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Nature and Scope of HRM

The document discusses the nature and scope of human resource management (HRM). It defines HRM as planning, organizing, directing, and controlling the procurement, development, compensation, and maintenance of human resources to accomplish individual, organizational, and social objectives. The key functions of HRM are managerial functions like planning, organizing, directing, and controlling, as well as operative functions such as procurement, development, compensation, maintenance, and control. The roles of HRM include being the conscience of the organization, counseling employees, mediating disputes, and acting as a spokesperson and change agent.

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448 views18 pages

Nature and Scope of HRM

The document discusses the nature and scope of human resource management (HRM). It defines HRM as planning, organizing, directing, and controlling the procurement, development, compensation, and maintenance of human resources to accomplish individual, organizational, and social objectives. The key functions of HRM are managerial functions like planning, organizing, directing, and controlling, as well as operative functions such as procurement, development, compensation, maintenance, and control. The roles of HRM include being the conscience of the organization, counseling employees, mediating disputes, and acting as a spokesperson and change agent.

Uploaded by

pRiNcE DuDhAtRa
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 PPT, PDF, TXT or read online on Scribd
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NATURE AND SCOPE OF HRM

INTRODUCTION

What is human resource?

How they are different from other managerial resources?

HRM is the planning, organizing, directing and controlling of


the procurement, development, compensation, maintenance, and separation of Human resources so that

individual,

organizational

and

social

objectives

are

accomplished

Difference between PM and HRM

Tool Vs. asset (mutual goals, rewards, responibility,)

PM precedes HRM
PM and HRD part of HRM Reactive vs. proactive Level of trust Monitoring vs.nurturing

Division of labor vs. teams


Training vs. knowledge management

OBJECTIVES OF HRM

Attainment of goals Utilize the available human resources effectively

Employees job satisfaction


Maintain the quality of work life (QWL) Maintain ethical policies and behavior (Code of ethics)

Maintain cordial relations between employees and


management To reconcile individual goals with organizational goals

(boredom instead of development; job profiles)

FUNCTIONS OF HRM

FUNCTIONS

Managerial functions

Operative functions

Managerial functions

Planning

Organizing

Directing

Controlling

Operative functions

Procurement

Development

Compensation

Maintenance

Control

LINE & STAFF ASPECTS OF HRM

Line Vs Staff Authority:

Line Managers

Staff Managers

Important functions of HR manager:

Line function Coordinative function (Top management) Staff function (various benefit programs; health and safety insurance, retirement benefits, vacation)

Role of HR Manager

The conscience Role (Humanitarian) The counsellor The mediator The Spokesperson Change agent

Another 4 categories:

HR Role Welfare role Clerical role Legal role

Careers in HRM

Supervisor/ officer level

Junior management level


Middle management level (implement) Senior management level (formulate) General manager level

Qualities of HR Manager

Communication skills Teaching skills

Discriminating skills (bus, labor vs. executives)


Leadership skills Professional attributes- patience, understanding, ability to listen before offering advice, knowledge of other disciplines too.

Changing environment of HRM

Globalization trends Technological trends (recruitment and selection) Trends in nature of work High-tech jobs, Service jobs(JIT), Knowledge workers and human capital Workforce Demographic trends

Changing role of HRM

Strategic HRM

Strategic planning SHRM is Formulating and Executing HR policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims

Creating High performance work systems:

Use of technology- self service, call centers, Outsourcing Effective HR practices High performance work systems :Selective hiring, self managed teams, information sharing, performance based pay systems

Measuring HR teams performance: measurable evidence of the efficiency of HR Dept.

Quantitative performance measures i.e. METRICS like absence rate, Cost per hire, turnover rate

Managing with the scorecard process


Human resource activity

Employee behavior Company performance and outcomes

Thank You

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