Professional Documents
Culture Documents
MANAGEMENT
Importance
Liberalization, Globalization and advancement in IT
has changed the world around us
In such competitive scenario ,effective utilization of
resources has become primary task of organizations
Management of Human resource has acquired central
stage & driving seat since apart from itself being a
resource-it drives others resource as well
Continuous honing of employee skills and a focused
look at various HR processes has become very vital
for even survival of organizations , let alone growth.
CONCEPT
Alignment of HR strategy with Corporate strategy &
goals
Sourcing, Deploying and development of Human
resource for their optimal utilization
Development of employees competencies
Managing performance
Working for well being of employees-organizations
known by the quality of people they possess.
What is HRM
HRM is holistic approach towards management of
people who contribute to achievement of
organizational objectives
It ensures the most effective and efficient use of
human talent for accomplishing goals
It refers to acquisition ,retention, motivation and
maintenance of Human resource in an
organization High Power Work Systems
SALARY AND
BENEFITS
KNOWLEDGE
MANAGEMENT
BONUS,
REWARDS &
DISCIPLINE
INCENTIVES
GRIEVANCE
HANDLING
SEPARATION
HIRING &
PLACEMENT
PERFORMANCE
COMMUNICATION MEASUREMENT
INDUSTRIAL
RELATIONS &
WELFARE
CAREER
DEVELOPMENT
ORGANIZATIONTRAINING
STRUCTURE
MANPOWER
PLANNING
Training
Fairness
Labor Relations
16
Human
Resource
Management
(HRM)
Appraisal
Compensating
Basic HR Concepts
17
OBJECTIVES
Helping organizations reach its goals
Efficiently employing skills of employees
Providing well trained and well motivated employees
Increasing employee job satisfaction
Communicating HRM policies to employees
Motivation of employees
Managing change and building responsible behavior
Maintaining ethical policies
Functions of HRM
Staffing
Work /Job Analysis
HR/Manpower planning
Recruitment
Selection
Placement
Induction/Orientation
Performance appraisal & Management
Training & Development
Functions of HRM---Contd.
Career Planning & Management-Succession
Compensation management :
Wage & salary packages
Employee benefits & services
Employee motivation, rewards & incentives
Functions of HRM---Contd.
Functions of HRM---Contd.
Human resource accounting, Audit & Research:
Cost & value of HR
Effectiveness of HRM
Development through research
International HR Practices
Quality of Work life, Job satisfaction & morale
Finally for achieving organizational objectives
HRM has to focus on 3 core areas-known as 3Ps
PEOPLE PROCESSES
PERFORMANCE
DEMOGRAPHIC
Age
Diversity
Gender
Education
HRM MISSION
To continually evolve
new bench marks in
Human Resource
Practices for
ensuring effective
contribution of
people towards
achieving business
excellence.
GUIDING PRINCIPLE
Emphasis on speed,
simplicity and
service orientation
as the main focus.
Need for review of
personnel policies,
systems and
procedures.
18
The Death of HR ?
What is SHRM
It is concerned with relationship between HRM and
strategic management
It is an approach which relates to decisions about nature
of various HR processes
A pattern of planned HR deployment and activities
intended to enable companies to achieve its goals
Recognition of potential of Human resources in providing
competitive advantage
A proactive and strategic HR function
Evolution of SHRM
Personnel Mgt
HRM
1970s
SHRM
1980s
Part of Mechanistic
Convergence b/w
Orgn.
Cross hierarchical
HRM& business
Bureaucratic
strategy
High Centralization
teams
Proactive HRM
High Formalization
Decentralized
Low Flexibility
Low Formalization
effectiveness &
Flexible
performance
Traditional HRM
Staff Personnel in
HR Deptt.
SHRM
All Line Managers
for people
Focus of
Activities
Employee Relations
ensuring
employee
motivation &
productivity,
compliance with
laws
Partnership with
internal
(Employees) &
External
(Customers,
Stakeholders)
groups
Role of HR
Reactive &
Transactional
Proactive &
Transformational
change leaders
Traditional HRM
Slow, piecemeal,
fragmented not
integrated with
larger issues
SHRM
Fast, flexible,
systematic, change
implemented in
concert with other HR
systems
Consider various
time frames as
necessary (short,
medium. Long range)
Control
Organic control
through flexibility,
least restrictions on
employee behaviours
Bureaucratic
control through
rules, procedures
Traditional HRM
Focus on scientific
Mgt principles
division of labour
specialization
SHRM
Broad job design,
flexibility, teams &
groups
Important
Investments
Capital, Product,
Technology
Accountability
Cost Centre
Investment Centre
2.
3.
4.
5.
6.
7.
8.
9.
Step 1Step2Step3Step4Step5Step6-
Corporate strategy
Business plan
HRM strategy
Objectives
Processes & Policies
Procedures/Rules
Change Agent
Ensure change capacity
and lead change
People
Employee
Champion
Listen & respond,
increase
commitment
Operational
Focus
HR as an Administrative Expert
The traditional (and Still important) role of HR.
Many duties, like payroll & benefits, are increasingly being:
Outsourced (ADP, People Soft, etc.)
Replaced by IT applications using a self-service approach.
A wide range of other traditional HR activities, such as
training, screening applicants, interviewing, performance
evaluation also being outsourced or replaced with technology.
Rather than being enveloped by tight controls and
excessive regulations ,operations are controlled by
whatever is necessary to succeed ,and control systems are
modified as needed to meet changing conditions.
HR as an Employee Champion
HR can act to help balance the demands made on employees and
the resources available to them by:
Generating employee feedback (surveys, informal discussions,
etc.)
Being the employees voice in management decisions.
Propose, support, and administer people-friendly work
practices:
- Teams, flexibility, job design, challenging work, fair pay,
incentive pay, good training programs, work-family, etc.
SHR shifts attention , as against the traditional HRs
focus on employee relations, to partnerships with
internal and external groups.
HR as a Change Agent
Companies are constantly changing- New structures, culture, technology, initiatives, etc.
HR must help org have capacity for successful change. Can
do this through:
- Being Proactive
-Advising and assisting managers in planning,
communicating and implementing change (act as an
internal consultant)
- Voicing employee concerns
- Provide training to employees and managers
- Suggest and work for needed changes
- Role-model by successfully changing and running the HR
department
HR as a Strategic Partner
Create and manage processes to meet strategic goals and business
requirements:
- Workforce planning, competency-building, efficient & flexible
HR systems.
HR follows from Strategy, but should also shape it. The ideal is
when Mgt and HR work together to develop plans to highlight HR
activities that help the business achieve goals
To do this, HR must earn respect of Top Mgt by:
- Being a businessperson, not just HR
- Evaluating and demonstrating how HR is financially helping the
company
HRM Environment
Legislation
Trends in society
International events
Changing technology
HRM planning
Job analysis
Forecasting
Recruiting
Selecting
Develop an Effective Workforce
Training
Development
Appraisal
32
Training
Specialists
Human
Resource
Specialties
Job Analysts
Compensation
Managers
134
Human Resource
Development
Specialists
Employee Welfare
Officers
Benefits of a High-Performance
Work System (HPWS)
Generate more job applicants
Screen candidates more effectively
Provide more and better training
Link pay more explicitly to performance
Provide a safer work environment
Produce more qualified applicants per position
Hiring based on validated selection tests
Provide more hours of training for new employees
Conduct more performance appraisals
136
FIGURE 36
337
Service Provider
Compliance
Personnel Administration
39
HRM
in
India
In the 1970s and 1980s typical HRM functions in organization included:
141
142
143
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