MEANING AND CONCEPT

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HRM is concerned with the human beings
Human resource is the total knowledge, abilities, skills, talents and aptitudes of an organisation’s work force.
It is a resource like any other natural resource.
It includes management of skills, attitudes and aspirations of people.
Humane approach
Also called labour-management relations, labour management, human capital mgt, employer-employee relations

 According to Edwin 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, organisational and social objectives are accomplished.
Features
Managing people
Development of individuals
Management function
Staffing function
Achieving competitive advantage

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Part of process of Management
Comprehensive function
People oriented
Based on human relations
Pervasive function
Continuous process
Science as well as an art interdisciplinary

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Labour as commodity- hired on the basis of need
Labour as a tool for higher production/ mechanistic approach- like material, capital.
Paternalistic approach-schemes introduced, trade unions, collective bargaining
Humanitarian concept/ humanistic concept/social system approach- physical, social and psychological needs, human relations concept.
Human resource concept- assets, satisfying aspirations of people, motivation, group dynamics etc
Emerging concept/ the partnership concept- quality of work life, emerging as special discipline & profession.

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For better industrial relations
Develop organizational commitment
Coping with changing environment
Change in political philosophy
Increased pressure on employees

MEANING
1) MEANING
2) MECHANISMS
HRM HRD
It is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resources to the end that individual, organisational and social objectives are accomplished.
It is a process concerned with an organised series of learning activities designed to produce behavioural changes that they acquire desired level of competence for present and future roles.
It considers salary and other economic factors as important motivators
It considers autonomous work groups, job enrichment, job challenges
& creativity as the main motivating forces

3) EMPHASIS ON
CULTURE
Its emphasis is on increasing people efficiency
Its efficiency is on building the right type of culture in the organisation- a culture which has characteristics as mutual trust, openness, collaboration, clarity of goals
4)RESPONSIBILITY
5) SCOPE
Personnel dept or HRM
It has wider scope
Concern of al managers in the org.
It has narrow scope

BASIS
1) SCOPE
2) TREATMENT OF
LABOUR
3) SUPREMACY OF
INTEREST
4) TYPE OF ACTIVITY
PERSONAL MGT
PM has limited scope & internal orientation
Labour is treated as a tool whose behaviour is to be manipulated for meeting org. objectives
Interest of the organisation are uppermost
PM is treated as a routine activity to hire employees
& maintaining personal records
HRM
It has broader scope, broader horizon, viewpoint
& integrated external orientation
It treats people as assets to be used for the benefit of org., its employees & society
Mutuality of interest exists, goal congruence exits
HRM is treated as specialized function involving PODCC of
PDMIC of human resources in org.

5) MANAGERIAL TASK Managerial task with respect to labour is monitoring
Managerial task with respect to labour is nurturing
6) NATURE
7) STRATEGIC
MANAGEMENT
Traditional concept Broader concept and includes personal mgt
PM is not considered as a part of strategic mgt of business
HRM is a significant part of strategic mgt. of business.

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Identifying and developing persons
Retaining suitable persons
Creating work culture
Educating managerial personnel
Conducting research
Developing a communication system.

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Recent origin
Lack of top management support
Improper implementation
Inadequate information

PLANNING
ORGANISING
DIRECTING
CO-ORDINATING
CONTROLLING

EMPLOYMENT
HUMAN RESOURCE
DEVELOPMENT
COMPENSATION
HUMAN RELATIONS
MAINTENANCE

1) EMPLOYMENT:
Job analysis, human resource planning,recruitment, selection, placement, induction and orientation
2) Human resource development
Performance appraisal, training, management and development
3) Compensation
Job evaluation, wage and salary administration, fixing of incentives, fringe benefits, social security measures, job enrichment and job enlargement
4) Human relations- integration
Motivation, redressing employee grievances, handling disciplinary cases, counselling employees solving their problems and improving quality of work
5)Maintenance
Establishment of health, sanitation and safety standards

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ADVICE TO TOP MANAGEMENT
ADVICE TO DEPARTMENTAL HEADS

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Lacks adequate attention
Excessive labour laws
Authoritarian culture
Does not attract talented persons
Conflict with line managers
Result not measurable
Approach not fully developed
Lack of professional attitude

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Globalisation of business
Social factors
Technological factors
Work force diversity
Trends in nature of work
Increase in education levels
Changes in legal environment