management .pptx
- 2. “HUMAN RESOURCE MANAGEMENT” GROUPA TOPIC ‘CONCEPTS OF HRM AND HISTORY OF HRM’ LECTURER “MA’AM RABIA FAROOQ” PRESENTERS ABDUL QADEER ( 55975 ) HAMZA AZZAM ( 55986 ) NOMAN AMIN ( 55999 ) AHSAN SHERAZI ( 56006 ) AHSAN RIAZ ( 55978 )
- 3. Table of Contents “Concept of HRM” I. Meaning II. Definition III. Nature IV. Scope V. Work of HRM VI. Objectives VII. Models of HRM VIII. Example
- 4. Table of Contents History of HRM i. Industrial revolution ii. Scientific management iii. Scientific management to personal management iv. Human relations movement. v. Strategic movement of HR vi. Conclusion References
- 7. Meaning of HRM Human resource management is the practice of recruiting, hiring, deploying and managing an organization's employees. HRM is often referred to simply as human resources (HR). Now we need to know about HR and Management. HR = ? Management = ? Human Resource ( HR ) HR is the set of individuals who make up the workforce of an organization, business sector or economy. we can also used HR for human skills, talent, labor or simply people. A company or organization's HR department is usually responsible for creating, putting into effect and overseeing policies governing workers and the relationship of the organization with its employees. Management An art of getting work done by other peoples is called management Or we can define management as “ management in business and organizations is the functions that coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively.
- 8. Definition Following are some definitions of HRM. 1. Human resource management is organizing, coordinating, and managing employees within an organization to carry out an organization's mission, vision, and goals. 2. Human resource management (HRM or HR) is the strategic and coherent approach to the effective and efficient management of people in a company or organization such that they help their business gain a competitive advantage. 3. According to Edwin B. Flippo, “Human resource management is the planning; organizing, directing and controlling of procurement, development, compensation, integration, maintenance and separation of human resource to the end that individual and societal objectives are accomplished.” 4. According to Armstrong (1997), Human Resource Management can be defined as “a strategic approach to acquiring, developing, managing, motivating and gaining the commitment of the organization's key resource , the people who work in and for it.
- 9. Nature of Human Resource management HRM is based on certain principles and policies contribute to the achievement of organizational objectives. i. HRM is a pervasive function – Human resource management is not specific to an individual department, rather it is a broader function and spread throughout the organization, it manages all type of people from lower level to top level departments of the organization. ii. HRM is people oriented – People or human resource is the core of all the activities of human resource management. Human resource management works with and for people. It brings people and organization together to achieve individual and organizational goals. iii. HRM is continuous activity – All factors of production are required to be continuously updated and improved to cope up with the changes and increased competition. Similarly, human resource also continuously trained, developed, or replaced to face the next level of competition. Hence, it is a continuous activity. iv. HRM is a part of management function. v. HRM aims at securing maximum contribution.
- 10. Scope of Human Resource Management
- 11. How does HRM work? Human resources management works through dedicated HR professionals, who are responsible for the day-to-day execution of HR-related functions. Typically, human resources will comprise an entire department within each organization. HR departments across different organizations can vary in size, structure and nature of their individual positions. For smaller organizations, it is not uncommon to have a handful of HR generalists, who each perform a broad array of HR functions. Larger organizations may have more specialized roles, with individual employees dedicated to functions such as recruiting, immigration and visa handling, talent management, benefits, compensation and more. Though these HR positions are differentiated and specialized, job functions may still overlap with each other.
- 12. Objectives of HRM Societal objectives: Measures put into place that responds to the ethical and social needs or challenges of the company and its employees. This includes legal issues such as equal opportunity and equal pay for equal work. Organizational objectives: Actions taken that help to ensure the efficiency of the organization. This includes providing training, hiring the right number of employees for a given task or maintaining high employee retention rates.
- 13. Functional objectives: Guidelines used to keep HR functioning properly within the organization as a whole. This includes making sure that all of HR's resources are being allocated to their full potential. Personal objectives: Resources used to support the personal goals of each employee. This includes offering the opportunity for education or career development as well as maintaining employee satisfaction.
- 14. Objectives of HRM Following are some other objectives of human resource management. Achieve Organizational Goals Work Culture Team Integration Training and Development Employee Motivation Workforce Empowerment Retention Data and Compliance
- 15. Models of HRM The four HRM models are: 1. The Fombrun Model 2. The Harvard Model 3. The Guest Model 4. The Warwick Model The Fombrun Model Being the first model (dates back to 1984), this emphasizes just four functions and their interrelatedness. The four functions are selection, appraisal, development, and rewards. These four constituent components of human resource management and are expected to contribute to organizational effectiveness.
- 16. • The Harvard model claims to be comprehensive in as much as it seeks to comprise six critical components of HRM. • The dimensions included in the model are stakeholders, interests, situational factors, HRM policy choices, HR outcomes, long-term consequences, and a feedback loop through. • The outputs flow directly into the organization and the stakeholders. The Harvard Model • Yet another human resource management model was developed by David Guest in 1997 and claims to be much superior to other models. • The details will justify the claim. This model claims that the HR manager has specific strategies to begin with, which demand certain practices and when executed, will result in outcomes. • These outcomes include behavioral, performance-related, and financial rewards. The Guest Model • This model was developed by two researchers, Hendry and Pettigrew of the University of Warwick. • Like other human resource management models, the Warwick proposition centers around five elements, • Outer context, inner context, Business strategy content, HRM context, HRM content The Warwick Model
- 17. Example If you hire people into a business, you are looking for people who fit the company culture as they will be happier, stay longer, and be more productive than people who won't fit into the company culture. Amazon is an example of a large company with multiple types of specialized HR positions. Amazon's career website lists 15 different job titles. 1. HR business partner 2. HR manager 3. Recruiter 4. Recruiting coordinator 5. HR Assistant
- 18. History of HRM Human Resource Management (HRM) has evolved as a discipline over the last century, driven by changes in the workplace and the role of the employee. The study of HRM encompasses a wide range of topics, including recruitment, training and development, performance management, compensation, and labor relations. In this answer, we will provide a comprehensive and detailed description of the history of HRM as a study discipline. Following are some phases of Human resource management history.
- 19. The Industrial Revolution/ Welfare The foundation of industrial revolution take place in 18 century. This period was characterized by the development of machines and technology made rapid progress. The result was an increase in job specialization and the enterprises started grouping but the working and living conditions of the labors were poor and their working hours were long. The employers were only interested to meet production targets rather than satisfy workers’ demands. As a result of the prevailing poor working conditions and low wage rates the adversarial relationship between employers and labors was established. This lead to gradual evolution of systematic attention towards welfare of workers and laid the foundations of the HRM.
- 20. Scientific Management When the field of industrial psychology emerged as a response to the need for scientific management of the workforce. Frederick Winslow Taylor, considered the father of scientific management, emphasized the importance of selecting and training workers based on their abilities and assigning them tasks that were appropriate for their skill level (Taylor, 1911). The salient features of this approach are: i. Scientific selection of person on the job; ii. Systematic analysis of job; iii. Breakdown the job into small mechanical elements then rearrange into their most efficient combination; iv. Employees must be trained carefully by supervisors so that they performed the task as specified by prior scientific analysis; v. A fair piece rate system of wage; vi. Overqualified workers should be excluded from the job; vii. There should be close cooperation between managers and non-managers.
- 21. Scientific Management to Personal Management In the 1920s and 1930s, the focus of HRM shifted from scientific management to personnel management, which emphasized the administrative and legal aspects of managing employees. During this period, companies began to develop personnel departments, which were responsible for handling tasks such as hiring, firing, and payroll administration. The personnel department was seen as a support function, rather than a strategic business partner (Nkomo & Fottler, 2012).
- 22. Human Relations Movement Human relations means the relations between person to person and in respect of organization, the relations between management and employees. The success of organization depends upon harmonious relations between employers and employees. This lead to turn in higher productivity of the organization In the 1950s and 1960s, the study of HRM began to focus on the human relations movement, which emphasized the importance of employee motivation and job satisfaction. This movement was led by researchers such as Abraham Maslow, who developed the hierarchy of needs theory, and Frederick Herzberg, who developed the two- factor theory of motivation. These theories emphasized the importance of intrinsic motivation, such as job satisfaction, over extrinsic factors such as pay (Maslow, 1954; Herzberg, 1959).
- 23. Strategic Management of HR In the 1970s and 1980s, HRM began to focus on the strategic management of human resources. This approach emphasized the importance of aligning HRM practices with business strategy, and viewed employees as a valuable resource that could help organizations achieve a competitive advantage. The concept of strategic human resource management was introduced by researchers such as Michael Porter, who developed the resource-based view of the firm (Porter, 1985).
- 24. In recent years, the study of HRM has continued to evolve, with a growing emphasis on topics such as diversity, inclusion, and employee well-being. The field has also become increasingly global, with companies seeking to manage employees across borders and cultures (Nkomo & Fottler, 2012).
- 25. Conclusion In conclusion, the history of HRM as a study discipline has evolved over the past century, from scientific management to personnel management, human relations, and strategic human resource management. While the focus of HRM has shifted over time, the field has always emphasized the importance of managing employees effectively in order to achieve organizational goals.
- 26. References i. Article shared by M. Narang. ( Definition ) ii. eNotes MBA ( nature of HRM ) iii. Pocket hrm ( objectives ) iv. ManagementStudyHQ . ( Models of HRM ). v. ( History of HRM )( vi. Herzberg, F. (1959). The Motivation to Work. John Wiley & Sons. vii. Maslow, A. H. (1954). Motivation and Personality. Harper & Row. viii. Nkomo, S. M., & Fottler, M. D. (2012). Human Resource Management Applications: Cases, Exercises, Incidents, and Skill Builders. South-Western College Pub. ix. Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press. x. Taylor, F. W. (1911). The Principles of Scientific Management. Harper & Brothers.
- 28. “Wish you focus on your victory instead of trying to defeat someone.”