human resource management main

• The competitive nature of today's business environment calls for new ways of managing people to gain competitive advantage
• An organisation's employees can be source of it core competency which can not be imitated by it competitors
• This course aims to equip students with a comprehensive knowledge and understanding of managing people in today's competitive business environment and expose students to the functional and strategic activities of HRM
• Human Resource Management


  The process of acquiring, training, appraising, and compensating employees, and/or attending to their labor relations, health and safety, and fairness concerns
• Human Resource Management


  All management decisions and practices that directly affect or influence the people or human resource who work in an organization
• Human Resource Management


  A strategic and coherent approach to the management of an organization's most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives
• Human Resource Management


  Designing management systems to ensure that human talent is used effectively and efficiently to accomplish organizational goals
• Human Resource Management


  A comprehensive and coherent approach to the employment and development of people
• HRM can be regarded as a philosophy about how people should be managed, which is underpinned by a number of theories relating to the behaviour of people and organizations
• Importance of Human Resource Management to Managers

  • Avoid personnel mistakes
  • Improve profits and performance
  • Ensure organizational survival
  • Help employees relate better with each other
  • HR for entrepreneurs
• Aims of HRM


  • Human Capital Management
  • Organizational Effectiveness
  • Meeting Diverse Needs
  • Employee Relations
  • Knowledge Management
  • Reward Management
• Characteristics of HRM


  • The strategic nature of HRM
  • People as 'Human Capital'
  • Unitary Philosophy
  • Focus on Business Values
  • HRM as a Management-driven Activity
• Evolution of Human Resource Management

  • Craftsman Era (before 1750s)
  • Industrial Relation (1750s to 1890s)
  • Paternalistic era (1900s - 1910s)
  • Scientific/Personnel Management Era (1920s)
• Scientific Management Principles


  • Develop a science for each element of a man's work
  • Scientifically select and then train, teach, and develop the workman
  • Cooperate with the men to ensure all work is done according to the developed science
  • Equal division of work and responsibility between management and workmen
• Some major activities of the personnel department include recruitment and selection of skilled workforce, training and development of workforce
• Scientific management


  Principles developed by Frederick W. Taylor (1857-1911) to define one best way for a job to be done using scientific methods
• Taylor's scientific management principles

  1. Develop a science for each element of a man's work

  2. Scientifically select, train, teach, and develop the workman

  3. Cooperate with the men to ensure work is done according to the developed science

  4. Equal division of work and responsibility between management and workmen
• Major activities of the personnel department

  • Recruitment and selection of skilled workforce
  • Training and development of workforce
  • Salaries and performance appraisals
  • Motivation and employee benefits
• Human Resource Management Approach (1930s-1990s)

  Aligning individual goals and objectives with corporate goals and objectives
• This era was characterised by the unionization of the workplace, employee relations, specialization of HR personnel functions, employee participation, employee recognition and the changing demographics of work force
• Strategic Human Resource Management (2000s and beyond)


  Transition from service and support staff to a consultative and leadership role, focusing on actions that differentiate the organization from its competitors and aim to make long term impact on the success of organization
• Changing roles of Human Resource Management

  • Focus more on strategic, big picture issues
  • Use new ways to provide transactional services
  • Take an integrated, talent management approach to managing human resources
  • Use evidence-based human resource management
  • Manage employee engagement
  • Measure HR performance and results
  • Have new competencies
• Talent management


  The goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees
• HRM challenges in the twenty-first century

  • Globalization
  • Increased workplace diversity
  • Corporate Reorganizations
  • Technology
  • Change in policies
  • Increased Competition
  • Financial Constraints
  • Interferences From Higher Bodies (Government And Management)
• Examples of human resource management specialties

  • Recruitment & selection
  • Equal employment opportunity (EEO) coordination
  • Job analyses
  • Compensation management
  • Training & development
  • Labor relations
• HR professional positions


  • Human Resource Specialist
  • Human Resource Manager
  • Human Resource Executive
• Human Resource Specialist


  Entry-level positions for an HRM career, including jobs like compensation analyst/manager, benefits coordinator/manager, job analyst, training & development manager, employment executive/manager, labour/industrial relations executive, human resource information systems manager
• Human Resource Manager


  Generalist who administers and coordinates programs spanning several HR functional areas, expected to be knowledgeable about all areas of human resource management
• Human Resource Executive


  Top level position, usually a vice president, responsible for linking corporate policies and strategies to human resource management