Introduction to Modern Human

Resource Management.

Mohd. Sanaullah MBA, FCS

President, IFCS
Past President & Council Member, ICSMB
Company Secretary & GM, Singer Bangladesh Ltd.
 HUMAN RESOURCE
MANAGEMENT

 Human Resource Management is

the process of accomplishing
organizational objectives by
acquiring, retaining, terminating,
developing and properly using
the human resources in an
organization.
 Objectives Of Human
Resource Management

The primary objectives of HRM is to

ensure the availability of a competent
and willing workforce to an organization.
Beyond this, there are other objectives
are :
- Societal objectives
- Organizational objectives
- Functional objectives
- Personal objectives.
 Human Resource
Management
 Utilization of individuals to achieve
organizational objectives
 All managers at every level must
concern themselves with human
resource management
 Five functions
 Human Resource Management
Functions

Employment

Employee Human
& Labor Resource
HUMAN RESOURCE
Relations Development
MANAGEMENT
FUNCTIONS

Compensation
Employee Services & Benefits
Employment

 Job Analysis
 Human Resource Planning
(HRP)
 Recruitment
 Selection
 Employment (Continued)
 Employment - Process through which an
organization ensures that it always has
the proper number of employees with
the appropriate skills in the right jobs at
the right time to achieve the
organization’s objectives
 Job analysis - Systematic process of
determining the skills, duties, and
knowledge required for performing jobs
in an organization
 Employment (Continued)

 Human resource planning - Process of

systematically reviewing human resource
requirements to ensure that the required
numbers of employees, with the required
skills, are available when needed.
 Recruitment - Process of attracting
qualified individuals and encouraging
them to apply for work with the
organization
 Employment (Continued)

 Selection - Process through which the

organization chooses, from a group of
applicants, the individual best suited for
the company and the position
 Human Resource
Development
 Training
 Development
 Career Planning
 Career Development
 Performance Appraisal
 Human Resource Development
(Continued
 Training - Designed to provide the
knowledge and skills needed for a
particular job.
 Development - Involves learning
that goes beyond today's job. It
has a more long-term focus
 Human Resource Development
(Continued)
 Career planning - An ongoing process
whereby an individual sets career goals and
identifies the means to achieve them
 Career development - A formal approach
used by the organization to ensure that
people with the proper qualifications and
experiences are available when needed
 Performance appraisal - Employees and
teams are evaluated to determine how well
they are performing their assigned tasks
Compensation & Benefits

Pay - Money that a person

receives for performing a job
Benefits - Financial rewards in
addition to base pay
Nonfinancial Rewards
 The Job
 The Environment
 Employee Services

 Employee Services - Provides services

relating to Medical, Recreation and
personal services.
 Safety - Involves protecting employees
from injuries caused by work-related
accidents
 Health - Refers to the employees'
freedom from illness and their general
physical and mental well-being
EMPLOYEE AND LABOR
RELATIONS
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Fi
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Em isci ith
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Human Resource Research

 Human resource
research is not a
separate function
 It pervades all
HR functional
areas
Interrelationships of HRM
Functions

 All HRM
functions are
interrelated
 Each function
affects other
areas
HR RESTRUCTURING
TRENDS
Who Performs Human
Resource Management
Tasks?

 Human Resource Managers

 Shared Service Centers
 Outsourcing Firms
 Line Managers
 Human Resource Manager

 Acts in advisory or staff capacity

 Serves an increasing number of
employees
 Shares responsibility with line
managers and HR professionals
 Coordinates HR activities to help
achieve organizational goals
 Shared Service Centers
(SSCS)

Takes routine,
transaction-based
activities that are
dispersed and
consolidates them.
 Shared Service Centers
(SSCS) Performing HR Tasks

Fewer HR Personnel
Needed

HR Managers Assume
aImproves QualityRole
More Strategic
Outsourcing Firms

Transfers
responsibility
to an
external
provider
Outsourcing

Reduces:
• Cost
• Transaction Time

Improves Quality
Line Managers Performing
HR Tasks

• Involved with Human Resources

• Used more to deliver HR services
• Reduces size of HR department
 HR as a Strategic
Partner
 HR is a legitimate
business unit
 Highly strategic in
nature
 Critical to achieving
corporate objectives
 HR as a Strategic
Partner
(Continued)
 Determine workforce capabilities
 HR managers must forge strategic
partnerships
 HR executives must understand the
total organization
Technology's Impact on
HR

Rapid Skills
Technological Change
Changes 3 or 4
Impact Times During
HR Careers
THE HUMAN RESOURCE
FUNCTION IN
ORGANIZATIONS OF
VARIOUS SIZES
HR in Small Businesses
 Seldom Have a Formal HR Unit

 Other Managers Handle HR

Functions

 Focuses on Hiring & Retaining

Capable Employees
 The Human Resource
Function in a Small Business

M a n a g e r/
O w ner

S a le s O p e r a t io n s F in a n c e
 HR in a Medium-Sized Firm

 Little specialization

 HR Manager is essentially the

entire department
 The Human Resource
Function in a Medium-Sized
Business

P CEO
re sid e n t
S a le s O p e ra tio n s F in a n ce H u m a n R e so u rce
M anager M anager M anager M anager
Traditional Human Resource
Functions in a Large-Sized
Firm
 Separate sections are often created
 Placed under an HR Manager
 Each HR function may have a
supervisor & staff
 HR Manager works closely with top
management in formulating policy
 The Human Resource Functions
in a Large Firm
P r e s id e n t
M a r k e t in g O p e r a t io n s F in a n c e HR
M anager M anager M anager M anager

M anager M anager
T r a in in g a n d C o m p e n s a t io n &
D e v e lo p m e n t B e n e fits
M anager M anager
Labor S t a ffin g
R e la t io n s
M anager
S a fe ty &
H e a lth
A New and Evolving HR
Organization for
Large-size Firms
Performance in
Five Functional
Areas
Outsource
Shared Service
Centers
Line Managers
Have More HR
Authority
 Example of a New and Evolving
HR Organization for Large Firms

P re s id e n t a n d C E O

H u m a n R e s o u rc e M a n a g e r S a fe ty a n d H e a lth M a n a g e r

T ra in in g a n d D e v e lo p m e n t C o m p e n s a tio n B e n e fits
O u ts o u rc e d
S h a re d S e rv ic e C e n te r
PROFESSIONALIZATION OF
HUMAN RESOURCE
MANAGEMENT
 The Nature of a
Profession
 Existence of a Common Body of
Knowledge
 A Procedure for Certifying
Members of a Profession
 Performance Standards are
Established by Members of a
Profession
 HR Professional Groups
 Society for Human
Resource Management
 American Society for
Training and Development
 International Personnel
Management Association
 WorldatWork
 Human Resource
Certification Institute
 Ethics and HR
Management
A
discipline dealing
with what is:

good & bad right & wrong

moral duty & obligation

 H R ROLES

To look after employees :

• High profile
• Surrogate management?
• High contact
• Handles conflict?
• Personnel advice/counselling
 H R ROLES Cont….

To act as independent, honest broker

• Take wider view
• Good of Company in long term
• Arbitrator in legal issues etc.
• Advises rather than decides
 H R ROLES Cont….

To support line/senior managers

• Work closely with Managers
• Implement site objectives
• Adapt and implement company
policy.
 H R ROLES Cont….

To direct and influence HR /

business
change
• Proactive
• Steer change
• Seat at top table
• Perceived visionary power and
• Initiator of Change.