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Human resource management

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Title: Human resource management


1
Human Resource Management
Shubhpreet Kaur Gulzar Group of Institutes
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WHAT IS HR?????
  • Human resources is the set of individuals who
    make up the workforce of an organization,
    business sector or an economy.
  • Other terms sometimes used include "manpower",
    "talent", "labor" or simply "people".

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What is HRM?
  • The process of acquiring, training, appraising,
    and compensating employees, and of attending to
    their labor relations, health and safety, and
    fairness concerns.
  • A management function that helps managers
    recruit, select, train and develop members for an
    organization.
  • HRM may be defined as a set of policies,
    practices and programmes designed to maximize
    both personal and organizational goals.

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  • "I believe the real difference between success
    and failure in a corporation can be very often
    traced to the question of how well the
    organization brings out the great energies and
    talents of its people."
  • Thomas J. Watson, Jr.
  •  

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  • And I'd say one of the great lessons I've learned
    over the past couple of decades, from a
    management perspective, is that really when you
    come down to it, it really is all about people
    and all about leadership. Steve Case

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Some eminent personalities
Dr. T V Rao
Dr. Udai Pareek
Frederick Winslow Taylor
King Hammurabi
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Evolution of HRM
assets
Procure, develop and motivate
Procure and develop
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Nature of HRM
  • Integral part of process of management.
  • Comprehensive Function
  • Pervasive Function
  • People Oriented
  • Based on human relations
  • Continuous process
  • Science as well as art
  • Recent origin
  • Interdisciplinary
  • Basic to all functional areas.

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Objectives of HRM
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Functions of HRM w.r.t objectives
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Functions
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Functions
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Functions (cntd)
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Policies, Principles and Procedures
  • Policy A plan of action.. A statement of action
    committing management to a general course of
    action.
  • Principle fundamental truth established by
    research, investigation and analysis.guide the
    managers in formulating policies, programs and
    procedures.
  • Procedures a method for carrying out a policy.

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Importance of HRM
  • Importance for organization
  • Importance for employees
  • Importance for society.

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Compare HRD and HRM
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Limitations of HRM
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Systems approach to HRM
  • An enterprise cannot work in isolation.
  • Has to adjust its working to suit the
    environment.
  • Subsystems Departments that are created in an
    organization to carry out its business
    effectively.
  • Each subsystem has a number of further
    subsystems.

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Important Subsystems
  • HR system
  • Production System
  • Finance System
  • Marketing System
  • Research and development System

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Human Resource Management System
  • Transforms inputs to outputs.
  • HR system interacts closely with all other
    subsystems.
  • Quality of people in all subsystems depends upon
    policies of HRM System

Productive Human Resource
Personnel
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Organizational Design
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Place Of HR Department
  • Size Matters!!!!
  • In case of a small unit

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Small unit
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Large Unit
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Composition
Director HRM
Manager - Personnel
Manager Admin
Manager - HRD
Manager - IR
PR
Appraisal
HRP
Canteen
Hiring
Training And Development
Medical
Grievance handling
Welfare
Compensation
Transport
Legal
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HRM Environment
  • Proactive not Reactive
  • Factors affecting HRM Environment
  • External Environment
  • Internal Environment

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External Environment
  • Economic Factors
  • Political Legal Factors
  • Social and Cultural Factors
  • Technological Factors
  • Unions
  • Professionalism

GLOBALIZATION
SUPPLIERS
CUSTOMERS
COMPETITORS
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Internal Environment
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Human Resource Planning
  • What??? ? When??? ? Where????
  • HOW???

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HRP
  • The process by which a management determines how
    an organization should move from its current
    manpower position to its desired manpower
    position.
  • Right Number and Right Kind of people ?
  • Right Places ? Right Time ? to do things
    which result in both the organization and
    individual receiving maximum benefit.

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Objectives of HRP
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Process of HRP
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Analysis of objectives and strategic plans
  • Must be integrated with other business policies.
  • Analysis of each plan into sub-plans and detailed
    programmes.
  • Check out
  • Future organization structure.
  • Changes in organization structure.

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Preparing manpower inventory
  • Manpower inventory refers to assessment of
    present and potential qualifications of present
    employees.
  • Avoid situation of over/under staffing.
  • Analysis of current manpower supply. By
    Department ? By Function ? By Occupation ? By
    Qualification
  • Helps to find out gaps

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Manpower Forecasting
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Manpower Forecasting
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Manpower Plans
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Training and Development Plans
  • Not only for new employees but also for the old
    ones.
  • Tapping of talent required.
  • The organization has no choice whether to provide
    training or not..but the only choice is to
    decide the method/ technique of training.

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Appraisal of Manpower Planning
  • Monitor and control.
  • Involves allocation and utilization of HR over
    time
  • Reveal deficiencies and helps to take corrective
    action on time
  • Serves as a base for future manpower planning.

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Types of HRP
  • Short Term HRP - to match the individuals with
    the job.
  • Long Term HRP to fulfill future vacancies.

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Short Term HRP
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Long Term HRP
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Benefits of HRP
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Job Analysis
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Definitions
  • Job analysis involves identification and
    precisely identifying the required tasks, the
    knowledge and skills necessary for performing
    them and the conditions under which they can be
    performed.

  • Richard Henderson
  • A systematic exploration of activities within a
    job. It is a basic technical procedure. One that
    is used to define the duties, responsibilities
    and accountabilities of a job.

  • S P Robbins

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Data relating to job can be grouped under
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Process
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Techniques
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  • PAQ Position Analysis Questionnaire

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MPDQ Management Position Description
Questionnaire
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FJA Functional Job Analysis
  • Worker oriented approach.
  • Examines fundamental components of data, people
    and things.
  • Identifies performance standards and training
    requirements.
  • 4 dimensions
  • Extent to which
  • Specific instructions are necessary to perform
    the job
  • Reasoning and judgement are required.
  • Mathematical ability is required.
  • Verbal and language facilities are required.

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Job Description
Job Analysis
Job Specification
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Job Description
  • The first and immediate product of job analysis
    is job description. This document is basically
    descriptive in nature and constitutes a record of
    existing and pertinent job facts.

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Contents of JD
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Job Specification
  • A statement of minimum acceptable human qualities
    necessary to perform a job properly.
  • Also known as Standard of personnel for the
    selection.

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What it includes???
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Job Evaluation
  • A systematic way of determining the value/worth
    of a job in relation to other jobs in an
    organization.
  • Job Evaluation v/s Performance Appraisal

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Process of Job Evaluation
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Methods of Job Evaluation
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Ranking Method
  • All jobs are ranked in order of their importance
    from simplest to the hardest order, each job
    being harder than the previous one in the
    sequence.
  • Method
  • Preparation of Job Description.
  • Selection of Raters
  • Selection of key jobs
  • Ranking of all jobs.

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Job Grading Method
  • A number of pre-determined grades or
    classifications are decided by the committee and
    each job is assigned to one of the grades.
  • Grades like skilled, unskilled, clerical,
    administrative..etc..
  • For each grade there is a different rate of
    wages.
  • Steps
  • Preparation of grade descriptions
  • Selection of key jobs
  • Grading key jobs
  • All job are put in relevant grades.

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Factor Comparison Method
  • Each job is rated according to series of factors
    like mental effort, physical effort, skill
    needed, responsibility, working conditions etc.
  • Different factors are assigned different weights
    by importance.
  • Pay will be assigned by comparing weights of
    factors

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Steps involved
  • Select key jobs
  • Find factors for evaluation
  • Rank selected jobs under each factor
  • Assign value to each factor
  • Determine wage rates for each job
  • All other jobs are compared with the list of key
    jobs.

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Point Method
  • Most frequently used.
  • Process
  • Select key jobs and identify factors common to
    all the identical jobs.
  • Divide each major factor into number of sub
    factors. Assign point values to degrees after
    fixing relative value for each key factor.

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  • Find maximum number of points assigned to each
    job. This would help in finding out relative
    worth of job.
  • once the worth of job is expressed in terms of
    points, the points are converted into money
    values keeping in mind the daily/hourly wage
    rates.

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