MODULE - 1

INTRODUCTION TO HUMAN RESOURCES MANAGEMENT

Introduction - Human resource is a resource like any other natural resource. It
means that management can get and use the skills, knowledge, ability etc. through the
development ofskills, tapping and utilizing them again and again. Human resource
management is that process of management which develops and manages the human
elements of an enterprise. It is not only the management of skills but also the attitude
and aspirations of people. When individuals come to a workplace, they come with not
only technical skills, knowledge, experience etc., But also with their personal feelings,
perceptions, desires, motives, attitude, value etc. So HRM means management of various
aspects of human resource. An important element of human resource management is
the "humane approach” while managing people.

DEFINITION OF HRM
According to FLIPPO, "human resource management is the planning, organizing,
directing, and controlling the procurements, development, compensation, integration,
maintenance and reproduction of human resource to the end that individual,
organisational and societal objectives are accomplished".

NATURE OF HUMAN RESOURCE MANAGEMENT

1. Comprehensive function:
The main function of human resource management is to manage people at work.
It is a comprehensive function which covers all the types of people at all levels in the
organisation.

2. Pervasive function:
Human resource management is comprehensive as well pervasive. It is inherent in
all organisations and at all levels. It Is not confined to industry alone. It is equally
useful and necessary in government, armed forces, sports organisation, and the like. It
applies to all the functional areas e.g., Production, marketing, finance, research,
recruitment, selection, development, and utilisation of people and is an integral part of
any organized effort.

3. People oriented:
Human resource management is a people-oriented function and is concerned with
employees as individuals as well as group.

4. Based on human relations:

Human resource management is concerned with the motivation of human
resources in the organisation. The Human beings cannot be treated as other physical
factor of production.

5. Continuous process:
Human resource management is a continuous process. It is not a one-shot
function, rather it is a never-ending exercise.

6. Science as well as art:

Human resource management is a science as it contains an organized body of
knowledge consisting of principles and techniques. It is also an art. Handling people is
one of the most creative arts.
7. Interdisciplinary:
In modern Times, human resource management has become a highly specialised job.
Moreover, it is not an isolated subject, it is interdisciplinary. It involves
application of knowledge drawn from several disciplines like sociology,
anthropology, psychology, economics etc.

8. Basic to all functional areas:

Human resource management is basic to all functional areas of the management
such as production management, financial management, marketing management etc.
Every manager working in any development has to perform the personal functions.

HRM AND PERSONAL MANAGEMENT

Personal management is mainly concerned with procurement and development of
personal for the attainment of organisational goals. The individual aspirations and
goals submerge into organisational goals. The planning, organising, directing and
controlling of human beings are the other function of personal management.
HRM philosophy is to develop people as per their aspirations and individual goals and
motivate them to help in achieving organisational goals so there should not be an
impression that traditional personnel management function is replaced by HRM.
Rather, HRM has absorbed the personal function in refined form.

Functions of personal management

A. MANAGERIAL FUNCTION:-
Management aims at getting things done by others. Managerial function deal with
planning, organising, directing, coordinating and controlling the activities of employees
in an enterprise.

1. PLANNING:- Planning involves thinking in advance. It is the determination of

strategies, programme, policies, procedures to accomplish organisational objectives.
Planning would involve:
a) Determining the needs of persons;
b) Deciding the sources of procuring them;
c) Determining training needs of personal;
d) Selecting motivators for getting good performance from employees.

2. ORGANISING:- Organisation is a process of allocating the task among its

members for achieving organisational objectives. This is done by designing the
structure or relationship among jobs, personnel and physical factors. The
assignment of task and fixing of responsibilities will be the function of personnel
management. It decides who should do what. Who is responsible to them? These
decisions will help in smooth working of organisation.

3. DIRECTING:- It is the basic function of managerial personnel. Directing means

telling people to do a particular work. It does not mean only issuing orders to
employees but it also ensures that they perform as per the directions. The employees
are also given instructions for carrying out their task. Motivating employees to
accomplish the task is also a part of directing function.

4. COORDINATING:- Organisational objectives will be achieved only if group activities

in the enterprise are coordinated effectively. Coordinating of personal is required at all
the levels of management.

5. CONTROLLING:- Controlling is the act of checking, regulating and verifying

whether everything occurs as per the standards set and plans adopted. The
performance of persons is regularly reviewed to find out whether it is going according
to the standards or not. In case performance is low then steps are taken to improve it
in future.

B. OPERATIVE FUNCTION:-
These functions are related to procuring, developing, compensating, integrating and
maintaining a work-force for attaining organisation and goals.

1. Procurement:- This function relates to the precuring of sufficient and appropriate

number of persons for carrying out business work. The needs of the organisation
should be assessed to find out the requirements of persons.

2. Development:- The development function is concerned with the development of

employees by increasing the skills and proficiency in work. The persons are given
proper training through various methods so that their performance is better in
undertaking the jobs.

3. Compensation:- It is concerned with securing adequate and equitable

remuneration to persons working in organisation. Job analysis will enable in fixing
the remuneration for various jobs.

4. Maintenance:- This function deals with sustaining and improving conditions that
have been established. Better conditions of work should be maintained at all times.
The employees will feel happy to work under such conditions.

5. Emerging issues:- Some other important issues that can motivate people to give
their best in a dynamic and ever changing environment or as follows:
1) Personnel records
2) HR audit
3) HR research
4) HR accounting
5) HR information system
6) Stress and counselling
7) International HRM.
EVALUATION OF HRM
Modern concept of HRM has developed to through number of stages.

1) The Commodity concept

Industrial revolution gave rise to the factory system. As a result, the place of work
shiftedfrom residence to factory and the management became separate from
ownership. The close relationships between employees and owners were broken.
Labour became to be considered as a commodity to be bought and sold. Wages were
based on demand and supply. Government did very little to protect the workers.

2)The Factor of Production concept

Under the factor of production concept, employees were considered a factor of
production just like land, materials and machines. FW Taylor in his scientific
management stressed proper selection and training of employees so as to maximize
productivity. The employees were considered as mere operators of machines. However,
this concept was an improvement over the commodity concept in so far as employees
gained better working conditions and better earnings.

3) The Paternalistic Approach

The paternalistic approach was based on the belief that management must assume
a fatherly and protective attitude towards employees. Paternalism does not mean
merely providing benefits but it means satisfying various needs of the employees.
During this period, the employees organised themselves on the basis of their common
interests and formed trade unions to improve their lot. The government also recognized
that workers had a right to protection in the employment. Due to all these factors,
employers began to provide welfare schemes to workers e.g., Health facilities, pension
plans, group insurance schemes, housing facilities, recreation facilities etc. In this
stage, employers and employees both began to realize that they cannot survive and
prosper without each other.

4) TheHumanitarian Concept
The humanitarian concept, is based on the belief that employees had certain, rights
as human beings and it was the duty of employers to protect these rights. Hawthorne
Experiments generated considerable interest in human problems of the work place.
This approach is therefore, known as human relations concept.

5)The Behavioural HR Concept

The human resource concept was based on the belief that employees or the most
valuable assets of an organisation. There should be a conscious effort to realise
organisation and goals by satisfying needs and aspirations of the employees.
Motivation, group dynamics, organisation conflicts etc., Became popular concepts and
the focus shifted towards management practices like two-way communication,
management by objectives, role of informal groups, quality circles etc.

6) THE EMERGING CONCEPT

The emerging concept aims at creating a feeling among workers that the
organisation is their own. Employees should be accepted as partners in the progress of
the organisation. Tothis end, management must offer better quality of working life and
offer opportunities two people to exploit their potential fully.
HUMAN RESOURCE POLICIES:-
A policy is a general statement or a body of understanding which guides thinking and
action in decision-making. A HR policy is a total commitment of the organisation to
act in a specified way while dealing with its employees. It gives an assurance that
decision made will be consistent, fair and in line with the objectives of the
organisation. HR policies, generally, deals with HR selections, compensation, benefits,
union relations and public relations.

ESSENTIAL CHARACTERS OF A SOUND HR POLICY:-

1) The policy should be clear, precise and easily understandable. The objective
should be explicit from a look at the policy.
2) It should be in writing so that it can be properly understood. A written policy will
be used for reference purpose also. It also avoids confusions or misunderstanding, if
any, from its interpretation.
3) HR policy should protect the interest of all parties in the organisation that is
workers, customers, entrepreneurs, Government and the community.
4) A policy should not be Rigid. It requires adjustment according to changing
situations from time to time.
5) It must provide two-way communication between management and workers so
that the later are kept informed about latest developments in the organisation.
6) A HR policy should have the support of all concerned parties. It should have the
support of top management and be acceptable to employees also.

OBJECTIVES OF HR POLICIES:-
1) HR policy should enable the organisation to fulfill or carry out its main objectives.
2) HR policy should be designed in such a way that a healthy competition and
effective co-operation among workers may be promoted and better result may be
achieved.
3) HR policies should aim at the best and the maximum use of available human
resources.
4) HR policy also aim to good employer, employee relations.
5) HR policies should aim at employee satisfaction also. Individual satisfaction is
linked to the monetary and non-monetary incentives provided by the organisation to
the workers. This ensures good wage and salary administration. The general attitude
of the management towards the workers should be reflected by HR policies.
6) HR policies should provide the opportunities for the promotion to workers
within the organisation.
7) HR policies should seek to provide job security to workers.

PRINCIPLES OF HR POLICIES:-
1) Principal of Common Interest. Employees must have a chance for a better
standard of living, better security and opportunity to live a fuller and better life. In
return, the employer must be able to get the maximum possible return.

2) Principal of "Right man in the right job".

Principle of 'right man in the right job' ensures that through a careful selection and
placement, right man is put in the right place. The selected employee should be
physically, mentally andtemperamentally fit for the job he is expected to do.

3) Principle of development.
The organisation must provide ample opportunities for the training and growth of
employees.
4) Principle of recognition of work and accomplishment.
There must be a direct relationship between work and accomplishment.

5) Principle of recognition of trade unions.

As the trade unions play an important role in the development of industrial relations,
therefore, the management must recognize them. The HR policies should incorporate
the clause for amicable settlement of the disputes with the trade unions through
negotiationsand collective bargaining.

6) Principal of participation in management.

Employees representative should be given participation in decision making bodies of
organisation so that they may realise their responsibility towards the management and
workers.

7) Principle of change.
Employees always resist change, which may be pleasant or unpleasant. Therefore, the
employees should be prepared by the management well in advance to face the changes
as and warranted.

COVERAGE OF HR POLICIES:-

a) Equity:- Treating all the employees fairly and justly and adopting and even
handed approach.
b) Consideration:- Considering individual circumstances when decisions affect
the employees prospects, seniority or self-respect.
c) Quality of work life:- Increase the employees interest in the job and organisation
by reducing monotony, increasing variety of responsibility avoiding stress and
strain.

a) EMPLOYMENT POLICIES:-
a) Provision of equal employment opportunities.
b) Selecting the candidates based on job requirements
c) Encouraging the employee on the job and in the organisation.

b) PROMOTION POLICIES:-
Promotion policies should attempt to reconcile the demands of employee for growth and
organization’s demands for fresh and much more talented employees.

c) DEVELOPMENT POLICIES:-
a) The kind of employees to be Trained
b) Time span of training programme
c) Techniques of training
d) Rewarding and awarding system
e) Qualification of employees for self-advancement etc.
f) Encouragement of employees for self-advancement etc.
g) Career planning and development
h) Performance appraisal
i) Organisational change
j) Organisational development.

d) HUMAN RELATIONS POLICIES:-

a) Motivation, morale, communication, leadership style, grievance
procedure, disciplinary procedure, employee counselling etc.
 b) Industrial relations like union recognition, union representation, collective
bargaining, prevention and settlement of industrial disputes, participative
management etc.

ROLE OF HR MANAGER OR DEPARTMENT

Basically, the job of HR manager is the management of HR that is human resource.
He generally acts in an advisory capacity, providing information, offering suggestions,
counselling and assisting all the line managers in the organisation and is not
responsible for the end results.
a) Advisory role.
The HR department has functional relationship with another department or
manager in the total organisation. As a specialist, the HR manager addresses the
heads of different functional departments on various aspects of human resource
managementexample; manpower planning, recruitment, selection, training,
appraisal, compensation etc. He is also responsible for conveying the problems,
grievance aursimply opinions of workers to management. The HR manager should
provide suggestions and assistance very tactfully, in order to win the confidence and
cooperation of all the line managers. He has to persuade the line managers to work
with staff specialist and not against them.

b) Counselling role.
The HR manager place the role of a counselor with the employees also. He
discusses the various problems of the employees relating to work, career, there
supervisors, colleagues, health, family, financial, social etc. And suggest them means
to minimise and overcome those problems.

c) Role of change agent.

HR manager works as a change agent regarding HR areas. To be an effective
consultant, he should be familiar with the needs and changing environment of the
business. He should initiate and spearhead necessary improvement in human
resource policies.

d) The conscience role.

The HR manager in forms the management about the humanitarian approach. He
should advise the management about the moral and ethical obligations towards the
employees.

e) Mediator's role.
The HR manager often acts as a mediator in the organisation. Whenever there is a
friction between two employees, to groups of employees, superiors and the
subordinates and employees and management, the HR manager has to act as a
mediator, so as to maintain industrial harmony.

f) Liaison Role.
The HR manager acts as a representative of the organisation so as to give a overall
picture of the organisation and operations to the employees particularly in case of
industrial disputes or grievance redressal. Similarly, he acts as employee’s
representative in representing their problems to the management particularly in
concerns where trade unions are not there.

g) Legal role.
The HR manager place this firefighting role of grievance handling, settlement of
disputes, handling disciplinary cases, collective bargaining, joint consultation,
 interpretation and implementation of various labour laws, contacting lawyers
regarding court cases, filing suits in labour court, industrial tribunals, civil courts
and the like.

h) Welfare role.
HR manager is expected to be the welfare officer of the company. As a welfare
officer, he provides and maintains (on behalf of company) canteens, hospitals,
Creches, educational institutions, clubs, libraries, conveyancefacilities, cooperative
credit securities, communication stores etc.

i) Controller's role.
HR manager ensures that the HR policies and procedures approved and adopted by
the management are being consistently carried out in all the departments.

j) Human relations role.

HR manager is supposed to be an expert in human relations. He is expected to
improve productivity by fulfilling the economics, social and psychological needs and
aspirations of employees.

COMPETENCIES OF HR PROFESSIONALS:-
The HR manager should possess all the competencies required of a manager in his
effective functioning.
ULRICH AND BROCKBANK, identified 6 core competencies that high performing
HR professionals embody in 2007.

1. Credibleactivist.
This competency is the top indicator in predicting overall outstanding performance,
suggesting that mastering it should be a priority. The credible activist is respected,
admired, legend to our and offer a point of view, takes a position and challenges
assumptions by:
● Delivering results with integrity.
● Sharing information
● Building relationships and trust
● Doing HR with an attitude (taking appropriate risk, providing candid
observations, influencing others).

2. Cultural steward.
HR has always owned culture. Of the six competencies, cultural steward is the second
highest predictor of performance of both head professionals, and HR departments. The
cultural steward organizes, articulates and helps shape a company's culture by:
● Facilitating change
● Crafting culture
● Valuing culture
● Personalizing culture (helping employees find meaning in their work,
managing work/life balance, encouraging innovation.

3.Talent manager/organisational designer.

Organisational design centers on the policies, practices and structure that shape how
the organisation works. Talent management will not succeed in the long run without an
organisational structure that supports it.
● Ensuring today's and tomorrow's talent
● Developing talent
● Shaping the organization
 ● Fostering communication
● Designing reward system.

4.Strategy architect.
Saturday architects are able to recognize business trends and their impact on the
businesses and to identify potential road blocks and opportunities.

5.Business Ally.
HR contributes to the success of a business by knowing how it makes money, who the
customers are, and why they by the company's product and services. The mantra about
understanding the business how it works, the financials and strategic issues, remains
as important today as it did in past.

6.Operational executor.
HR people maybe running a risk in paying too little attention to these nuts-and-bolts
activities. The operational executor administers the day- to -day work of managing
people inside an organisation by:
● Implementing work plan policies
● Advancing HR technology
Older professionals who would have succeeded 30, 20 even 10 years ago, or not as likely
to succeed today. They are expected to play new roles. To do so, they will need the new
competencies. HR should reflect on the new competencies and what they reveal about
the future of the HR profession.

HRM CHALLENGES
Humans have always been complex and managing human resources in an organisation
has never been an easy task. Now, the digital age has added even more complexity to
human resource management.
In today's competitive world, the major challenges to be faced by human resource
managers are classified into three categories:
● Environmental challenges
● Organisational challenges
● Individual challenges

These three categories of challenges are discussed in detail as follows:-

A) ENVIRONMENTAL CHALLENGES:-
Environment challenges are the forces is external to the organisation. They influence
organisation performance but are largely beyond management control.
1) Rapid changes:- Changes of a various kinds hit the firms from all Angels.
Successful managers are those who anticipate and adjust to such changes quickly
rather than being passively. Caught unprepared, If firms hire people who cannot
adjust the changes, then they are hiring the wrong persons.
2) Workforce diversity:- Workforce diversity is another major work related
Trend. HR managers have to deal with the following new trends in the
workforce diversity:
● Compensation:- The composition of the work force is changing in India.
Organisations now cannot discriminate on the basis of age. Young, skilled and
knowledgeable employees are occupying positions of importance. Old employees
have grown in number now-a-days due to improve medical and healthcare.
Opening up of private sector has provided many avenues to the new generation
employees.
● Women at work:- Women employees today constitute a major share of
workforce. The initial reluctance on the part of the employers to give jobs to
 women seems to be a thing of the past. Women handle both hard and soft jobs,
now-a-days, in every possible field whatsoever.
● Changes in employee values:- The changing structure of work force has led to
theintroduction of new values in the organisations. A time was there, when
employees regarded their jobs as a central life interest and performed them
with single mindeddevotions. Now-a-days, work is regarded as only one
alternative among many as a means for becoming a whole person. Employees
are seeking a greater balance between their work lives and their personal lives,
more leisure time and greater flexibility in scheduling time away from work.
Employees have been demanding thatmanagement should look more closely at
work schedules which accommodate their needs in addition to the needs of the
organisation. This will pave the way for industrial betterment and meet the
ever-increasing demands for the workforce.
● Level of education:- In the recent years, employees have been entering the
organisations with increased level of formal education. Increase the educational
levelchange is the attitudes of the employees. Rather than relaxing with the
feeling that more of the education is better, if a management does not recognize
and redesign jobs to affect a match with better qualified HR, it will be
contributing only to frustration, absenteeism, grievances and turnover. HR
managers must find innovative ways of keeping these people motivated and
satisfied.

3) GLOBALISATION:- Today's managers in big firms alare quite comfortable

transacting business in multiple languages and cultures. In the new globalized
market place. HR managers are required to play challenging roles and create a
competitive advantage for the firm. Competitive advantage refers to the ability of an
organisation to formulate strategies to exploit profitable opportunities, thereby,
maximizing it's return on investment. Successful managers have to anticipate and
adjust to such changes quickly rather than being passively Swept along or caught
unprepared. Agility pays rich dividends and manager have an important role to play
in creating a Favourable work climate to initiate and implement changes quickly.

4) CHANGES IN POLITICAL ENVIRONMENT:- Government interferes in the

business to safeguard the interest of the workers, customers and the public at
large. Government participation in trade, commerce and industry poses many
challenges before the management. The government may restrict the entry of
private sector in certain areas in the public interest. It does not mean that there
will be no cooperation between the government and private sector, but in future the
private sector organizations will have to co-ordinate their labour welfare programme
with those of the government.

5) CHANGES IN LEGAL ENVIRONMENT:- Many changes are taking place in the

legal framework within which the industrial relations system is functioning. It is
the duty of the human resource manager to keep abreast of these changes and
bring about necessary adjustments within the organisation so that greater
utilizations of human resource can be achieved.

6) CHANGES IN PSYCHO-SOCIAL NEEDS:- In future, organisations will be

required not only to make use of advanced technology but also to take into
consideration the psychological needs of the employees.

7) TECHNOLOGY:- Organisation that employee appropriate technologies i.e., To

get the right information to the right people at the right time, will enjoy a
competitive advantage. Recent innovations in the form of total quality
management, reengineering work process, flexible manufacturing systems, have
 only one thing in common i.e., serving the customer well through improved
operation in efficiency. Technology affects the HR function in many ways.

8) SOCIAL FACTORS:- HR managers have since long realise the importance of

conducting their business in a socially relevant and responsible manner. The society,
at large, nowadays is very demanding.

B) ORGANISATIONAL CHALLENGES:-
In addition to the environment and factors, there are several factors which are
internal to the organisation.
1) Cost control:- Cost management is a major factor in the success or failure of any
business. As organisations are becoming more concerned with cutting costs, HRM
departments must show the value they add to the organisation through alignment
with business objectives. Another consideration is the cost of hiring and intern over.
The hiring process and the cost of the turnover in an organisation can be very
expensive. By creating a recruiting and selection process in cost control in mind, HR
can contribute directly to cost control strategies of the organisation.

2) Productivity:- The management of the employee productivity and performance is a

challenge for human resource managers. However, a smart HR organisation can
always find a way forward. It just has to step up a strategic partnership with the
leadership team.

3) Building core competence:- Competence is a unique strength of an organisation

which may be in the form of human resource, marketing capability, or technological
capability, If the business is organised on the basis of the core competence, it is
likely to generate competitive advantage.

4) Organisational restructuring:- Organisational restructuring is a common

occurrence in the current economic conditions. It can happen for many reasons-new
business acquisitions, low business performance market conditions or simply to stay
relevant etc. Regardless of the cause of restructures, the process of restructuring is
complex, and can make or break an organisation. HR place of crucial role in the
process, asit is the one department that both management and employees rely on to
manage the issues that arise from restructures.

C) INDIVIDUAL CHALLENGES:-
These forces are related to the personal aspect of the organisation. The decisions
related to the specific individual employees are included in the individual challenges
for the HRM.
1) Empowerment:- Employees empowerment can begin with the training and
converting a whole company to an empowerment model. Conversely, it might merely
give employees the ability to make some decisions on their own. A management
practice of sharing information, rewards, and power with employees so that they can
take initiative and make decisions to solve a problem and improve service and
performance.

2) Brain drain:- An individuals developed greater technical and professional

qualifications their service will be in great demand in the other organisation also. As
the result various managerial and professional employees will become more mobile,
which will help to increase effective interface between organisations in the
environment. In such cases, the organisation loses its intellectual property and in
many situations the living employees at the higher levels also take with them the
potential lower- level employees.
3) Changing employee aspirations:- The youngsters of today or more careers oriented
and are clear about the lifestyle they want to lead. Considerable changes have been
noted in the career orientations of the employees. They are becoming more aware of
their higher-level needs and this awareness would intensify further among the future
employees. It is a challenge for the HR manager to evolveappropriate techniques to
satisfy the higher-level needs of the employees.

4) New work ethics:- As changing work ethic requires increasing emphasis on

individuals, jobs will have to be redesigned to provide challenge to the employees.
Flexible starting and quitting times for employees (flexi time) may become necessary.
further, focus will Swift from extrinsic to in extrinsic motivation of employees.

5) JOB INSECURITY:- Majority of employees desire to get steady and save job rather than
a job with the promotional future. Even most successful organisations lay off their
employees in the period of cut-throat competition. All these things create fear among
employees about the insecurity of their jobs which would hinder their effective
performance. A challenge for the HR manager is to keep a balance between the employee
needs of security and the organization’s need for downsizing.

6) MATCHING PEOPLE WITH ORGANISATIONS:-Matching individuals to organisations

isa crucial part of success for any company. The match between people and the
companies for which they are determined by the kind of organisation culture that exist.

MEANING AND DEFINITIONS OF HRIS :-

A human resource information system (HRIS) is a systematic procedure for gathering,
storing maintaining, retrieving, and revising human resource data. An (HRIS) will store
information about employees, retirees, and their departments and enable the employer
to issue paychecks or retirement checks; withhold required taxes, retirement account
contributions, and other detections; track leave balances; provide insurance coverage
and other employee benefits, and improve working management and budgeting.

According to Hendrickson, "HRIS can be briefly defined as integrated systems used to

gather, store and analyses information regarding and organization’s human resources".

FUNCTIONAL COMPONENTS OF AN HRIS:-

The three major function and components in any HRIS :-
● Input
● Data maintenance
● Output
These three components are discussed as follows:-
● The input function enters personal information into the HRIS. Data entry in the
past had been one way, but today, scanning technology permits scanning and
storage of actual image of an original document, including signatures and
handwritten notes.
● The maintenance function updates and adds new data to the database after
datahave been entered into the information system.
● The output functions the most visible function of an HRIS is the output
generated. To generate valuable output for computer users, the HRIS how to
process that input, make the necessary calculations, and then format the
presentation in a way that could be understood.
NEED FOR HRIS:-
i) large organisations employee a very large number of people. It becomes necessary
to have an effective information system to tackle the personnel problems.
ii) In the case of organisations which are graphically dispersed, every office requires
time and accurate information for manpower management.
iii) Nowadays, salary packages are becoming very complex consisting of a many
allowances and deductions. Information system is needed to store this information.
iv) A proper information system would Store and retrieve data quickly and correctly
enabling the employers to comply with statutory requirements.
v) With the help of information system, employee records and files can be integrated
for firm retrieval, cross referencing and forecasting.

SHORT COMING IN THE HRIS:-

● Additional training has to be given to the employees to be able to use the self-
service models.
● Resistance to change in another problem in HRIS
● In addition, employees in HR department must attend several trainings to be able
to use modules and to exploit all the options it provides.
● The last problem is conducted with the process of replacing the old system with
the new one. If the organisation chooses another producer or provider the problem
mayarise with incompletable data or possible danger to the security of database.

EMERGING TRENDS IN HRM:-

Human resource managers have to face more problems in the management of labour
because of the changing business environment.
 Increase in size of workforce:- With the increase in the size of the
organisations and the emergence of multinational corporations in the country,
the number of people working in the organisations have also increased. The
management of increased workforce a number of problems and challenges for
the human resource managers as the new workforce is very conscious of its
rights.

 Changing composition of workforce:- The composition of workforce is also

changing and creating new problems for the human resource managers. In
future, the minority groups and women will emerge as a significant component
of workforce.Due to easy access to educational and employment opportunities,
the scheduled castes, schedule tribes and other minority groups are fast
becoming an important source of manpower in the organisation. An increased
number of married female employees and working mothers being new problems
before the human resource managers. Technological progress in the country is
bringing more white-collar employees in the organisations which will make the
job of human resource managers more challenging.

 Increase in education levels:- Technological progress and spread of educational

institutions have increased the level of education and made the employees more
mobile. Educated workers are more aware of their rights especially their higher-
level needs. The human resource managers will have to develop appropriate
policies and techniques to motivate the educated workers.

 Technological advancement:- With the technological developments, automation

and computerization of the organisation are taking place which are making the
jobs and skills absolute. In the age of competition, organisations with old
technology cannot think of surviving. But with new techniques, the problems of
 unemployment crop up. This problem can be solved by properly assessing
manpower needs and training of redundant employees in alternate skills.

 Organisational development:- In future, changes will to be made to improve

organisational effectiveness. Top management will have to be actively involved in
the development of human resource. Human resource managers will have to
develop a work culture conductive to organisational development consisting of
rigorous timing and discipline, revise division of labour, impersonal styles of
supervision and control.

 New work ethics:- For setting up and enforcing good quality standards, the
human resource managers will have to develop a new work ethic. Changing
work ethic will require increased emphasis on individuals. As a result, jobs will
have to be redesigned to provide challenge to the employees.

 New personnel policies:- New and better personal policies will be required for
the workforce of the future. Human resource managers have to concentrate on
performance related compensation, goal-oriented performance appraisal,
development-oriented training system, management by objectives, team
building, participate to management and other sophisticated techniques.

 HR approach and participated management:- The managers have to treat

human resource as vital instruments in achieving the goals of the organisation.
Instead of autocratic leadership there is more emphasis on participative
leadership. Human relations approach is more increasingly used to deal with
employees and trade unions. Emphasis is shifting from legal and rule bound
approach to open and humanitarian approach.

 Globalisation:- Due to globalisation, the HR managers are required to play

challenging roles and create competitive advantage for their concern. Today the
business environment has become highly volatile in the nature. Changes of
various kinds hit the firms from all Angels. The HR managers have an important
role in creating a favorable work climate to initiate and implement changes
quickly. They have to anticipate important and crucial changes in the advance
and initiate proactive steps immediately.