Human Resource Management (HRM)

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Human Resource Management(HRM)
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• Introduction
• During the last two decades of the last century
  (1980s), the world witnessed a lot of changes

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From To
Traditional Markets International Markets
Small Scale Production Large Scale Production
Locality Globalization
Low Speed Actions High Speed Actions
Individuals Employees
Staff Members Human Resource
People Assets
Traditional Management of People Human Resource Management
They Us We
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• With the identifiable change in both
  organizations aspects and the employees
  perspective, HRM has gained rapid and widespread
  acceptance as a new term for managing employment.

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• HRM is expected to strike a balance between the
  changing needs of the employees and the ever
  lasting requirements of organizations.

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• At a minimum, the organization expects employees
• To perform reliably the tasks assigned to
  them at the standards set for them
• To follow the rules and regulations that govern
  the work

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• Management as runners of the organization expects
  more from the employees
• To take initiative
• To supervise themselves
• To continue to learn new skills
• To be responsive to business needs

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• At a minimum, employees expect the organization
• To provide fair pay
• Safe working conditions
• Fair treatment

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• Employees expect more
• job security
• Status
• involvement
• challenge
• power and
• responsibility

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• The needs of organizations as well as the
  ambitious expectations of employees vary from one
  organization to another

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• Due to the changes that took place as mentioned
  above, an impact on the management environment
  appeared in form of pressures

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• These pressures include the following
• 1.Increasing international competition is
  creating the need for dramatic improvements in
  human productivity

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• 2. Increasing complexity and size of organization
  has resulted in multiple layers of bureaucracy

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• 3.Slower growth and in some cases, declining
  markets have dramatically affected the
  organizations ability to offer advancement
  opportunities to high potential employees and
  employment security to long service employees.

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• 4.Greater government involvement in human
  resource practices such as employment security
  and fair employment practices are causing
  corporation to reexamine their HRM policies and
  practices and to develop new ones

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• 5. Increasing education of the workforce is
  causing corporation to reexamine their
  assumptions about the capacity of employees to
  contribute and therefore the amount of
  responsibility they can be given

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• 6.Changing values of the workforce, particularly
  relative to authority are causing corporations to
  reexamine how much involvement and influence
  employees should be given and what mechanisms for
  employee voice and due process need to be provided

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• 7.More concern with career and life satisfaction
  is causing corporations to reexamine traditional
  assumptions about career paths, to provide more
  alternative career paths and to take into account
  employee lifestyle needs in transferring
  employees and scheduling work

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• 8.Changes in workforce demography, particularly
  the infusion of women and minorities into
  organizations, are causing corporations to
  reexamine all policies, practices and managerial
  values that affect the responsibilities,
  treatment, and advancement of these employees
  groups.