Human Resource Management

Human Resources Management A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques.

OBJECTIVES
Effective utilization of Human Resources Organizational structure of Relationship Development of Human Resources Compatibility of Individual goals with those of Organization Maintain High Moral..

Human Resource Management System

Recruiting Hiring Education & Training Termination Benefit administration

The Firm Potential Employees Employees Retired Employees

DATA MANAGEMENT

Activities of HRM

Input Subsystems Accounting information system

INTERNAL SOURCES

Output Subsystems Work force planning

Recruiting subsystem

Human Resources Research Subsystem

Work force management

Users

HRM database

Compensation management

ENVIRONMENTAL SOURCES

Benefit subsystem Human Resources Intelligence system

Environmental Reporting SUBSYSTEMS OF HRM

Human Resources Management

HUMAN RESOURCE PLANNING

O rg a n is a tio n a l P la n n in g P ro c e s s

S tr t

ic

(5

rs)

H u m a n R e s o u rc e D e ve lo p m e n t C h a lle n g e s

si

ss

(2 -3 rs)

S uccession P lanning
In d ivid u a l R e vie w (Id e a l C a s e )

(1 r)

P rofessional D evelopm ent A nd T raining

E veryb o d y N eed s

(1 r)

In divid u al N eed s

i i

(1 r)

R e view
Key Tasks D e v e lo p m e n t P la n R e v iew

Induction / O rientation

O rg an isatio n al an d C u ltural B eh a vio u rs

Jo b -R elated S kills an d K n ow led g e

B ran ch N eed s

Team N eed s

R ecruitm ent and S election

O rga nisa tiona l a nd C ultura l D e finitio ns

As s e ssm e nt (S urve y?)

RECRUITMENT

SELECTION

COMPENSATION PROCESS

Pay Structure
 

Pay grades Pay ranges

APPRAISAL

Taking corrective standards

Setting performance standards

Communicating standards

Discussing results Comparing standards

Measuring standards

TRAINING

DEVELOPMENT

Motivation and performance model

Feedback to employee

Employee sets expectations and goals

Employee performs job

Re-wards

Performance is evaluated

are given

Employee considers equity of performance rewards

Employee sets new goals and expectations based on prior experiences

REWARD SYSTEM

The role players in labour relations

The State
Secondary relationship Secondary relationship

Employee (trade union)

Primary relationship

Employer (management)

The Constitution and Fundamental Rights NEDLAC Labour Relations Act International Conventions

Rights and obligations of employees, unions, employers and employers organisations

Promotion of collective bargaining and worker participation

Dispute resolution and labour peace

Freedom of association Collective agreements Organisational rights Bargaining Councils Unfair dismissal Statutory Councils Unfair labour practice Workplace forums Strikes and lockouts
Human Resource Management in South Africa 3/e by Grobler,

CCMA

Labour Court

Labour Appeal Court

Role of HRM- Core Roles

PLANNING AND ORGANISING FOR WORK, PEOPLE AND ORGANIZATION

Strategic perspective Organization design Change management Corporate environment management PEOPLE ACQUISITION AND DEVELOPMENT Staffing the organization Training & development Career Management Performance Management Industrial relations ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES Compensation management Information management Administrative management Aids in Financial management

Role of HRM- Future Roles A Role Model Matrix

Administrative Expert Strategic Partner

Employee Oriented

Change Agent

HR Skills to Perform Different Roles

ROLE

Administrative Expert Strategic Partner Employee Oriented Change Agent

SKILLS Customer relations Quality Orientation Process Improvements Business Knowledge Influencing skills Empathy Listening Communicating Change Management Consulting Facilitating Coaching

SOCIAL SCIENCES
Refers to the collection of various sciences that aims to understand the nature of human behaviour as individuals and in group. Consists mainly of three branches . Psychology, . Sociology and Behavi ral Sciences 3. Anthropology It also includes study of other subjects related to human activities such as economics, history, political science and science of law.

Significance
Motivating employees to act towards achievement of organizational objectives. Managing the relationships and behavior patterns of people working in groups to improve total group effectiveness. Selecting and training people to match the work requirements of the organization. Fostering innovation in the organization. Maintaining discipline and morale among the employees. Providing right kind of working environment to employees that promotes higher efficiency and satisfaction among employees. Improving leadership effectiveness in the organization

HRM IN INDIA
The HRM practices in Indian organizations are very unique. A few distinct differentiator that makes India HRM different from global HRM trends and pattern The Indian culture is one that is deeply rooted in its societal and collectivistic values providing for a natural urge to collaborate at the workplace, work in terms and groups and achieve. The diversity that is seen in the Indian society w.r.t. diverse religions and states are reflected in the ability of the Indian and the Indian corporate to tolerate diversity of thinking and working together without inhibitions. Work culture wise, the hard work, long working hours, perseverance and the need to earn money impact the HRM policies. Compensation costs as still a competitive advantage for India making it a preferred business location the world over. The Labors are highly disorganized. A high resistivity to change. Challenged political scenario.

ASSIG MENT
DISCUSS VARIOUS APPROACHES TO HRM; TRADITIONAL AND MODERN

**CAN BE IN PRINTED OR HAND WRITTEN FORMAT