Introduction to Hrm

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1.INTRODUCTION TO HRM.doc
2.JOB ANALYSIS.doc
3.RECRUITMENT AND SELECTION.doc
4.NEW ECO PLOICY AND HRM.doc
5.MANAGING CHANGE THRU CONTI IMPROVEMENT.doc
6.TOTAL QUALITY MANAGEMENT.doc
6.TOTAL QUALITY MANAGEMENT.doc
7.PERFORMANCE APPRISAL.doc
8.PERFORMANCE COUNSELLING.doc
09.VARIOUS QUALITY MANAGEMENT TOOLS.doc
9.POTENTIAL APPRAISAL.doc
10.TRAINING AND DEVELOPMENT.doc
11.SUCCESSION PLANNING.doc
12.CAREER PLANNING.doc
13.JOB EVALUATION.doc
14.HUMAN RESOURCE PLANNING.doc
15.GOOD HRD PRACTICES.doc
16.HRD AUDIT-BASIC,CONCEPT AND COMPONENTS.doc
17.ELEMENTS OF GOOD HRD.doc
18.RECENT TECHNIQUES IN HRM.doc
19.HR IN INFORMATION TECHNOLOGY INDUSTRY.doc

DEFINITIONS OF HUMAN RESOURCE MANAGEMENT

1. HRM involves all management decisions and actions that affect relationship between the organization and employees—its human resources

2. A method of maximizing economic return from labour by
integrating HRM into business strategy.-------------(KEENOY)

3. HRM is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic development of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques.----(STOREY )

4. HRM is the attraction, selection, retention, development and use of human resources in order to achieve both individual and
organizational objectives.----------( CASCIO )

5. HRM is strategic and coherent approach to the management of an organization’s most valued assets—the people working there who individually and collectively contribute to the achievement of its objectives for sustainable-competitive advantage.

6. HRM----a range of strategies, process and activities designed to support corporate objectives by integrating the needs of the organization and individuals that comprise it.

PHILOSOPHY OF HUMAN RESOURCE MANAGEMENT

The main HRM beliefs are as follows---- Employees are valued assets---the fundamental beliefunderpinning HRM is that the sustainable competitive advantage is achieved through people. They should be therefore regarded not as









variable cost but valued assets in which to invest, thus adding to their inherent value.
Strategy and culture are important-----Organizational
effectiveness the development of integrated business increased significantly by paying close attention to and human resource strategies and by shaping the culture of the organization. A long-term perspective in managing people and in developing an appropriate corporate culture is seen as important. Every aspect of employees management must be integrated with business management and

reinforce the desired company culture
Emphasis on commitment rather than compliance---the optimum
utilization of human resource will be achieved by developing consistent and coherent policies which promote commitment to the organization and unleash the latent creativity and energies of the people who work there, thus leading to enhanced performance. Emphasis on the key role of line management-- HRM is owned by line managers who alone have responsibilities for managing their staff.The role HR function is to enable line managers to fulfill their HRM responsibilities effectively.

HRM is essentially a business oriented philosophy---concerning the management of people in order to obtain added value from them and thus to achieve competitive advantage.

 It is a philosophy that appeals to management-----who are striving to beat off increasing international competition and appreciate that to do this they must invest in HR as well as new technologies.

HUMAN RESOURCE DEVELOPMENT
Human Resource Development (HRD) has become an evolving
concept for building work-force performance to meet the needs of an organization. The essential elements of HRD are--------------

On going assessment of work force competency needs.
Activities to fill those needs---employee education and training, organization...
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