Amity Business School
HUMAN RESOURCE MANAGEMENT
Course Code: MHRHR 10202
Prof. (Dr.) Parul Jhajharia
parulj@[Link]
Amity Business School
Module I: Fundamentals of HRM
Introduction, Concept and Functions, Personnel to HRM,
HRM Models.
Module II: The Human Resource Organization
Structure of Human Resource Management, Role and
Responsibilities of the Human Resource Manager. Human
Resource Policies - Formulation and Essentials of Sound HR
Policies.
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References
• Fisher C., “Managing Human Resource”, Cengage publication,2009
• Dessler G., “Human Resource Management”, 11th Edition, Pearson
Education, 2008
• David S. Decenzo and Stephen P. Robbins., “ Personnel/Human
Resource Management”, Prentice Hall, New Delhi, 2005
• Mello Jeffrey A., Strategic Human Resource Management,
Thompson Press Publishing, 2001
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TOM PETERS in
A PASSION FOR EXCELLENCE
“Trust people and treat them like adults,
enthuse them by lively and imaginative
leadership, develop and demonstrate
and obsession for quality, make them
feel they own the business, and your
workforce will respond with total
commitment.”
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LEE IACOCA
“…all business operations can be
reduced to three words: people,
product and profits. People come first.
Unless you’ve got a good team, you
cannot do much with the other two”
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Why is HR critical to firm performance?
• Knowledge comes from a firm’s people.
• Customer Service is delivered by people.
• Intellectual capital of any organization
translates into competitive advantage and
profits.
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Competitive Advantage through People
• Core Competencies
– Integrated knowledge sets within an organization that
distinguish it from its competitors and deliver value to
customers.
• Sustained competitive advantage through
people is achieved if these human resources:
– Have value.
– Are rare and unavailable to competitors.
– Are difficult to imitate.
– Are organized for synergy.
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What is unique about Human Resource
Management?
• HR is multidisciplinary: It applies the disciplines of
Economics (wages, markets, resources),
Psychology (motivation, satisfaction), Sociology
(organization structure, culture) and Law
• HR is embedded within the work of all managers,
and most individual contributors due to the need of
managing people (subordinates, peers and
superiors) as well as teams to get things done.
HRM: Introduction
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• HRM is concerned with a holistic approach
towards management of people working in an
organization
Finance capital
Processes People Organizational Goals
Utilization
Technology
Centrality of HR for organizational Goal Achievement
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Human resource management (HRM) is the
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
the objectives of the business.
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Human Resource Management
Designing management systems to ensure
that human talent is used effectively and
efficiently to accomplish organizational
goals.
- Kotak Mahindra Bank – Employee value proposition programme
called “ the flame” helps to develop the Entrepreneurial streak.
- Tesco HSC – internal campaign called “Be Curious” to encourage
new ideas of employees for business prospects.
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HRM deals exclusively with managing
people.
- To acquire
- To Retain
- To Motivate for effective performance
- To ensure continuous commitment to
organization
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• Who Is an HR Manager?
– In the course carrying out their duties, every
operating manager is, in essence, an HR
manager.
– HR specialists design processes and systems
that operating managers help implement.
– One who co-ordinates the above activities
with people to reach the goal
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E.g.: HR Cooperation with Operating Managers
in the training function
• HR Unit
• Managers
– Develops legal, effective
interviewing techniques – Advise HR of job openings
– Trains managers in conducting – Decide whether to do own
selection interviews final interviewing
– Conducts interviews and – Receive interview training
testing from HR unit
– Sends top three applicants to – Do final interviewing and
managers for final review hiring where appropriate
– Checks references – Review reference
– Does final interviewing and information
hiring for certain job – Provide feedback to HR unit
classifications on hiring/rejection decisions
HR Management Activities
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Internal Environment
•Mission
•Culture
•Size
•Operations
•Organization
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TIME PERIOD HR FOCUS HR ACTIVITY
Before 1890 Industrial Technologies Disciplinary Systems
1900-1910 Employee well-being Health and safety
programs
1920s Take design/efficiency/ • Time and motion studies
impact of work groups on • Employee counseling
individual works and testing
1930s • Union of workforce • Communication
• Passage of major labor Programs
laws • Anti-union campaigns
• Personnel becomes staff
support to operational line
unit functions
1940s Employee benefits and • Wage increases
compensation • Cost-of-living
adjustments
• Pension/health and
other benefit plans
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1950s • Employee relations • Training and development
• Specialized personnel • Separate divisions within personnel established: recruitment,
functions labor relations, training, benefits, etc.
1960s Employee Participation • Employee Involvement
• Management by objectives, Quality circles, sensitivity training.
1970s Government Intervention • Employee rights issues now regulated in areas of
discrimination, equal opportunity, safety and health and various
benefit reforms.
1980s • Employee recognition Expanding/enrichment of employee knowledge, skill, abilities
• Displacement through
• Job rotation
• Formation of integrated task teams
• Outplacement
1990s • Changing demographics of • Diversity programs
workforce • Employee rights issues
• Technology • Global perspective
• Information technology
2000 and beyond Strategic HR Planning Transition from service and support to consultative and
leadership role
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Thank you