Human Resource Management

As a field it is about: the understanding,

researching, applying and revising all
human resource activities in their internal
and external contexts as they impact the
process of managing human resources in
enterprises throughout the business
environment to enhance the experience of
multiple stakeholders, including investors,
customers, employees, partners, suppliers,
environment, and society.
 Human Resource Management 3
Human resource management (employee relations
or labor management) includes the firms work
systems and its models of employment. It embraces
both individual and collective aspects of people
management. It is not restricted to any one style or
ideology. It engages the energies of both line and
specialist managers and typically entails a blend
of messages for a variety of workforce groups.
It is a well defined and coherent approach to the
management of an organizations most valued
assets the people working there, who individually
and collectively contribute to the achievement of its
objectives.
 Features of HRM 4

Following is the nature or

features of HRM
1.HRM as a Process
Acquisition of human resources
Development of human resources
Motivation of human resources
Maintenance of human resources

2. Continuous Process
 Features of HRM 5
3. Focus on Objectives
i.Individual objectives of the staff
ii.Group or departmental objectives
iii.Organizational Objectives
iv.Societal Objectives
4. Universal Application
That is, it can be used for business as well as for other
organizations such as schools, colleges, hospital, religious
organizations, etc.
5. Integrated use of Subsystems
Means the integration of the sub-systems like T & D, C.
Development, O. Development, PA, etc. All these
subsystems increase the efficiency of the staff and bring
success to the organization.
 Features of HRM
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6. Multidisciplinary
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Means it uses many different subjects such as Psychology,
Communication, Philosophy, Sociology, Management,
Education, etc.

7. Develops Team Spirit

8. Develops Staff Potentialities
9. Key Elements for solving problems
Today, we have rapid technological, managerial, economic
and social changes. These changes bring many problems.
HRM continuously tries to solve these problems.

10. Long Term Benefits

 Human Resource Systems
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Human resource management operates through human
resource systems
HR philosophies, describing the overarching values and
guiding principles adopted in managing people;
HR strategies, defining the direction in which HRM intends to
go;
HR policies, which are the guidelines defining how these
values, principles and strategies should be applied and
implemented in specific areas of HRM;
HR processes, consisting of the formal procedures and
methods used to put HR strategic plans and policies into effect;
HR practices, consisting of the informal approaches used in
managing people;
HR programs, which enable HR strategies, policies and
practices to be implemented according to plan.
 Aims of HRM 8
The overall purpose of HRM is to affect employees
behaviour as to enable the organization to achieve
success through people.
Caldwell (2004) identified twelve policy goals for HRM.
They are
1.Managing people as assets that are fundamental to the
competitive advantage of the organization;
2.Aligning HRM policies with business policies and
corporate strategy;
3.Developing a close fit of HR policies, procedures and
systems with one another;
4.Creating a flatter and more flexible organization
capable of responding more quickly to change;
 Aims of HRM 9
5. Encouraging team working and cooperation across internal
organizational boundaries;
6. Creating a strong customer-first philosophy throughout the
organization;
7. Empowering employees to manage their own self-
development and learning;
8. Developing reward strategies designed to support a
performance-driven culture;
9. Improving employee involvement through better internal
communication;
10. Building greater employee commitment to the organization;
11. Increasing line management responsibility for HR policies;
and
12. Developing the facilitating role of managers as enablers.
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