2

chapter

Introduction and Scope of HRM

Business Essentials, 7th Edition

Ebert/Griffin

Rafiya Alam
 The Management Process

Planning

Controlling Organizing

Leading Staffing
 Human Resources

a. Cited as a company’s most valuable asset

b. Challenges:
• Recruiting
• Selecting
• Retaining
• Developing
c. Development of a trusting relationship
 Role of Human Resources Department

a. Recruit and select talented associates

b. Maintain outstanding employee relations
c. Act as a standard bearer by ensuring every associate
meets/exceeds standards
d. Ensure legal compliance
e. Training and development
 Human Resource Management (HRM)

HRM can be defined as all the practices , systems

and procedures implemented to attract, acquire,
develop and manage human resources to achieve
the goals of an organization.

10/10/12
 Human Resource Management (HRM)

HRM is management function concerned with hiring,

training and developing, motivating and maintaining
people in an organization.
 HRM Process

Human Resource Career Compensation &

Planning Development Benefits

Performance
Recruitment HRM Management

Selection Training/
Orientation
Development

10/10/12
 Human Resource Management at Work

Acquisition

Fairness Training

Human
Resource
Management
Health and Safety (HRM) Appraisal

Labor Relations Compensating

The Changing Environment of Human Resource
Management

Globalization Trends

Technological Trends
Changes and Trends
in Human Resource
Management
Trends in the Nature of Work

Workforce Demographic Trends

 HRM Functions and Objectives

The main objective of HRM is to ensure the availability of

willing and competent force to an organization

There are other objective of HRM too

 Societal objectives

 Functional objectives

 Organizational objectives

 Personal objectives
HRM Functions and Objectives

Societal Objectives

Organizational
Objectives

Functional Objectives

Personal
Objectives
 HRM Functions and Objectives

 Societal Objectives

• Societal objectives of HRM make sure that the organization

is socially and ethically responsible

• Minimizing negative impact of societal demands on

organizations
 HRM Functions and Objectives

 Organizational Objectives

• To determine the role of HRM in organizational effectiveness

• Its purpose is to assist/serve organization

• HR department also serve other departments

 HRM Functions and Objectives

 Functional Objectives

• To maintain department contribution in organizational

effectiveness

• HR department services must fit into the organizational

needs
 HRM Functions and Objectives
 Personal Objectives

• To assist employees in achieving their personal/individual

goals

• Maximum contribution to organization

• Personal objectives are achieved when employees are

satisfied, motivated and retained

Satisfied employees excellent services excellent

organizational
performance
Highly Motivated Employees Are Critical to
Business Success
Motivation:
The set of forces that cause people to behave in certain ways
 Motivation
• Motivation starts with good employee morale, the mental
attitude of employees toward their employer and jobs.
• High morale = sign of a well-managed organization
• Poor morale shows up through absenteeism,
employee turnover, strikes, falling productivity, and
rising employee grievances
 Maslow’s Hierarchy of Needs
• Maslow’s hierarchy of needs: people have five levels of
needs that they seek to satisfy.
• A satisfied need is not a motivator; only needs that remain
unsatisfied can influence behavior.
• People’s needs are arranged in a hierarchy of importance;
once they satisfy one need, at least partially, another
emerges and demands satisfaction.
– Physiological needs
– Safety needs
– Social (belongingness) needs
– Esteem needs
– Self-actualization needs
 Maslow’s Hierarchy of Needs
a. People are motivated by need
b. There are levels of needs that motivate
c. Once a level is satisfied, the level is no longer a
motivator
d. Theory is flawed because once you reach the top,
there is nothing left to act as a motivator
Maslow’s Hierarchy of Needs
 MacGregor’s Theory X
and Theory Y

a. Classifies human nature into two categories

b. Motivational strategy is contingent upon which
category the person is classified in.
c. Theory is flawed because most people fall
somewhere in between.
 The Human Resources Model
Theory X and Theory Y
Theory X Theory Y
 People are lazy.  People are energetic.
 People lack ambition and  People are ambitious and
dislike responsibility. seek responsibility.
 People can be selfless.
 People are self-centered.
 People want to contribute
 People resist change. to business growth and
change.
 People are not very bright.  People are intelligent.
 Theory X Personality

• Negative view
• Pessimist
• Little ambition
• Generally dislikes work
• Avoids responsibility
• Needs constant supervision
 Theory Y Personality

• Positive
• Primarily optimistic
• Enjoys working
• Seeks out responsibility
• Needs little supervision
• High level of ambition