Professional Documents
Culture Documents
Dr. B.S.N.RAJU
ASSOCIATE PROFESSOR
DEPARTMENT OF MBA
HUMAN RESOURCE
MANAGEMENT
Definitions
Why HRM is important
Core objectives
HRM goals
Holding and
Motivating
GREATER HIGHER
Employee rewards organisational
& recognition productivity & profit
HRM challenges
Extremely high competition
Retaining talents
Deliver value added HR services
Rapid technological advances and impact
Changing legal, political & social realities
Changing values & educational levels
Changing consumer demands
To meet the challenges the
companies need people who are…
More Committed
Highly Motivated
Highly Skilled
Good Potential
Excellent team players
Goals of HRM:
General Specific
Productivity attracting
QWL retaining
Hard Soft
Workers are a resource Workers are key
like any other resource to competitive
advantage and
must be nurtured
& developed
Any Questions ?
THANK YOU
Who is Responsible?
Line managers
HR professionals
Consultants/sub-contractors
employees
Current Issues in HRM
Responding to intensified competition
Managing international operations
Technological innovation
Complying with the law
Managing with/without trade unions
Ethical concerns**
Best practice V’s Best fit
Best Practice V’s Best Fit
Best Practice:
- best way of carrying out HR activities that is
universally applicable
- advanced selection methods, serious
commitment to employee involvement,
substantial investment in T&D etc.
Best Fit:
- all is contingent on the circumstances of each
organisation
Some Ethical Concerns
Dismissing someone for incapability
Failing to dismiss a senior manager
Paying women less than men
Pressure to change hours or location
Paying less when you can pay more
Failing to tell the truth at a tribunal
Failing to make ‘costly’ H&S alterations
HRM Activities
1. Strategy Formulation
2. Human Resource Planning
3. Recruitment & Selection
4. Appraisal & Performance Mgt.
5. Reward Management
6. Training & Development
7. Employee Relations
8. Administration
Organisation
Development
The execution of strategy lies in the hands
of individuals and therefore no matter how
good the strategy is, if it fails to take
account of the people element it is
doomed to failure at worst or to partial
success at best.
(Gunnigle et al 1997)
Organisational Strategy &
HR Strategy
Separation
OS HRS
OS Fit
HRS
OS HRS Dialogue
Torrington & Hall 2002
OS HRS Holistic
OS HRS HR Driven
Human Resource Planning Process
EXTERNAL ENVIR. INTERNAL ENVIR.
ESTIMATE OF IMBALANCE
ACTION PLANS
recruitment; training & development;
redundancy, dismissals; redeployment;
employee relations; organisation development
Communicate Compare
Decisions & results performance
with objectives
• Tell-and listen
• Joint-problem-solving
Reward Package =
Pay + incentives + benefits
- Pay = basic wage
- Benefits = indirect rewards (eg. Car,
VHI, expenses)
- Incentives = performance beyond
expectations (eg. Bonus, awards, share
options)
Objectives of Reward Package
• Attract employees
• Motivate
- Assessment of need
• Gains shared
1. Total quality
2. Total involvement
3. Management by facts
4. Emphasis on H&S
5. Clear objectives
Strategic responses to
increased competition
1. Widespread rationalisation,
redundancies, contracting-out, de-
layering