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HRM

is the

management of an organization's employees.

HRM is that it is the process of managing people in

organizations in a structured and thorough manner.

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attract and retain talent

train people for challenging roles

develop skills and competencies

promote team spirit

develop loyalty and commitment

increase productivity and profits

improve job satisfaction

en

hance standard of living

Generate employment opportunities

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1.Societal objective:

To be socially responsible to the needs and challenges of

society while minimizing the negative impact of such demands

upon the organization. The failure of organizations to use

their resources for society's benefit may result in

restrictions. For example, societies may pass laws that limit

human resource decisions.

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2.Organizational objective.

To recognize that HRM exists to contribute toorganizational effectiveness. HRM is not an end in itself; itis only a means to assist the organization with its primaryobjectives. Simply stated, the department exists to servethe rest of the organization.

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3.Functional objective.

To maintain the department's contribution at a levelappropriate to the organisation's needs. Resources arewasted when HRM is more or less sophisticated than theorganisation demands. A department's level of service mustbe appropriate for the organisation it serves.

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4.Personal objective.

To assist employees in achieving their personal goals, atleast insofar as these goals enhance the individual'scontribution to the organisation. Personal objectives ofemployees must be met if workers are to be maintained,retained and motivated. Otherwise, employee performanceand satisfaction may decline, and employees may leave theorganisation.

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Creativity Structure

Intuition

Knowledge

Commitment Being Human

Versatality

Lightness

Discipline/Focus

Big picture, Small action

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HRM is evident from the inscriptions of Babylonian code ofHammurabi and KautilyasArthasashtra, which explains indetail the importance of selection,incentives,performanceevaluation, quality of a manager and wage rates.

India,China and Greece have been the origin points of human

resource management concepts. Till, 1930s, there was no such department called personnel

management

The factory manager was acting as a link between theworkers and the management

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Due to Industrialisation Scientific method formed by F.W.Taylor was followed to make the workers execute their jobwith ease and perfection.

By 1940-1970 Behavioural advance was applied which madethe managers to modify their leadership style to suit the

type of workers. Trade Unions and ILO came into existence after World War

I & II which provided job security and welfare to theworkers.

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Policies are Plans of action. Organizations need to evolve HR policies as they ensure

consistency and uniformity in treating people. They helpmotivate and build loyalty.

Policies become benchmark to compare and evaluate

performance.

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Employment Policy Employment status and Record

Employee Benefit

Payroll

Workplace Guidelines Employee Conduct

E-Policies

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Sound employment policies provide the framework withinwhich an organization governs its employee relations.

A policies and procedures manual guides both managers andemployees as to what is expected and can preventmisunderstandings about employer policy.

In addition, supervisors and managers are more likely toconsistently apply policies that are clearly communicated inwriting.

carefully written policies can be used to illustrate yourcommitment to a positive work environment and non

discriminatory employment practices

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Managing employee skills and competencies lays thefoundation of any organisation, particularly so in the ITindustry where technical skills form the core of thebusiness.

A skills inventory is essentially a checklist or database of

organisational capabilities, that can help a companydetermine whether it can deliver a particular product on timeor service the client efficiently.

The difference between the existing and expected conditionsdetermine the skills gap.

It is the responsibility of line managers and the HRdepartment to analyse the skills gap and provide thenecessary training to bridge it.

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A job analysis is the process used to collect informationabout the duties, responsibilities, necessary skills, outcomes,and work environment of a particular job. You need as muchdata as possible to put together ajob description, which isthe frequent outcome of the job analysis. Additional

outcomes include recruiting plans, position postings andadvertisements, and performance development planning withinyour performance management system.

http://humanresources.about.com/od/jobdescriptions/g/job_description.htmhttp://humanresources.about.com/od/careerandjobsearchhelp/a/post_jobs.htmhttp://humanresources.about.com/od/careerandjobsearchhelp/a/post_jobs.htmhttp://humanresources.about.com/cs/perfmeasurement/a/pdp.htmhttp://humanresources.about.com/od/performancemanagement/a/perfmgmt.htmhttp://humanresources.about.com/od/performancemanagement/a/perfmgmt.htmhttp://humanresources.about.com/cs/perfmeasurement/a/pdp.htmhttp://humanresources.about.com/od/careerandjobsearchhelp/a/post_jobs.htmhttp://humanresources.about.com/od/careerandjobsearchhelp/a/post_jobs.htmhttp://humanresources.about.com/od/jobdescriptions/g/job_description.htm

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It is an organized factual statement of job contents in theform of duties and responsibilities of a specific job. Thepreparation of job description is very important before avacancy is advertised. It tells in brief the nature and typeof job.

Eg. Sample J.D

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It is a statement which tells us minimum acceptable humanqualities which helps to perform a job. Job specificationtranslates the job description into human qualifications sothat a job can be performed in a better manner.