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    According To L. F. URWICK, " Business Houses Are

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    Kajal Vikash Singh
    According to the passage, businesses are built or broken based not on markets, capital or equipment, but by the people within the organization. Human resource management (HRM) involves planning, organizing, directing and controlling how human resources are procured, developed, compensated, integrated and maintained in order to achieve individual, organizational and societal objectives. The key objectives of HRM are to provide well-trained employees, efficiently utilize employee skills and knowledge, enhance job satisfaction, establish productivity, and develop a quality work environment. Strategic planning in HRM involves analyzing current and future human resource needs, formulating plans to meet those needs, and monitoring the effectiveness of those plans in supporting the organization's long-term goals and strategies.

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    According To L. F. URWICK, " Business Houses Are

    Uploaded by

    Kajal Vikash Singh
    29 views19 pages
    According to the passage, businesses are built or broken based not on markets, capital or equipment, but by the people within the organization. Human resource management (HRM) involves planning, organizing, directing and controlling how human resources are procured, developed, compensated, integrated and maintained in order to achieve individual, organizational and societal objectives. The key objectives of HRM are to provide well-trained employees, efficiently utilize employee skills and knowledge, enhance job satisfaction, establish productivity, and develop a quality work environment. Strategic planning in HRM involves analyzing current and future human resource needs, formulating plans to meet those needs, and monitoring the effectiveness of those plans in supporting the organization's long-term goals and strategies.

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    Unit I ch

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    According to the passage, businesses are built or broken based not on markets, capital or equipment, but by the people within the organization. Human resource management (HRM) involves planning, organizing, directing and controlling how human resources are procured, developed, compensated, integrated and maintained in order to achieve individual, organizational and societal objectives. The key objectives of HRM are to provide well-trained employees, efficiently utilize employee skills and knowledge, enhance job satisfaction, establish productivity, and develop a quality work environment. Strategic planning in HRM involves analyzing current and future human resource needs, formulating plans to meet those needs, and monitoring the effectiveness of those plans in supporting the organization's long-term goals and strategies.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    29 views19 pages

    According To L. F. URWICK, " Business Houses Are

    Uploaded by

    Kajal Vikash Singh
    According to the passage, businesses are built or broken based not on markets, capital or equipment, but by the people within the organization. Human resource management (HRM) involves planning, organizing, directing and controlling how human resources are procured, developed, compensated, integrated and maintained in order to achieve individual, organizational and societal objectives. The key objectives of HRM are to provide well-trained employees, efficiently utilize employee skills and knowledge, enhance job satisfaction, establish productivity, and develop a quality work environment. Strategic planning in HRM involves analyzing current and future human resource needs, formulating plans to meet those needs, and monitoring the effectiveness of those plans in supporting the organization's long-term goals and strategies.

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    Download as ppt, pdf, or txt
    of 19

    According to L. F.

    URWICK, “ business houses are


    made or broken in the long run not by markets or
    capital, patents or equipment but by men”
    HR ?
    From the National point of view:- HR may be
    defined as “The knowledge, skills, creative abilities,
    talents and aptitudes obtained in the population.”
    From the Organisational point of view:-HR refers
    to “a whole consisting of inter-related,
    interdependent and interacting physiological,
    sociological and ethical components.”
    HRM
    Set of policies practices and programmes designed to
    maximize both personal and organisational goals. It is
    the process of binding people and organisations
    together so that the objectives of each are achieved.

    According to Edwin B. Flippo, HRM is “the planning,


    organising, directing and controlling of the
    procurement, development, compensation,
    integration and maintenance of human resources to
    the end that individual, organisational and societal
    objectives are accomplished.
    Features of HRM
    Comprehensive function
    People-oriented
    Action-oriented
    Development-oriented
    Pervasive function
    Continuous function
    future-oriented
    Challenging function
    Interdisciplinary
    Nervous system
    Objective of HRM
    Every organisation has some objective and every part of it
    should contribute directly or indirectly to the attainment of
    desired objectives. In order to achieve organisational
    objectives integration of employee’s interest and employee
    interest is necessary.
    (1)Provide well-trained and well-motivated employee
    (2)To employ the skills and knowledge of employees
    efficiently and effectively.
    (3)Enhance job satisfaction.
    (4)To establish and maintain productivity
    (5)To develop and maintain a quality of work life
    KEY OBJECTIVE OF HRM
    Motivational objective

    Change-Management Objective

    Culture Building Objective

    Administrative Objective
    3 way of success
    Cost effective HR services delivery model
    Set of integrated talent management capabilities
    Interestingly different way of leading and managing
    the organisation
    strategy
    The company’s long-term plan for how it will balance
    its internal strengths and weakness with its external
    opportunities and threats to maintain a competitive
    advantage.
    Strategic Planning
    Company’s long-term planning for how it will match
    its internal strengths and weakness with external
    opportunities and threats in order to maintain a
    competitive advantage
    3 ? Of strategic planning
    1. Where are we now as a business?
    2. Where do we want to be?
    3. How should we get there?

    A strategy is a course of action.


    Strategic Planning and Human
    Resources
    Strategic Planning
    Procedures for making decisions about the
    organization’s long-term goals and strategies
    Human Resources Planning (HRP)
    Process of anticipating and making provision for the
    movement (flow) of people into, within, and out of an
    organization.
    HRP and Strategic Planning
    Strategic Analysis
    What human resources are needed and what are
    available?
    Strategic Formulation
    What is required and necessary in support of human
    resources?
    Strategic Implementation
    How will the human resources be allocated?
    Linking Strategic Planning and
    Human Resources
    Definitions of HR Planning
    “…strategy for the acquisition, utilisation, improvement
    and preservation of an organisation’s human resources”
     “…the process for identifying an organisation’s current
    and future human resource requirements, developing and
    implementing plans to meet these requirements and
    monitoring their overall effectiveness”
    “…the process of interpreting the environment, predicting
    its effects on the organisation, evaluating these effects,
    planning and controlling the appropriate measures in order
    that the right human resources are available when required”
    14
    Developmental Overview
    A matter of semantic change, or is something more fundamental
    happening in the process, techniques, ambitions and outcomes of
    resource planning?
    Manpower Planning as QUANTITATIVE – concerned
    with forecasting demand and supply of labour
    Human Resource Planning as far wider encompassing
    a whole range of activities:
     Motivation of employees, employee attitudes, organisational
    culture

    15
    Manpower Planning
    A shift from manpower planning to human resources
    planning is a shift of the concept of planning
    philosophy.
    In case of MP, it is made based on the “POWER” or
    “STRENGTHS” man processes.
    “Manpower” is the concern of MP.
    MP takes care of the “power” of people to make
    positive contribution. The other side of the coin, i.e.
    weaknesses, is not its concern.
    MP includes key elements like manpower forecasting,
    JA, career path, training etc.
    Developmental Overview
    MP and HRP are concerned with
    ‘looking ahead’, using systematic techniques, i.e.
    auditing skills to be able to meet organisation
    requirements of the future.
    Having ‘the right people, with the right skills, in the
    right places at the right time.

    17
    Why Look ahead and Forecast?
    To deal with changes
    External Environmental Situations
     Expansion
     Competition

     Globalisation

     Technological

     Political

     Social

     Economical

     Ecological

     Legal

    18
    Purpose of HR Planning
    Recruitment Gaps
    Training and Development
    Staff Costing
    Redundancy
    Collective Bargaining
    Accommodation

    19

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