Professional Documents
Culture Documents
Ashok Leyland
The case discusses the age diversity issues at Ashok Leyland Limited (ALL), Indias second largest commercial vehicle manufacturers. Ashok Leyland Limited (ALL) is a company with a long standing history in Indias industrial development. Started as an establishment aimed at Industrial development of India, the group grew into the manufacturers of Heavy Commercial Vehicles (HCV). The company's growth, though slow, was marked by innovations. To compete with the foreign commercial vehicle manufacturers and stay fit in the market, company decided to recruit more youngsters. Soon, 40% of ALLs workforce constituted of people less than 35 years of age. But the increasing attrition rate of its younger employees puzzled ALL. Searching for the reason ALL found out that the younger employees were undergoing a cultural shock. The system which revolved over experience was in need of change. A negligence in management of age diversity can spell serious troubles in an organisation. With more and more youngsters entering the workforce, managing age diversity has become a serious responsibility of managements across the globe. Discuss steps ALL can take to resolve the issue.
Outsourcing HR
Would it just make more sense to outsource HR functions?
A strategic and coherent approach to the management of an organization's most valued assets-the people working there who individually and collectively contribute to the achievement of its objectives.
General Management 1.Holistic view of organisation 2.Managerial 3.Constituion of the organisation 4.Face of the organisation 5. Spokes person (figure head) 1.Focused 2.Functional 3.Strategiest 4.Integrators 5.Executors
HRM
Understanding of HRM
HRM is a management function concerned with Hiring, Motivating, and Maintaining people in the organisation. It focuses on people in the organisation. HRM is broad concept Personnel Management (PM) & Human Resource Development are part of HRM.
Operative Functions: Procurement Development Compensating Utilizing Maintaining Managerial Functions: Planning Organizing Directing Co-ordination Motivating Controlling
Evolution of HRM in India source :- C.S.V.Ratnam & B.K. Srivastava, PM & HRM,p.5
Period
1920s 1930s 1940s 1960s
Development Status
Beginning Struggling for reorganization
Emphasis
Statutory, Welfare, paternalism Introduction of Techniques
Status
Clerical Administration
Managerial
Executive
Managerial Personnel
Manager Administration
Manager-HRD
Manager- IR
Appraisal
T & D
PR
Canteen
Medical
Welfare
Transport
Legal
HRP
Hiring
Grievance Handling
Compensation
Report of the Royal Commission on Labor in India recommended appointment of labor officers to deal with recruitment check corruption practices hire and fire labor as his responsibilities administer welfare measures. Appointment of LO functioned as IR officers to handle grievances.
2nd World War - Felt its necessity to handle working conditions hygiene medical facilities canteens/ration shops housing & recreation facilities.
Enactment of ID Act 1947. (To handle disputes, strikes and lock outs) Enactment of Factories Act 1948. (Health, Safety and Welfare) 1960s and after Employment exchange act 1959 for recruitment, Apprentice Act 1961 for training of workers etc.
Evolution of HRM
Police Man Evolution of HRM in India dates back to 1929-1931 when Report of Royal Commission on Labour recommended appointment of labour officers to deal with and check for corrupt labour recruitment practices.
Once appointed, such labour officers were given the responsibility of promoting welfare activities. They largely functioned in the capacity of industrial relations (IR) officers to handle grievances and settle disputes.
Welfare Man During the second world war, the role of labour officers were enriched based on economys need to work towards welfare along with labour administration. They then needed to deal with working conditions, canteen, ration shops, recreation facilities, medical facilities, housing for workers etc. During this era the role of welfare officers included welfare, personnel and industrial relations.
Law Man The industrial disputes Act was introduced in 1947 which made adjudication compulsory. This made welfare officers also start handling dispute cases against conditions of service, wages and benefits. Thus, a welfare officer transformed into an IR Officer with legal background. Liaison Man Factories Act was introduced in 1948, which made it obligatory for factories with more than 500 employees to appoint a welfare officer who had predefined list of roles to perform.
1960s onwards when industries started to grow rapidly and Employment exchange act and Apprentice Act were introduced, IR officers role started to step beyond IR/welfare into recruitment /training and such other HR functions that exist today.
Importance of devising clear Impatience with rule rules Procedures Business need
4.Behaviour referent
5.Managerial task
Values/mission
Nurturing
Piecemeal Slow
12.Selection
13.Pay
14.Labour management
from
culture,
education,
We cant purchase the loyalty, dedication, devotion towards the organization. Recent developments like legislation, trade unions enhanced their importance.
Reach Organizational Goals Efficient employment/deployment of workforce Provide job satisfaction & quality of work life
Corporate Professional
Social
National
Legal
compliance Employee satisfaction Absenteeism Turnover Training effectiveness and ROI Grievance rates Accident rates
Analyze and solve problems from a profit-oriented point of view Assess and interpret costs and benefits of HRM issues Planning models must include realistic, challenging, specific, and meaningful goals Prepare reports on HRM solutions to problems encountered by the firm
Key concepts that must be applied (continued): Train the human resources staff Emphasize the strategic importance of HRM Show managers that they contribute to the goals/mission of the firm
The actions, language, and performance of the HRM function must be: Measured Precisely communicated Evaluated
Concerns
about productivity Organizational downsizing and redesign An increasingly diverse workforce The need to effectively use all organizational resources to compete in an increasingly complex and competitive world
For the HRM function to be successful, managers in other functions must be knowledgeable and involved:
Managers play a major role in setting the direction, tone, and effectiveness of the relationship between: The employees The firm The work performed Without managerial participation, there are likely to be major human resource problems
Communication Policy/Procedures
Maintaining
Policies & Ethical Behaviour - Lead/Show by example - Fair, truthful, and honourable - No discrimination & protection of basic rights
Effective
Change Management
Job safety
Satisfactory working hours
Meaningful tasks
Firms are placing a growing emphasis on: Increasing customer service Developing new products
and services Training and educating technicians, managers, and decision makers Reducing Cost
Summary - HRM Objectives & Functions HRM Objectives 1.Societal Supporting Functions 1.Legal compliance 2.Benefits 3.Union-Mgmt relation 1.HR Planning 2.Employee relation 3.Selection 4.T &D 5.Appriasal 6.Placement & 7.Assessment 1.Apprisal 2. Placement 3.Assessment
2.Organisational
3.Functional
4.Personal
Job categories
Job design Conflict handling T&D Respect for employees Shared interest Locus of control
Many
Division of labor Reach temporary truce Controlled access to courses Labor is treated a tool
Few
Team work Manage climate & culture Learning companies People are as assets
Organizing principles
top-down,centralised
Decentralized
For years, the HRM function was not linked to corporate profit
It is important to remember that the people who do the work and create the ideas allow the organization to survive
Government attitude
Technological backwardness Instability in employment Unhealthy growth of trade unions Migratory characteristic of Indian Labour.
Abundance of Cheap Labour Weak Labour Movement Highly Authoritarian Culture Technological Backwardness Instability in employment Unhealthy growth of TU Migratory character of Labour