Unit 1: Introduction to HRM and

Technology
MGT 235: Human Resource Management and Technology
BBA 4th Semester – Tribhuvan University

Prabina Shrestha
Lecturer
Balkumari College
 Concept of HRM
Concept of Human Resource Management (HRM)
• HRM is the strategic and coherent approach to managing people in an
organization so that they help the business to gain the competitive
advantages. (Strategic management of people in an organization)
• It involves recruiting, hiring, training, developing, and retaining employees.
• HRM is concerned with people dimension in management and focuses on
acquiring services of people, developing their skills, motivating them, and
ensuring their continued commitment.
Objectives of HRM
• To maximize employee performance in alignment with organizational
goals.
• To ensure effective utilization of human resources.
• To develop and maintain quality of work life (QWL).
• To help the organization adapt to change.
• To ensure compliance with legal and ethical standards.
Functions of HRM
HRM functions can be categorized into two Group
1. Managerial Functions: 2.Operative Functions:
Planning Recruitment and selection
Organizing Training and development
Staffing Performance appraisal
Directing Compensation and benefits
Controlling Employee relations
Safety, health, and welfare
1. Managerial Functions
These are related to managing and guiding the HR team and overall
workforce.
• Planning – Forecasting human resource needs and preparing action
plans.
• Organizing – Arranging tasks, roles, and responsibilities within HR.
• Staffing – Filling positions with the right people at the right time.
• Directing – Leading and motivating employees to perform effectively.
• Controlling – Monitoring and evaluating HR policies and activities.
2. Operative (Functional)
Functions
• These are specific activities directly related to employees.
• Recruitment and Selection – Finding and hiring the best talent.
• Training and Development – Improving skills and preparing employees for
future roles.
• Performance Appraisal – Evaluating employee performance and giving
feedback.
• Compensation and Benefits – Providing fair salary, bonuses, insurance, and
other perks.
• Employee Relations – Maintaining healthy relationships and resolving conflicts.
• Safety, Health, and Welfare – Ensuring safe work environments and employee
well-being.
 HRM vs Personnel Management
Basis HRM Personnel Management

Approach Strategic and future-focused Traditional and routine-based

Focus Employee growth and development Daily administrative tasks

Employee View Valuable assets and partners Just workers or tools of production

Decision-Making Decentralized, shared responsibility Centralized, controlled by top-level

Communication Style Open and two-way Limited and top-down

Contd:
• HRM focuses on developing people and aligning them with long-term
business goals.
• Personnel Management mainly deals with basic employee
management and record-keeping.
• HRM treats employees as partners, while PM treats them as workers.
• HRM is modern and proactive, PM is older and reactive.
HRM Outcomes
• Improved organizational productivity and performance
• Increased employee motivation and satisfaction.
• Stronger employer-employee relationship.
• Enhanced adaptability to change.
• Competitive advantage through people.
HRM Outcomes (Results of Good HRM Practices)

1. Increased Productivity
• When employees are well-managed, trained, and motivated, they work
more efficiently.
• HRM ensures the right people are in the right jobs, leading to better
output.
2. Enhanced Employee Motivation
• HRM boosts morale through fair treatment, rewards, recognition, and
career growth.
• Motivated employees are more committed and enthusiastic about their
work.
Contd:
3. Better Retention and Performance
• HRM helps keep good employees in the organization by creating a
positive work environment.
• It also supports regular feedback, training, and development for better
performance.
4. Competitive Advantage
• Skilled and satisfied employees help the organization perform better
than others.
• HRM creates a strong workforce that gives the company an edge in the
market.
Changing Role of HR Managers
• From administrative expert to strategic partner.
• Emphasis on technology adoption, data-driven decision-making.
• Role in shaping organizational culture and managing change.
• Focusing on employee experience and well-being
• Increasing involvement in business strategy formulation.
Changing Role of HR Managers
• In modern organizations, HR managers do more than hiring and paperwork.
Their role has evolved in the following ways:
1. Strategic Partners
• HR managers now work closely with top management.
• They help align people with the company’s goals and long-term plans.
• Example: Involving HR in business decisions like expansion or restructuring.
2.Culture Builders
• HR shapes the values, behaviors, and work environment of the organization.
• They promote teamwork, inclusiveness, and a positive attitude.
• Example: Creating policies that support diversity and employee well-being.
Contd:
3. Technology-Driven Leaders(informed decision makers)
• Modern HR managers use technology for hiring, training, payroll, and performance
tracking.
• They analyze data to make smart decisions.
• Example: Using HRIS or AI tools to identify skill gaps and plan training.
4. Employee Experience Designers
• HR now focuses on making employees feel valued and engaged at every
step — from joining to exit.
• They design smooth onboarding, training, feedback, and growth
experiences.
• Example: Organizing wellness programs and flexible work options.
Contemporary HR Issues
• Workforce diversity: managing people of different genders, cultures,
and generations.
• Remote work and virtual teams.
• Talent acquisition and retention in a competitive market.
• Technological disruption: automation, AI, and HR analytics.
• Legal compliance with labor laws and regulations.
• Work-life balance and mental health.
• Globalization of labor and HR practices.
Contemporary HR Issues
1. Workforce Diversity
• Employees come from different cultures, genders, generations, and
backgrounds.
• HR must create a respectful, inclusive environment where all feel valued.
• Example: Offering equal opportunities and avoiding discrimination.
2. Remote and Hybrid Work
• Many employees now work from home or a mix of office and home (hybrid
model).
• HR needs to ensure productivity, communication, and connection in virtual
setups.
• Example: Using online tools like Zoom, Teams, or HRIS for collaboration.
Contd:
• 3. Talent War and Retention
• Companies are competing to attract and keep the best employees.
• HR must offer good salaries, growth opportunities, and a positive culture to
retain talent.
• Example: Providing flexible hours or professional development programs.
• 4. Mental Health and Wellness
• Stress, burnout, and anxiety are increasing in workplaces.
• HR plays a role in promoting mental well-being and emotional support.
• Example: Organizing counseling, wellness days, or stress management
workshops.
Contd:
5. Legal Compliance
• Organizations must follow labor laws and employment regulations.
• HR must stay updated and ensure fair treatment, wages, safety, and
benefits.
• Example: Complying with Nepal’s Labor Act for leave, contracts, and
termination.
Paradigm Shifts in HRM
• Shift from administration to strategy
• From standardization to personalization
• From rules-based to value-based HR practices.
• From manual processes to digital platforms.
• Integration of AI, Analytics and cloud base HR Systems.
• Moving towards agile HR—flexible and adaptive.
Paradigm Shifts in HRM
• Modern HRM has moved away from traditional practices and adopted
new, strategic roles
1. Admin → Strategic
• Before: HR mainly handled paperwork, attendance, and compliance.
• Now: HR is a strategic partner—involved in business planning,
organizational goals, and performance improvement.
• 📌 Focus: Not just managing people, but building organizational
success through people.
Contd:
2. Rule-based → Value-based
• Before: HR followed rigid policies and rules with little flexibility.
• Now: HR encourages trust, ethics, and values to guide behavior and
decisions.
• 📌 Focus: Doing what’s right, not just what’s written.
3. Manual → Digital
• Before: Everything was paper-based—from applications to payroll.
• Now: HR uses technology like HRIS, AI, and analytics for recruitment,
training, appraisals, etc.
• 📌 Focus: Faster, smarter, and more efficient HR operations.
Contd:
4. Top-down → Inclusive
• Before: Decisions were made by top management, and employees
just followed.
• Now: HR promotes employee involvement in decisions, feedback
systems, and open communication.
• 📌 Focus: Listening to employees and building a culture of
collaboration.
Quick Recap for Students:

Old HRM New HRM

Admin tasks Strategic thinking

Rule-following Value-driven culture

Manual work Technology-based

One-way command Two-way engagement

Sample Case Study:
TechSolutions Pvt. Ltd.
• Background:
TechSolutions is a growing IT firm in Kathmandu. With rapid
expansion, the company is facing difficulty in managing its workforce.
The HR department is still using manual records and paper-based
systems. The recruitment process is slow and employees are not
happy with the appraisal system.
• Scenario:
The management is considering implementing a Human Resource
Information System (HRIS) to improve efficiency. However, some
managers are reluctant, fearing job loss and change.
Discussion Questions:
• What are the challenges TechSolutions is facing in its current HR
practices?
• How can technology (like HRIS) solve these challenges?
• What steps should be taken to successfully implement HR
technology?
• What role should HR managers play during this change?
Unit 2: Technology in HR (5
Lecture Hours)
Concept of HR Technology
• HR technology refers to the use of software, hardware, and digital
platforms to perform human resource functions more efficiently.
• It helps automate, streamline, and improve HR processes such as
recruitment, payroll, training, performance appraisal, and employee
engagement.
Purposes of HR Technology
• Improve efficiency in HR operations
• Reduce manual workload and paperwork
• Enable data-driven decision-making
• Enhance employee experience
• Support strategic HR planning
• Ensure compliance with labor laws and reporting
Use of e-HR and HRIS in
Organizations
e-HR (Electronic HR)
• Digitized HR functions accessible online
• Includes tools like e-recruitment, e-learning, e-performance appraisal
• Supports remote work and self-service portals for employees
HRIS (Human Resource Information System)
• A computerized system that stores and manages employee-related data
• Helps in tracking attendance, leave, payroll, performance, training
records, etc.
• Enables quick access to accurate information for decision-making
Options for Implementing HRIS
• On-Premise HRIS
• Installed and managed on company’s own servers
• More secure but requires higher cost and IT staff
• Cloud-Based HRIS (Software-as-a-Service / SaaS)
• Accessible online; managed by third-party vendors
• Cost-effective, scalable, and easy to update
• Custom-Built HRIS
• Developed according to specific needs of the organization
• Offers flexibility but can be expensive
Access to HR Database
• Authorized HR personnel can access employee data for tasks like:
• Payroll processing
• Performance evaluation
• Leave tracking
• HR planning and Analytics
• Access control ensures data privacy and security
Future of HR Technology
• Use of Artificial Intelligence (AI) for resume screening and chatbots
• People analytics to predict turnover and performance
• Mobile apps for employee self-service
• Virtual Reality (VR) for employee training
• Blockchain for secure employee records
Influence of IT on HR Managers
• HR managers must be digitally literate and data-savvy
• Helps them become strategic partners in business
• Allows faster decision-making using real-time data
• Requires continuous learning and adaptation to tech trends
Status of HR Technology in
Nepal
• Growing adoption, especially in large and urban-based organizations
• Popular tools: HRIS systems (e.g., PeopleSoft, BizWorkforce,
MeroHR)
• Small firms still use manual processes
• Increasing trend of e-recruitment, digital attendance, and payroll
automation
Case Study: Digital Transformation
at Sunrise Textiles Pvt. Ltd.
• Background:
• Sunrise Textiles Pvt. Ltd. is a medium-sized garment manufacturer based in
Birgunj, Nepal. The company employs around 250 workers and 25
administrative staff. For years, HR tasks such as attendance, leave
management, and payroll processing were handled manually through
registers and spreadsheets.
• Due to repeated complaints about delayed salary processing, poor
recordkeeping, and errors in leave calculations, the management decided
to implement a cloud-based Human Resource Information System (HRIS).
• They selected a local vendor that provided an affordable and easy-to-use
HRIS system that included features such as:
Contd:
• Digital attendance (via biometric and mobile app)
• Online leave application and approval
• Payroll automation
• Employee profile management
• 🔹 Situation:
• After 3 months of implementation:
• Administrative errors dropped by 90%
• Employees appreciated the transparency and self-service portal
• HR managers saved a significant amount of time and were able to focus on training and
development
• However, some older staff resisted the change and found the system difficult to use
Discussion Questions:
• What specific HR problems was Sunrise Textiles facing before
implementing HR technology?
• How did the HRIS system improve their operations?
• What are the challenges that companies may face while adopting HR
technology?
• What could HR managers do to help older employees adapt to the
new system?
• In your opinion, is it practical for small- and medium-sized businesses
in Nepal to adopt such technology? Why or why not?
Unit 3: Human Resource Planning
and Job Design (6 Lecture)
• Concept and Importance of Human Resource Planning (HRP)
• Human Resource Planning (HRP) is the process of forecasting an
organization's future human resource needs and developing strategies to
meet them.
• Key Points:
• Ensures the right number of employees with the right skills are available at
the right time.
• Helps the organization prepare for future growth, retirements, or changes in
business.
• Involves analyzing current workforce, predicting future demand and supply,
and filling any gaps.
Importance:
• Ensures the right number and type of people are available at the right
time.
• Helps staff shortage or Excess
• Improves the efficiency of hiring and training.
• Supports the achievement of organizational goals.
• Enables quick response to changes in the business environment.
HRP Process

•Analyzing organizational objectives

– Understand future goals and workforce needs.
•Forecasting demand for human resources
– Estimate the number and type of employees needed.
•Forecasting supply of human resources
– Analyze internal (existing staff) and external labor availability.
•Identifying gaps
– Compare demand and supply.
•Developing HR plans
– Include recruitment, training, outsourcing, or restructuring strategies.
•Monitoring and evaluation
– Track HRP effectiveness and adjust as needed.
Major HRP Activities
• Manpower forecasting
• Succession planning
• Workforce development
• Retention strategies
• Staffing and recruitment planning
Contd:
• 1. Manpower Forecasting
• Predicting how many employees will be needed in the future and in
what roles.
• Helps avoid overstaffing or understaffing.
• Based on business goals, retirements, resignations, promotions, and
market changes.
• 📌 Example: A hotel forecasts it will need 10 more housekeeping staff
during peak tourist season.
Cotd:
• 2. Succession Planning
• Preparing to fill key positions in the future when leaders retire or
leave.
• Focuses on identifying and training potential future managers or
executives.
• Ensures leadership continuity and smooth transitions.
• 📌 Example: Grooming a senior officer to take over the HR Head
position in 2 years.
Contd:
• 3. Workforce Development
• Activities aimed at improving employee skills, knowledge, and
abilities.
• Includes training programs, mentoring, and education support.
• Helps employees grow and stay relevant in changing job roles.
• 📌 Example: Providing digital skills training to employees in a company
going paperless.
Contd:
• 4. Retention Strategies
• Plans to keep valuable employees in the organization.
• Includes offering career growth, fair pay, recognition, flexible hours,
and a positive culture.
• Reduces turnover and improves organizational stability.
• 📌 Example: Offering learning opportunities and bonuses to retain IT
staff.
Contd:
• 5. Staffing and Recruitment Planning
• Identifying when and where new employees will be needed.
• Planning for hiring timelines, sources (internal/external), and budgets.
• Helps ensure timely recruitment to match demand.
• 📌 Example: Planning campus recruitment for 20 entry-level marketing
roles next quarter.
1. Manpower Forecasting
• Predicting how many employees will be needed in the future and in
what roles.
• Helps avoid overstaffing or understaffing.
• Based on business goals, retirements, resignations, promotions, and
market changes.
• 📌 Example: A hotel forecasts it will need 10 more housekeeping staff
during peak tourist season.
2. Succession Planning
• Preparing to fill key positions in the future when leaders retire or
leave.
• Focuses on identifying and training potential future managers or
executives.
• Ensures leadership continuity and smooth transitions.
• 📌 Example: Grooming a senior officer to take over the HR Head
position in 2 years.
3. Workforce Development
• Activities aimed at improving employee skills, knowledge, and
abilities.
• Includes training programs, mentoring, and education support.
• Helps employees grow and stay relevant in changing job roles.
• 📌 Example: Providing digital skills training to employees in a company
going paperless.
4. Retention Strategies
• Plans to keep valuable employees in the organization.
• Includes offering career growth, fair pay, recognition, flexible hours,
and a positive culture.
• Reduces turnover and improves organizational stability.
• 📌 Example: Offering learning opportunities and bonuses to retain IT
staff.
5. Staffing and Recruitment
Planning
• Identifying when and where new employees will be needed.
• Planning for hiring timelines, sources (internal/external), and budgets.
• Helps ensure timely recruitment to match demand.
• 📌 Example: Planning campus recruitment for 20 entry-level marketing
roles next quarter.
Techniques of HR Demand and
Supply Forecasting
Demand Forecasting:
• Trend analysis – Using past data to predict future needs.
• Managerial judgment – Expert opinion of managers.
• Delphi technique – Collecting expert forecasts anonymously.
• Workload analysis – Based on expected workload.
Supply Forecasting:
• Skill inventory – Existing employee capabilities.
• Replacement charts – Who is ready to fill which roles.
• Attrition analysis – Estimating turnover and retirement.
Information Technology in HRP
• HRIS tools can track workforce data and help forecast needs.
• Predictive analytics help in succession planning and staffing models.
• Software such as PeopleSoft, SAP, or local HRIS tools provide
planning dashboards.
Job Design
Concept of Job Design
• Job design is the process of organizing tasks, duties, and
responsibilities into a productive unit of work.
Key Terminologies in Job Design
• Job: A group of related tasks performed by one person.
• Task: A specific duty or responsibility.
• Duty: A major part of a job.
• Responsibility: Accountability for outcomes of duties.
Significance of Job Design
• Improves employee satisfaction and motivation
• Enhances work efficiency and performance
• Reduces boredom and fatigue
• Helps in clear role definition
Job Analysis Techniques
• Job Description
• A written statement of what a job involves.
• Includes title, duties, responsibilities, and working conditions.
• b. Job Specification
• Lists the qualifications, skills, and experience needed to perform the
job.
• c. Job Evaluation
• Determines the value of a job in comparison to others for fair
compensation.
Technology and Job Design
• Use of automation and software tools changes job roles.
• Jobs are now designed for remote work, flexibility, and multitasking.
• Digital tools can enhance employee control and productivity.
• Example: Chatbots in customer service reduce repetitive tasks for
staff.
Unit 4: Employee Recruitment and
Selection (5 Lecture Hours)
Concept of Recruitment
• Recruitment is the process of attracting qualified candidates to apply for job
positions in an organization.
• It is the process of identifying, and encouraging potential candidates to apply for
job vacancies in an organization.
• Key Points:
• It creates a pool of qualified applicants.
• It helps ensure the right people are available for the right jobs at the right time.
• Recruitment is the first step in the employment process.
• It can be done through internal (within the organization) or external (outside the
organization) sources.
Sources of Recruitment
A. Internal Sources
• Promotion
• Transfer
• Internal job posting
• ✅ Benefits: Cost-effective, motivates existing employees
B.External Sources
• Job portals
• Newspapers and advertisements
• Campus placements
• Employment agencies
• Walk-in interviews
• ✅ Benefits: Brings new talent and fresh ideas
E-Recruitment (Online Recruitment)
• Use of internet and digital tools for attracting and hiring candidates.
• ✦ Purposes:
• Reduces time and cost of hiring
• Widens the reach to more candidates
• Speeds up communication and shortlisting
• 📌 Examples: LinkedIn, MeroJob, JobAxle
Concept of Selection
• Selection is the process of choosing the best candidate from the pool
of applicants.
• ✦ Importance:
• Helps hire the most suitable and qualified individual
• Reduces turnover and training costs
• Improves organizational performance
Steps in Selection Process
• Receiving applications
• Initial screening
• Written test (if needed)
• Interview
• Background/reference check
• Medical examination
• Final selection and job offer
Selection Tests
• A. Types of Tests:
• Aptitude Test: Measures logical reasoning or problem-solving ability
• Personality Test: Assesses traits and behavior
• Skill Test: Measures specific job-related skills
• Integrity Test: Measures honesty and reliabili
Interviews
• It is a two-way communication process.
• Helps the employer decide if the candidate is the right fit.
• Allows the candidate to learn more about the organization and job role.
• Interviews can be face-to-face, online, panel-based, or one-on-one.
Types of Interviews:
• Structured – Fixed set of questions
• Unstructured – Open-ended, casual format
• Panel – Conducted by a group of interviewers
• Behavioral – Focuses on past behavior and experience
• Online/Virtual – Conducted through Zoom, Skype, etc.
Recruitment and Selection Practices
in Nepal
• Private companies use both traditional and online methods
• Public sector follows Public Service Commission (Lok Sewa)
guidelines
• Growing use of HRIS and e-recruitment platforms in urban
organizations
• Importance of merit-based and fair selection is increasing
(Recruitment is about attracting candidates.
Selection is about choosing the best one.
Both processes aim to build a strong and capable workforce.)