human resource management

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What is HRM ? Human Resource Management ("HRM") is a way of management that links people-related activities to the strategy of a business or organization. HRM is often referred to as "strategic HRM". It has several goals: To meet the needs of the business and management (rather than just serve the interests of employees). 6


To link human resource strategies / policies to the business goals and objectives . To find ways for human resources to "add value" to a business . To help a business gain the commitment of employees to its values, goals and objectives. 7


Definition: Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. HRM can also be performed by line manager. 8


HISTORY HISTORY OF HRM: Hiring & Firing Unions emerged: Labour relations specialists EVOLUTION Welfare Subspecialties as : Staffing /Training/Compensation/Appraisal System 9

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Late 70’s HR professionals mastered the activities of Staffing, Development, Appraisals & Rewards. By 1980’s organizational design and communication, got added. 10

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Features & Functions: Its features include : Organizational management Personnel administration Manpower management Industrial management 14


MANAGERIAL FUNCTIONS OF HRM: Planning : It is a pre-determined course of action. Planning is determination of personnel programs and changes in advance that will contribute to the organizational goals. 15

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Organizing : An organization is a structure and a process by which co-operative group of human beings allocated its task among its members, identifies relationships and integrates its activities towards common objective. 16

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Directing: The next logical function after completing planning and organizing is the execution of the plan the basic function of personnel management at any level is motivating, commanding, leading And activating people . 17

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Controlling: After planning, organizing and directing the various activities of the personnel management, the performance is to be verified in order to know that the personnel functions are performed in conformity with the plans and directions. Controlling also involves checking, verifying and comparing of the actual with the plans, identification of deviations if any and correcting of identified deviations. 18

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Academic theory: :

Academic theory: The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is “fit”, i.e. a HRM approach seeks to ensure a fit between the management of and organization’s employees, and the overall strategic direction of the company. 21

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The basic premise of the academic theory of HRM is that humans are not machines; therefore we need to have an interdisciplinary examination of people in the workplace. 22

HRM strategy::

HRM strategy: An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas . 23

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An HRM strategy typically consists of the following factors : “Best fit” and “Best practice” – meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organization’s HRM strategy seeks to accomplish such manage . Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy . 24

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Continual monitoring of the strategy, via employee feedback, surveys, etc . The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm. An HRM strategy can be divided, in general, into two facets – the people strategy and The HR functional strategy. 25

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Careers and education::

Careers and education: Several universities offer programs of study pertaining to HRM and broader fields. Cornell University created the world’s first school for college-level study in HRM (ILR School). University of Illinois at Urbana-Champaign also now has a school dedicated to the study of HRM. 28

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There are both generalist and specialist HRM jobs. There are careers involved with employment, recruitment and placement and these are usually conducted by interviewers, EEO (Equal Employment Opportunity) specialists or college recruiters. 29

Professional organizations::

Professional organizations: Professional organizations in HRM include the Society for Human Resource Management, the Australian Human Resources Institute (AHRI), the Chartered Institute of Personnel and Development (CIPD), the International Public Management Association for HR (IPMA-HR ) etc. 30

Human Resource Management Challenges::

Human Resource Management Challenges: top 10 human resource management challenges : Challenges Change management Leadership development HR effectiveness measurement Organizational effectiveness Compensation 31

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Staffing: Recruitment Succession planning Learning and development Staffing: Retention Benefits costs: Health & welfare 32

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Role of HRM Function in the 21st Century::

Role of HRM Function in the 21st Century : Strategy execution by helping to improve planning from the board room to the market place. Organizations today are striving to increase productivity, improve service, and ensure that the company can adapt to ever-changing business conditions. 35

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And success on all this front depends on the organization’s peoples—an asset that executives regularly cite as a primary differentiator in a fast-moving, knowledge-driven world. Human resource management plays a significant role in trying to achieve this by being involved at the strategy, policy and decision making process. 36

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An agent of continuous transformation, shaping process and a culture that together improve an organization’s capacity for change. Many of the administrative tasks associated with HR are now outsourced, or automated. As a result, businesses are demanding new expertise from their HR staff. What will rise in its place? As with any revolution, it involves a fundamental shift in power. In this case; a shift from top down demands, to bottom up employee engagement. 37

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Human Resource SWOT Analysis 38

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A SWOT analysis is an organizational management tool that involves assessing the strengths, weaknesses, opportunities and threats of an organization. A human resources SWOT analysis functions as a way for managers to meditate on the current state of the workforce and provide insights that may factor into management decisions. A SWOT analysis features four separate lists of strengths, weaknesses, opportunities and threats. 39

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A SWOT analysis can help managers recognize weaknesses and threats and then implement strategies to reduce weaknesses and avoid threats, or possibly turn weaknesses and threats into strengths and opportunities . A SWOT analysis is based on perceptions about the state of an organization and the issues it faces. Perceptions may not always reflect reality. 40

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R ecommendations 43

Actions you can take::

Actions you can take: Designate a senior manager to be in charge of HRM Provide training to HRM staff Develop on-the-job, skill-based training for health care staff Streamline the planning, recruitment and hiring process Strengthen supervision 44

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Consider redefining scopes of practice for health care staff Track employee data such as attrition, staff turnover, absenteeism Introduce HIV Workplace Prevention programs Develop and enforce HIV antidiscrimination policies Address inequities in staff workload, salaries, allowances Extend benefits program 45

Importance of HRM for Organizational Success::

Importance of HRM for Organizational Success: 46

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T o Evolving Business Paradigm To retain low employee turnover rate by inspiring people to work for the company. To attract new employees To contribute to employee development It increase organizational success 47


Conclusion 48

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People will always need to be hired and trained Process will always need to be created and upgraded Cultures will always need to be established and transformed. HR practices must be aligned to business realities, meeting deadlines, making profits, leveraging technology, satisfying investors and to serving customers. HRM is to create organizational capabilities that will lead to competitiveness. 49

QUESTION ?????????:

QUESTION ????????? 50

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