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A series of integrated decisions that form the
employment relationship; their quality contributes to the ability of the organisations andthe employee to achieve their objectives.
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Is concerned with people dimension inmanagement.Since every organisation is made up ofpeople, acquiring their services, developing theirskills, motivating them to higher levels of
performance and ensuring that they continue tomaintain their commitment to the organisation areessential to achieving organisational objectives.
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Management is the planning, orgainsing, directingand controlling of the procurement, development,comp-ensation, integration, maintenance and
separation of human resources to the end thatindividual, organisational and social objectives areaccomplished.
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y HR PlanningyJob analysis and Designy Recruitment and Selectiony
Orientation and Placement,y Training and Developmenty Performance appraisal and Job Evaluationy Employee and Executive Remunerationy
Motivation and communicationyWelfare, Safety and Healthy Industrial Relations (IR)
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y Social Significance
y Balance the jobs available and job seekers
y Provide suitable and productive employmenty Maximise utilisation of the resources effectively
y Eliminate waste or improper use human resources
y Help people make their own decisions
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y Professional Significance
y Maintain dignity of the employee as human
y Provide maximum opportunities for personaldevelopment
y Provide healthy relationship to different workgroups
y Improve skills and capacitiesy Minimise wrong postings, allocate work properly
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y Significance for Individual Enterprise
y Create right attitude among employees through
effective motivationy Utilise the available human resources effectively
y Secure co-operation of the employees: achievegoals, psychological needs- love, affection,
belongingness, esteem and self actualisation
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y HRM views people as an important source or assetto be used for the benefit of organisation,employees and the society.
y Philosophy of mutuality : mutual goals, mutualrespect,mutual rewards and mutualresponsibilities.
y ASPAchanged its name to SHRM
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y PM has limited scope and an invertedorientation
yViewed labour as a tool for benefits of theorganisation
y Personnel Dept not respected, no productiveemployees
y PM treated as routine activity meant to hirenew employee and maintain personnel records
y Never part of strategic management ofbusiness.HistoricallyPMpreceded HRM
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Dimension Personnel Human
Resource
Employment
Contract
Written,
delineated
Aim to go
beyond contractRules Clear Outlook,
Impatience
Guide to Mgnt.
Action
Procedures Business Needs
Behaviourreferent
Norms/Customs and Practices
Values/Missions
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Dimension Personnel HumanResource
Managerial/labour task
Monitoring Nurturing
Key Relations LabourManagement
Customer
Initiatives Piecemeal Integrated
ManagementRole
Transactional TransformationalLeadership
Speed of
decision
Slow Fast
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Dimension Personnel Human
Resource
Communication Indirect Direct
Prized
Managementskill
Negotiation Facilitation
Selection Separate,Marginal task
Integrated, keytask
Pay Job Evaluation(Fixed grades)
Performancebased
Conditions Separately
negotiated
Harmonisation
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Dimension Personnel Human
Resource
LabourManagement
Collective barg-aining contracts
Individualcontracts
Job categoriesand grades
Many Few
Job design Division of labour Team work
Conflict handling Reach temporarytruce
Manage climateand culture
Training &Development
Controlled accessto courses
Learningcompanies
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Dimension Personnel Human
Resource
Intervention
focus
Personnel
procedures
Wide ranging-
cultural,structuraland personnelstrategies
Respect for
employees
Labour treated
as tool :expendable andreplaceable
People are treated
as assets tobenefitorganisation/employees/society
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Societal
To be ethically and socially responsible to theneeds and challenges of society while minimising
the negative impact of such demands upon theorganisation.
Organisational
To recognise the role of HRM in bringing aboutorganisational effectiveness.
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Functional
To maintain the departments contribution at alevel appropriate to the organisations needs.
Personal
To assist employees in achieving their personalgoals, at least insofar as these goals enhance the
individuals contribution to the organisation.
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y HRM Objectives
y Societal
y Supporting Functions
1.Legal Compliance
2.Benefits
3.Union managementrelationship
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y HRM Objectives
y Organisational
y Supporting Functions
1.Human ResourcePlanning
2.Employee Relations3.Selection4.Training &Development
5.A
ppraisal6.Placement7.Assessment
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y HRM Objectives
y Functional
y SupportingFunctions
1.Appraisal
2.Placement
3.Assessment
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y HRM Objectives
y Personal
y SupportingFunctions
1.Training &Development
2.Placement
3.Assessment4.Compensation
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y Fairness & Firmness
y Tact and resourcefulness
y Sympathy and consideration
y Knowledge of labour other termsy Broad Social outlook
y Competence
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y A policy is plan of action. Is a statement of intention committing the management to generalcourse of action. Policy contains HR programmes,expression of philosophy and principles.
y Policy are required for
basic needs, consistency in treatment & continuity
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y FactoriesAct (1948) Welfare officers compulsory inindustries employing 500 employees
y IIPM Kolkata, NILM in Mumbai : (Jute andtextiles)
y Second World War : increased expectations of theworkers : IR and Personnel admn integrated as PM
y 1970 : Shift from welfare to efficiency.
y 1980 : HRM and HRD Challenges
y 1990 : Human value and productivity throughpeople.