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    GEM E C H A N I C S










    Advanced Human Resource Management



    Introduction to Human Resource Management

    Introduction: Nature, Philosophy, Need, Objectives and Evolution of Human Resources Management; HRM

    Functions; HRD Concept; HRD Strategy; HR Responsibilities; Environmental Factors of HRM: Environmental

    Factors, Challenges to HRM.

    Concepts and Process of Human Resource Planning

    Human Resource Planning: Importance, Process, Barriers; Strategic Planning; Human Resource Information

    Systems (HRIS); Forecasting Demands: Forecasting Supply; Man Power Forecasting.

    Emerging Trends in HRM

    Outsourcing and its HR Dimensions; Human Resource Planning and Downsizing: Voluntary Redundancy and

    Ways of Downsizing Processing; Importance of Bench Marking; Case Study: Bench Marking VRS Practices

    and Compensation Management.

    Job Analysis: Recruitment and Selection

    Job Analysis: 6 Steps, Job Description vs. Job Specification, Methods of Collecting Job Analysis Information;

    Role of Recruitment and Selection: Situational Factors in Recruitment, Recruitment Policy, External and

    Internal Sources of Recruiting and its Merits and Demerits, Selection Process and its Types, Structured

    Interview Guide.

    Training and Development

    Orientation; Training and Development; the Steps in Training Process; Career and Succession Planning: Career

    Stages, Career Development, Career Management Succession Planning; Case Discussion on Succession



    Introduction: Meaning, Objectives of Compensation; Components of Compensation System; Compensation

    Management Process; Factors of Determining Pay Rates; Pay Incentives; Employee Benefits and Services; Case

    Study: Comparing Industry Trends in Pay Rates such as FMCG.

    Performance Appraisal

    Introduction; Methods of Performance Appraisal; 360 Degree Feedback; Problems in Performance Appraisal;

    Potential Appraisal: Steps of Potential Appraisal; Case Study: Performance Appraisal Systems in Indian Banks.

    Suggested Readings:

    1. Human Resource Management by Dessler, Gary, Publisher: Pearson Education Asia, New Delhi.

    2. Human Resource Management by Aswthappa, Publisher: TMH, New .Delhi

    3. Human Resource Management-Text & Cases, by Rao, V.S.P, Publisher: Excel Books, New Delhi.

    4. Managing Human Resources by Ramaswamy, E., Publisher: Oxford University Press, New Delhi

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    --------------------------------------------------------------------------------------------------------------------- INTRODUCTION TO ADVANCED HUMAN RESOURCE MANAGEMENT ---------------------------------------------------------------------------------------------------------------------


    1.1 Introduction 1.1.1 What is HRM? 1.1.2 Evolution of Human Resource Management 1.1.3 Human Resource Management: Nature 1.1.4 Human Resource Management: Scope 1.1.5 Human Resource Management: Objectives 1.2 Functions of HRM 1.3 Growing Importance of HRM Functions 1.3.1 Factors Contributing to the Growing Importance of HRM 1.4 Concepts and Essential of Management 1.5 Concept of HRD 1.6 HRD Strategies 1.7 Key Responsibilities of HR Manager 1.8 Environmental Factors of HRM 1.9 Challenges to HRM 1.10 Review Questions --------------------------------------------------------------------------------------------------------------------- 1.1 INTRODUCTION --------------------------------------------------------------------------------------------------------------------- This unit introduces the students with the basic concepts of the Human Resource Management (HRM). In this unit we will be discussing the three main things, i.e. the introduction to HRM, the importance of HRM, and functions of HRM. A basic concept of management states that manager works in organizations. Organization has three basic components, People, Purpose, and Structure. HRM is the study of activates regarding people working in an organization. It is a managerial function that tries to match an organizations needs to the skills and abilities of its employees. Lets see what is meant by the three key terms human, resource, and management.

    Human (Homo-sapiens Social Animal) Resources (Human, Physical, Financial, Technical, Informational etc)

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    Management (Function of Planning, Organizing, Leading & Controlling of organizational resources to accomplish goals efficiently and effectively)

    1.1.1 What is HRM? As discussed earlier that HRM is the management of people working in an organization, it is a subject related to human. For simplicity, we can say that it is the management of humans or people. HRM is a managerial function that tries to match an organizations needs to the skills and abilities of its employees. Human Resource Management is responsible for how people are managed in the organizations. It is responsible for bringing people in organization helping them perform their work, compensating them for their work and solving problems that arise. Let us understand it by dividing the term into its subparts.

    Human people, us Resource assets/costs for organizations Management co-ordination and control to achieve set goals

    But humans, unlike other resources in the context of work and management, cause problems. But why do we need to be managed? Since we all know we naturally are matured and educated people. NO! it is not always so. Because we disobey, misunderstand, answer back, challenge, have our own ideas about how things might be done and have varying degrees of interest and motivation. Remember we talked about individual and group difference in behavior in the last semester .This presents a challenge to management in terms of securing effective control. The solution to this problem could be many. For one, we could as well eliminate human element from the workplace. What do you think?? Automated work organizations!! Automation and use of technologies may replace or reduce significance of people in some circumstances. But it may actually also require highly skilled and trained people to design, maintain and operate the technology. And just how far can people be replaced by machines anyway? Machines could be used to tightly specify and control how people work - the classic assembly line model. This may facilitate efficiency and control but can also lead to alienation, resistance and conflict another alternative is to seek to maximize commitment of people by organizing work and creating attitudes and behavior which generate best outcomes. Thus, HRM is basically a search for best practices to generate high levels of employee commitment and performance. But organizational practices may cause difficulties down/right sizing or less secure employment seems to sit uneasily against this rhetoric of HRM. 1.1.2 Evolution of Human Resource Management. The early part of the century saw a concern for improved efficiency through careful design of work. During the middle part of the century emphasis shifted to the employee's productivity. Recent decades have focused on increased concern for the quality of working life, total quality management and worker's participation in management. These three phases may be termed as welfare, development and empowerment.

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    The development of HRM has been slow but a steady process. Arguably, HRM has become the dominant approach to people management in most of the countries. However, it is important to stress that human resource management has not 'come out of nowhere'. HRM has absorbed ideas and techniques from a number of areas. In effect, it is a synthesis of themes and concepts drawn from over a century of management theory and social science research. There is a long history of attempts to achieve an understanding of human behavior in the workplace. Throughout the twentieth century, practitioners and academics have searched for theories and tools to explain and influence human behavior at work. Managers in different industries encounter similar experiences: businesses expand or fail; they innovate or stagnate; they may be exciting or unhappy organizations in which to work; finance has to be obtained and workers have to be recruited; new equipment is purchased, eliminating old procedures and introducing new methods; staff must be re-organized, retrained or dismissed. Over and over again, managers must deal with events which are clearly similar but also different enough to require fresh thinking. We can imagine that, one day, there will be a science of management in which these problems and their solutions are catalogued, classified, standardized and made predictable. Sociologists, psychologists and management theorists have attempted to build such a science, producing a constant stream of new and reworked ideas. They offer theoretical insights and practical assistance in areas of people management such as recruitment and selection, performance measurement, team composition and organizational design. Many of their concepts have been integrated into broader approaches which have contributed to management thinking in various periods and ultimately the development of HRM. The great Industrial Revolution: As you all know brought in an era of Specialization in techniques. The rest is history. Jobs fragmentation, more stress on work sp