT
5. APPRAISAL
6. PLACEMENT
7. ASSESSMENT
FUNCTIONAL OBJECTIVES

1. APPRAISAL

2. PLACEMENT

3. ASSESSMENT
PERSONAL OBJECTIVES
1. TRAINING AND DEVELOPMENT
2. APPRAISAL
3. PLACEMENT
4. COMPENSATION
5. ASSESSMENT
HRM MODELS
 The models basically comprise of the defining
features of HR.There are four HR models viz.

1. The Fombrun

2. The Harvard

3. The Guest

4. The Warwick
THE FOMBRUN,TRICHY,DEVANNA MODEL

 FIRST MODEL
 DATES BACK TO 1984
 EMPHASISES JUST FOUR FUNCTIONS AND
THEIR RELATEDNESS
 THE FOUR FUNCTIONS ARE: SELECTION,
APPRAISAL, DEVELOPMENT AND
REWARDS.
 THESE FOUR CONSTITUENT
COMPONENTS OF HRM CONTRIBUTE TO
ORGANISATIONAL EFFECTIVENESS.
THE HARVARD MODEL
 A COMPREHENSIVE MODEL
 COMPRISE OF SIX CRITICAL
COMPONENTS OF HRM.
 THESE DIMENSIONS ARE: STAKEHOLDERS
INTERESTS, SITUATIONAL FACTORS, HRM
POLICY CHOICES, HR OUTCOMES, LONG-
TERM CONSEQUENCES AND A FEEDBACK
LOOP THROUGH.
THE GUEST MODEL
 DEVELOPED BY DAVID GUEST IN 1997
 CLAIMS TO BE M UCH SUPERIOR TO
OTHER MODELS
 A CLEARLY MAPPED MODEL
 THE MODEL EMPHASISES THE LOGICAL
SEQUENCE OF SIX COMPONENTS.
 THESE ARE : HR STRATEGY, HR PRACTICES,
HR OUTCOMES, BEHAVIOURAL
OUTCOMES, PERFORMANCE RESULTS AND
FINANCIAL CONSEQUENCES.
THE WARWICK MODEL
 DEVELOPED BY TWO RESEARCHERS HENRY AND
PETTIGREW OF UNIVERSITY OF WARWICK
 LIKE OTHER MODELS THIS MODEL CENTRES
AROUND 5 ELEMENTS
 THESE ARE:
i. OUTER CONTEXT(MACRO ENVIRONMENTAL
FORCES),
ii. INNER CONTEXT(FIRM SPECIFIC OR
MICROENVIRONMENTAL FORCES)
iii. BUSINESS STRATEGY CONTENT
iv. HRM CONTEXT
v. HRM CONTENT
PRINCIPLES
1. Principle of individual development.
2. Principle of scientific selection.
3. Principle of free flow of communication.
4. Principle of participation.
5. Principle of fair remuneration.
6. Principle of incentive.
7. Principle of dignity of labour.
8. Principle of labour management co-operation.
9. Principle of team spirit.
10. Principle of contribution to national prosperity.
SKILLS FOR HR PROFESSIONALS
 HR Executives need to be multi-
knowledgeable.
 Apart from HRM subjects, they need to be
competent in finance,sales,marketing, and
operations.
 No longer HR managers are confined to file-
pushing and record keeping.
HUMAN CAPITAL MANAGEMENT

 HCM RECOGNISES THAT PEOPLE ARE


INVESTORS OF THEIR PERSONAL HUMAN
CAPITAL AND THIS PROVIDES THE MAIN
SOURCE OF VALUE FOR AN
ORGANISATION.
HCM DEMANDS FOLLOWING
ORGANISATIONAL ACTIONS
1. Focusing on knowledge and insight rather than
on metrics and standards.
2. Acknowledging complexity and not trying to
understand everything through cause and effect.
3. Using best-fit not just basic or best-practices.
4. Focusing on creating value through intangible
capability.
5. Integrating people and business strategy.
6. Managing people through strategic programmes.
HCM DEMANDS FOLLOWING
ORGANISATIONAL ACTIONS(contd.)
7.Gaining energy from outside-in,matching
potential capability with investors’ and
customer’s needs.

8.Focusing on long-term stretch objectives.


THANK YOU

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