Professional Documents
Culture Documents
Meaning
& Definition of HRM Scope of HRM Why Study HRM? Importance of HRM as a function Differences between PM & HRM HRM-Functions & Objectives Evolution of HRM in India
What is HRM?
HRM is concerned with the people dimension in the organization Facilitating the competencies and retention of skilled force Developing management systems that promote commitment Developing practices that foster team work Making employees feel valued and rewarded
Definitions
HRM refers to acquisition, retention, motivation and maintenance of Human Resources in an organization. Organizations methods and procedures for managing people to enhance skills and motivation. The policies and practices involved in carrying out the people or human resource aspects of a management function, including recruiting, screening, training, rewarding, and appraising HRM is the planning, organising, directing & controlling of the procurement, development, compensation integration, maintenance and separation of human resources to the end that individual, organizational and
Why
Taking a look at people is a rewarding experience People possess skills, abilities and aptitudes that offer competitive advantage to any firm No computer can substitute human brain, no machines can run without human intervention & no organization can exist if it cannot serve peoples needs HRM is a study about the people in the organization-how they are hired, trained, compensated, motivated & maintained
Conducting job analyses (determining the nature of each employees job) Planning manpower needs and recruiting job candidates Selecting job candidates Orienting and training new employees
Contd.
Managing wages and salaries (compensating employees) Providing incentives and benefits Appraising performance Communicating (interviewing, counseling, disciplining) Building employee commitment
Contd.
Understanding employment laws Knowing employee health and safety issues Handle grievances and employment relations
Hire the wrong person for the job Experience high turnover Your people not doing their best Waste time with useless interviews Have your company sued for discriminatory actions
Contd.
Have your company fined for unsafe practices Some employees think their salaries are unfair and inequitable relative to others in the organization Allow a lack of training to undermine your departments effectiveness Commit any unfair employment practices
Scope of HRM
Prospects of HRM Nature of HRM
Industrial Relations
HRM
Employee Hiring
Employee Maintenance
Employee Motivation
Very Vast Covers all major activities in the working life of a worker from the time an individual enters into an organization until he or she leaves
Human Resources Management Aim to go beyond contract Can do outlook, impatience with rule Values/mission Nurturing Transformational leadership
6. Communication Indirect Direct 7. Conflict handling Reach temporary truce Manage climate & culture 8. Training & Development Controlled access to courses Learning organization 9. Focus of attention for interventions Personnel procedures Wide ranging cultural, structural & personnel strategies Interests of the organisation Mutuality of interests are uppermost
Carries out 3 distinct functions:1. Line function 2. Coordination function 3. Staff function
Contd.
A line function
The HR manager directs the activities of
the people in his or her own department and in related service areas (like the plant cafeteria).
A coordinative function
HR managers also coordinate personnel
Functions
Functions of HRM include:
Facilitating the retention of skilled and competent employees Building the competencies by facilitating continuous learning and development Developing practices that foster team work and flexibility Making the employees feel that they are valued and rewarded for their contribution Developing management practices that endanger high commitment Facilitating management of work force diversity and availability of equal opportunities to all.
Functions of HR
MANAGERIAL FUNCTIONS Planning Organising Directing Controlling OPERATIVE FUNCTIONS Staffing Development Compensation Motivation Maintenance Integration Emerging Issues
HR-Managerial Functions
methods? Rules
and procedures How do I see the future? Forecasting Organizing What work? Tasks Where? Departments Who should do what? Delegation Who decides & How? Authority& communication What are the linkages? Coordinating
Staffing
Hiring Recruiting Selecting Performance standards Compensation Evaluating performance Counseling Training and developing
Leading/Directing
Getting the job done-towards organizational
Controlling
Setting standards Comparing actual performance to standards Corrective action
Operative functions of HR
STAFFING
Job analysis, HRP, Recruitment, Selection, Placement, Induction, Internal Mobility Competency profiling, Training and development, Performance & potential management, Career management, 360 degree feedback Job design, Work scheduling, Job evaluation, Compensation administration, Incentives and benefits
DEVELOPMENT
INTEGRATION
EMERGING ISSUES
Placing the right person on the right job Starting new employees in the organization (orientation) Training employees for jobs that are new to them Improving the job performance of each person Gaining creative cooperation and developing smooth working relationships Interpreting the firms policies and procedures Controlling labour costs Developing the abilities of each person Creating and maintaining department morale Protecting employees health and physical condition
manager
manager
managers.
Role of HR Executives
Service Provider (Head hunting, pay rates, labor laws) Executive (Recruitment, Compensation) Facilitator (Training, and Development activities within company, Oversee other managers) Consultant (Managers seek advice of HR specialists) Auditor (Ensure optimum and effective use of HR)
Objectives of HRM
Societal objectives
To be ethically & socially responsible to the needs of the society while minimizing the negative impact of such demands upon the organization
Organizational objectives
To recognize the role of HRM in bringing about organizational effectiveness
Functional objectives
To maintain the departments contribution at a level appropriate to the organizations needs
Personal objectives
To assist employees in achieving their personal goals in a manner that their personal goals enhance the individuals contribution to the organization
To ensure effective utilization of the human resources To establish and maintain an organizational structure To secure integration to the individuals and organization by reconciling individual group goals To generates maximum development of individuals groups To recognize and satisfy individual needs and group goals To maintain high morale and better human relations To develop and maintain a quality of work life To establish and maintain productive self-respecting working relationships
Welfare (1920s-1930s) Administration (1930s- 1940s) IIPM and NILM Employee relations (1940-1960s) Functional expertise (1970s-1980s) Business and Strategic partner (1990s and onwards) ASPA to SHRM
Change Agent
Strategic Partner
Strategic Planning
The companys long-term plan for how it
will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage. 3 questions in strategic planning
Current business position Future business position expected to be How to get to expected future business position
Strategic HRM
Formulating HR policies and introducing
practices that produce staff competencies and behaviors that the company needs to achieve its strategic goals.
Strategic HRM
HR managers today are more involved in
partnering with their top managers in both designing and implementing their companies strategies Top management wants to see, precisely, how the HR managers plans will make the company more valuable.
Outsourcing HR Activities
Computer-based systems easy to
outsource HR activities by providing access to service providers to the companys HR information database E.g. Payroll, Benefits, Wellness Programs and Employee Training