Human resource, as a discipline and practicein the management of people in an organisation, has evolved and developed into differ-ent areas. These disciplines and practices have gone through a process of trial and error,theory building and testing of various concepts by practicing managers and academics (Farnham & Pimlott 1979; Storey 1989; Armstrong 1995). The underlying forces behind the evolution and development of human resource management have been (and still are) mainly environmental, and the quest for knowledge of better ways of acquiring and utilising labour. The changing organisational environment in the marketplace pushed managers to improve efficiency in the production and service delivery processes by increasing their ability to use the best practices of people management at the time. That is, employee management techniques or methods that would improve production, reduce service delivery costs, and at the same time ensure sustained availability of com-petent staff in the organisation. Human resource management is a contemporary, umbrella term used to describe the management and development of employees in an organization. Also called personnel or talent management (although these terms are a bit antiquated), human resource management involves overseeing all things related to managing an organization’s human capital. Human resource management is therefore focused on a number of major areas, including:

•Recruiting and staffing

•Compensation and benefits

•Training and learning

•Labor and employee relations

•Organization development

Human resource management involves developing and administering programs that are designed to increase the effectiveness of an organization or business. It includes the entire spectrum of creating, managing, and cultivating the employer-employee relationship.

The concept behind human resource management is that employees who are subject to effective human resource management are able to more effectively and productively contribute to a company’s overall direction, thereby ensuring that company goals and objectives are accomplished. Today’s human resource management team is responsible for much more than traditional personnel or administrative tasks. Instead, members of a human resource management team are more focused on adding value to the strategic utilization of employees and ensuring that employee programs are impacting the business in positive and measurable ways.

Module 1 Glimpse of HR

a. What HR means?

b. HR Policy

c. Employee Resourcing

d. Recruitment and Selection

Module-2 Organisation Strategy

a. People Matter

b. Strategy

c. Workforce Planning

d. HRM System

Module- 3 Performance Management

a. Strategic Planning

b. Setting goals

c. HR Technology

d. Total Compensation

Module 4- Organisation Grievance

a. Employee relation

b. Work regulations

c. Individual and collective grievances

d. Discrimination

Module- 5 Reward system in organisation

a. Extrinsic and Intrinsic Rewards

b. Money and Motivation

c. Employee benefits

d. Non-financial versus financial rewards

Module- 6- Training and development

a. Training need Analysis

b. Organisational Analysis

c. Job Analysis

d. Individual Analysis