According to FlippoHRM is the Planning,Organising ,Directing and Controlling of the procurement,development ,compensation ,integration,maintenance and separation of human resources th the end that individual organisational and social objectives are accomplished Eg. Definition by E.F.L.Breach, Richard Calhoon, R.G. Gokhle

Over the past few years with the radically changing business environment, human resource have taken the centre stage.Consider the following examplesAdi godrej: it is really important for me to spend more time with my people. We have had a number of HRD consultants, but HRD initiatives are time consuming and one has to be patient for cultural and mind set changes.PHILIPS: According to Ramachandran , MD Philips india my human resource department is the center of competence

A.F. FERGUSON & co. : Arvind mahajan , director the only way you can be different is in the way you manage peopleBrian Friedman : it is important to realize that employees are your greatest asset. Unlike other assets, people are the only asset, which does not ,depreciate over time. On the contrary, the more you use them, the better you get over time. There value keeps on appreciating with the passes of time( on his visit to India 1998)HUL : at Hindustan liver the accent is on hiring

People who are even better than the ones at HUL. HUL now is a people and strategy company.MARICO INDUSTRIES: Harsh mariwala, owner I am very sensitive about losing star performers. If the guy is valuable, we give him for higher remuneration to keep him happy.

Pervasive Force-It permeates all levels of management in an organisation.Action Oriented Individually OrientedPeople OrientedFuture OrientedDevelopment OrientedIntegrating MechanismComprehensive Functions Auxillary Service-HR manager is a specialist advisor.It is a staff function.Inter-Disciplinary Function Continous Function

To help the Organisation reach its goals.To employ the skills and abilities of workforce.To Provide the Organisation with well Trained and well motivated employee.To Increase to the fullest the employees job satisfaction and self Actualization.To develop and maintain a quality of work Life.To communicate HR policies to all employees.To be ethically and socially responsive to the needs of society.

All major activities in the working life of a worker from the time of his or her entry into an Organization until he or she leaves.Personnel Aspect-Manpower Planning,Recruitment,Selection,Placement.Welfare Aspect-Canteens,Creches,rest and lunch rooms.Industrial Relation Aspect-Union management relations,Joint consultations.

Social SignificanceProfessional SignificanceSignificance for individual enterprise.

Product SubsystemTechnical SubsystemFinance SubsystemMarketing Subsystem

corporate StrategyA Model of Strategic Human Resources Management (adopted from Mello)

Function of HRMManagerial functions of HRMOperative functions of HRMPlanningOrganizing directingcoordinatingcontrollingEmploymentHuman Resource DevelopmentCompensationManagement Human RelationsHUMEN RESOURCE PLANNINGRECRUITMENTSELECTIONINDUCTIONPLACEMENTPERFORMANCE APPRAISALTRAININGMANAGEMENT DEVELOPMENTCAREER PLANNING & DEVELOPMENTORGANIZATIONAL CHANGE & ORGANIZATIONAL DEVELOPMENTJOB EVALUTIONWAGE & SALARY ADMINISTRATIONFRINGE BENEFITSMOTIVATIONMORALEJOB SATISFACTIONCOMMUNICATIONGRIEVANCE & DISCIPLINARY PROCEDUREQUALITY OF WORK LIFE & QUALITY CIRCLESOrganizational designJob designJob Analysis

DIFFERENCE B/W TRADITIONAL AND STRATEGIC HR

Administrative role

Cost of HR vs. Value Added Services of HR

Problem solving TechniqueIntelligenceLeadership QualitiesCapacity for PersuasionIntegrityCoordination Sense of VocationCooperation Feedback

DimensionsPersonnel ManagementHuman Resource ManagementEmployment Contract Careful delineation of written contractsAim to go beyond contractRules Importance of devising clear rulesCan do, outlook, impatience with ruleGo to management ActionProcedures Business needBehavior ReferentNorms/customs and practicesValues/missionManagerial Task vis--vis LaborMonitoringNurturingKey RelationsLabor ManagementCustomer Initiatives Piecemeal Integrated Speed of DecisionSlow Fast Management RoleTransactional Transformational leadershipCommunication Indirect Direct Prized Management SkillsNegotiationFacilitation

SelectionSeparate ,marginal taskIntegrated, key taskPay Job evaluation(fixed grades)Performance relatedConditionsSeparately negotiatedHarmonizationLabor ManagementCollective bargaining contracts Individual contracts Job Categories and GradesMany Few Job DesignDivision of laborTeam workConflicts HandlingReach temporary truceManage climate and cultureTraining and DevelopmentControlled access to coursesLearning companiesFocus of Attention for InterventionsPersonnel proceduresWide ranging cultural, structural and personnel strategiesRespect for EmployeesLabor is treated as a tool which is expendable and replaceablePeople are treated as assets to be used for the benefit of an organization, its employees and the society as a wholeShared InterestsInterests of the organization are upper mostMutuality of interestsEvolutionPrecedes HRMLatest in the evolution of the subject

HRM ENVIRONMENTEXTERNAL ENVIRONMENTINTERNAL ENVIRONMENT

EXTERNAL ENVIORNMENT

INTERNAL ENVIORNMENT

People are the real assets of an OrganizationHRD= HUMAN RESOURCE+DEVELOPMENT

DEFINITION OF HRD:According to RogersHRD is a holistic concept in corporating intrinsically social, cultural and spiritual dimensions to build capacity and empower People.

Planned and Systematic approach.Continous Process.Inter Disciplinary Approach.Both micro and macro aspects.

OBJECTIVS OF HRDEQUITYEMPLOYABILITYADAPTABILITY/ COMPETITIVENESS

FUNCTION OF HRDDEVELOPMENTFUNCTIONMAINTENANCEFUNCTIONCONTROLFUNCTIONTraining , Learning &Development Career Planning &Development Performance & Potential Appraisal Employee EmpowermentEmployee,Counseling,Coaching &mentoringQuality of work lifeHRD auditGovernanceOf Ethics

Difference between HRD and Personnel Function

POINTS OF DISTINCTIONPERSONEL FUNCTIONHRDOrientation Maintenance oriented Development orientedStructureAn independent function with independent sub-functionsConsists of inter-dependent parts.PhilosophyReactive function, responding to events as and when they take placeProactive function, trying to anticipate and get ready with appropriate responses.ResponsibilityExclusive responsibility of personnel departmentResponsibility of all managers in the organizationMotivatorsEmphasis is put on monetary rewardsEmphasis is on higher-order needs such as how to design jobs with stretch, pull and challenge; how to improve creativity and problem solving skills, how to empower people in all respects. Etc.OutcomesImproved performance is the result of improved satisfaction and moraleBetter use of human resources leads to improve satisfaction and morale.AIMSTries to improve the efficiency of people and administrationIt tries to develop the organization as a whole and its culture.

HRD Strategic advisorHRD System designer and developerOrganisation change consultantOrganisation design consultantLearning programme specialistInstructor/FacilitatorIndividual Development and career consultantPerformance ConsultResearcher

Role and responsibility of HRD ManagerROLE AND RESPONSIBILITIES OF HRD MANAGER

The major principles of human resource development are:Principles of Development of Organizational capability: Human resource development systems should help the organization to increase enabling capabilities.Principles of Potential Maximization: Human resource development systems should help individuals to recognize their potential and help them to contribute their best towards the various organizational roles they are expected to perform and excel in it.

3. Principle of autonomy maximization : Human resource development systems should help maximize individual autonomy through increased responsibility.4. Principle of maximum delegation: Human resource development systems should facilitate decentralization through delegation and sharing of responsibility. 5. Principle of participative decision making: Human resource development systems should facilitate participative decision making.

6. Principle of change management: Human resource system should attempt to balance the current organizational culture with changing culture7.Principle of periodic review: There should be a continuous review and renewal of the human resource development function.

STRATEGIC + HRM = SHRM Definition- according to wright and Mc Mohan SHRM is the pattern of planned human resources actions and deployments intented to enable the firm to achieve its goals.

Long termed focusLinkage between HR and Strategy processEffective performanceFosters corporate excellence skillsCreative insight b) Sensitivityc) Vision d) versatilitye) Focus F) patience

FUNCTIONS OF SHRM HIGH PERFORMANCESHRM PRACTICSORGANISATION RE-ENGINEERINGTRANSFORMATIONAL LEADERSHIPWORK PLACE LEARNINGASSESSING HR EFFECTIVENESSHR PRACTICEORGANISATION STRATEGYHR PRACTICEORGANISATION STRATEGYORGANISATION STRATEGYORGANISATION PERFORMANCRORGANISATION STRATEGYHR PRACTICEUNIVERSALISTIC APPROACHCONTINGENCY APPROACHCONFIGURATIONAL APPROACH

THREE LEVEL OF STRATEGIC HUMAN RESOURCE MANAGEMENT

Three levels of SHRM1.Selection, appraisal, reward, development: The first step is to select, retain develop and utilize competent human resources. 2. Horizontal integration: then, the organization shall practice all relevant human resources policies and practices in line with human resources strategy so that human resources and human resources strategies are perfectly aligned in the desired direction.3. Vertical integration: Then the human resource strategies are to be fit with organizational strategic management process so that the organization can achieve competitive advantage in its industryThus organizational strategic management process is the superordinate activity and human resources strategy is a part of it and contribute in the attainment of organizational strategic objective effectively

STRATEGIC MANAGEMENT PROCESS Strategic management process refers to the entire scope of strategic decision making in an origination, as it can be defined as the set of managerial decisions that relates the organization to its environment, guides internal activities, and determines the long term performance of the organization.

STRATEGIC MANAGEMENT PROCESS

CUSTOMER SERVICE DIMENSION

SELECTIONDDDRECRUITMENTEMPLOYMENT LEGISLATIONDISCIPLINEDEVELOPMENTTRAININGREWARD SYSTEMTRADE UNIONSPRODUCTIVITYMOTIVATION HRM

ASSIGNMENT 1Define the objectives and nature of HRMDiscuss the functions of HRM Elaborate the functions and responsibilities of personnel management. How it is different from HRMExplain the concept of HRD, how it si different from personnel functionDefine the features, functions, and process of SHRM

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