The administrative discipline of hiring and developing employees so that they become more valuable to the organization.

Human Resource management includes (1) conducting job analyses, (2) planning personnel needs, and recruitment, (3) selecting the right people for the job, (4) orienting and training, (5) determining and managing wages and salaries, (6) providing benefits and incentives, (7) appraising performance, (8) resolving disputes, (9) communicating with all employees at all levels. Formerly called personnel management.

 Human

Resource Management outlines the importance of HRM and its different functions in an organization. It examines the various HR processes that are concerned with attracting, managing, motivating and developing employees for the benefit of the organization.

Welfare (1920s-1930s) Administration (1930s- 1940s) Employee relations (1940-1960s)

Functional expertise (1970s-1980s)

Business partner / player (1990s)

Societal objectives Organizational objectives Functional objectives Personal objectives

Part of general management.

Development of human resource.

Use of principles of general management.

It deals with labor union also. Departmental responsibility.

MANAGERIAL:
planning organizing directing controlling

OPERATING:
Staffing Development Compensation Motivation Maintenance Integration Emerging Issues

Recruitment, selection and job determination for the employees. To adjust suitable wages system. Education and training employee.

Job analysis, Job description and job evaluation.

Labor welfare activity. Personnel accounts.

Public relations.
Personnel planning and evaluations.

Prospects of HRM. Nature of HRM.

Employee hiring.
Employee and Executive remuneration. Employee motivation. Employee maintenance. Industrial relation.

 Attract and retain talent. Train people for challenging roles. Develop skills and competencies. Promote team spirit. Develop loyalty and commitment. Increase productivity and profits. Improve job satisfaction. Enhance standard of living.

Limited budgets. Trends of Downsizing.

Workforce Diversity.
High Turn over. Restructuring. Internal Unions.

Competition Customers Technology Economy Brain-drain Rapid change

Managing men is the complex task Economic and technological changes Diverse workforce Balance between work and family Workforce availability and quality

Job Description Job Title Location Job Duty and Summary Mechanics, tools, equipment, materials and forms used Supervision given and received Working conditions and Hazards

Job Specification Education, experience and training. Physical efforts and skills. Responsibility Communication skills. Emotional characteristics.

DIMENSIONS Employment Contract Rules Management action Managerial task Labour Management

PERSONEL MGMT Written contract Importance of devising clear rules Procedures

HRM Aim to go beyond contract Impatience with rule Business need

Monitoring Collective bargains contract

Nurturing Performance based Direct Performance related

Communicati Indirect -on Pay Job evaluation

STRATEGIC FORMULATION: Provides competitive intelligence. Details about incentive plans, customer complaints, etc. STRATEGIC IMPLEMENTATION: Supplying competent people. Encouraging proactive thinking, goals. Improving productivity and quality.

Identifying the need. Collecting data. Specifying alternatives. Communicating the policy. Evaluating the policy.

Fairness and firmness. Tact and resourcefulness . Sympathy and consideration. Knowledge of labor and other terms. Broad social outlook. Academic qualifications.

The concept of 'HRM' is of great importance to an organisation. After doing this ppt on HRM we came to know about details of HRM policies ; functions,importance,roles,etc. The comcept of HRM has its own method of communication and working.

Name: human resource management - k. Aswathappa.

Name: human resource management CB gupta.

Name: human resource management -CB mamorva and SV gankar.