Chapter 1 Strategic HRM

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HRM 7 Stategic HRM

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Chapter 1 Strategic HRM

  1. 1. Chapter 1 The Strategic Role of Human Resources Management
  2. 2. Strategic Overview <ul><li>The role of human resources management in organizations has been evolving dramatically in recent times. The days of Personnel Department performing clerical duties such as record keeping, paper pushing and file maintenance are over. HR increasingly receiving attention as a critical strategic partner, assuming stunningly different, far reaching transformation roles and responsibilities. </li></ul>
  3. 3. The strategic role of human resources management
  4. 4. People can move mountains! <ul><li>Among the various factors of production, which are used in an organization, human resources is the most important. </li></ul><ul><li>Because the efficient use of physical resources ultimately depends on how the human factor is put to good use on various operations </li></ul>
  5. 5. If the skill and the will are properly applied, wonderful things can happen: <ul><li>Human resources help in transforming the lifeless factors of production into useful products. </li></ul><ul><li>They are capable of enlargement, capable of producing output that is greater than the sum of inputs. Once they get inspired, even ordinary people can deliver extraordinary results. </li></ul><ul><li>They can help an organisation achieve results quickly, efficiently and effectively. </li></ul>
  6. 6. Continuation... <ul><li>Therefore, the organisation must provide a healthy work climate where they can exploit their talents fully while realising goals assigned to them. </li></ul><ul><li>Above all, to get the best out of people, they must be managed well and requires leadership. </li></ul>
  7. 7. HR: THE NEW HOT ROD <ul><li>Adi Godrej: “ it is really important for me to spend more time with my people. . We have had number of HRD consultants, but HRD initiatives are time-consuming and one has to be patient for cultural and mind-set changes.” </li></ul><ul><li>Philips: according to Rama Chandran, MD, Philips India “my human resources department is the centre of competence” </li></ul><ul><li>A.F. Ferguson & Co: “the only way you can be different is in the way you manage people </li></ul>
  8. 8. Nature of HRM <ul><li>Human Resource Management is the process of bringing people to organisations together so that the goals of each are met. </li></ul><ul><li>In short, it may be defined as the art of producing, developing and maintaining competent workforce to achieve the goals of an organisation in an effective and efficient manner. </li></ul>
  9. 9. Features of HRM: <ul><li>Pervasive Force </li></ul><ul><li>Action Oriented </li></ul><ul><li>Individually Oriented </li></ul><ul><li>People Oriented </li></ul><ul><li>Future-Oriented </li></ul><ul><li>Development Oriented </li></ul><ul><li>Integrating Mechanism </li></ul><ul><li>Comprehensive Function </li></ul><ul><li>Auxiliary Service </li></ul><ul><li>Inter-Disciplinary Function </li></ul><ul><li>Continuous Function </li></ul>
  10. 10. Scope of HRM <ul><li>Research in behavioural sciences, new trends in managing knowledge workers and advances in the field of training have expanded the scope of HR function in recent years. </li></ul>
  11. 11. Objectives of HRM <ul><li>To help organisation reach goals. </li></ul><ul><li>To employ the skills and abilities of the workforce efficiently. </li></ul><ul><li>To provide the organisation with well-trained and well-motivated employees. </li></ul><ul><li>To increase to the fullest the employee’s job satisfaction and self-actualisation. </li></ul><ul><li>To develop and maintain a quality of work life. </li></ul><ul><li>To communicate HR policies to all employees. </li></ul><ul><li>To be ethically and socially responsible to the needs of society. </li></ul>
  12. 12. Importance of HRM <ul><li>An organisation’s success increasingly depends on the knowledge, skills, and abilities of employees, particularly as they establish a set of core competencies that distinguish an organisation from its competitors. </li></ul>
  13. 13. Human Resource Management helps an organisation and its people to realise their respective goals thus: <ul><li>At the enterprise level </li></ul><ul><li>Good Human Resource practices can help in attracting and retaining the best people in the organisation </li></ul><ul><li>It helps in training people for challenging roles, developing right attitudes towards the job. </li></ul><ul><li>At individual level: </li></ul><ul><li>Promotes team work and team spirit among employees. </li></ul><ul><li>It offers excellent growth opportunities to people who have the potential to rise. </li></ul><ul><li>It allows people to work with diligence and commitment. </li></ul>
  14. 14. Continuation... <ul><li>At the society level: </li></ul><ul><li>Employment opportunities multiply. </li></ul><ul><li>Search talents are put to best use. Companies pay and treat people well always race ahead of others and deliver excellent results </li></ul><ul><li>At the national level </li></ul><ul><li>Effective use of human resources helps in exploitation of natural, physical and financial resources in a better way. </li></ul><ul><li>People with right skills proper attitudes and appropriate values help the nation to get ahead and compete with the best in the world leading to better standard of living and better employment. </li></ul>
  15. 15. Importance of HRM Good HR Practice Help
  16. 16. System approach to HRM <ul><li>A system is a set of interrelated but separate elements or parts of working toward a common goal. </li></ul>
  17. 17. HRM as a Central Subsystem in an enterprise Product Subsystem HR Subsystem Procurement Training Compensation Appraisal Rewards Marketing Subsystem Finance Subsystem Technical Subsystem
  18. 18. HRM and Competitive Advantage <ul><li>Competitive Advantage- refers to the ability of an organisation to formulate strategies to exploit rewarding opportunities, thereby maximising its return on investment. </li></ul><ul><li>it occurs if customers perceive that they receive value from their transaction with an organisation. </li></ul><ul><li>Workers are more productive if </li></ul><ul><li>They are loyal to the company, informed about its mission, strategic and current levels of success. </li></ul><ul><li>Involves in teams which collectively decide how things are to be done </li></ul><ul><li>Are trusted to take the right decisions rather than be controlled at every stage above them. </li></ul><ul><li>A good team of competent and committed employees will deliver the goals if they are involved in all important activities and are encouraged to develop goals that they are supposed to achieve. </li></ul>
  19. 19. Strategic human resource management <ul><li>Pattern of planned human resources development and activities intended to enable an organisation to achieve its goals. </li></ul><ul><li>HR management can play a vital role, especially in identifying and analysing external threats and opportunities. </li></ul><ul><li>HR management can also offer competitive intelligence. </li></ul><ul><li>HR function can also throw light on company’s internal strengths and weaknesses. </li></ul><ul><li>HR has a great role to play in the execution of strategies. </li></ul>
  20. 20. Traditional HR versus Strategic HR <ul><li>STRATEGIC HR </li></ul><ul><li>SHRM realises that people can make or break an organisation because all decision made regarding finance, marketing operations or technology are made by an organisation’s people. </li></ul><ul><li>It compels people at all levels to focus more on strategic issues rather than operational issues. </li></ul><ul><li>It believes that there is no best way to manage people in any given organisation. </li></ul><ul><li>TRADITIONAL HR </li></ul><ul><li>HR focus on employee relations, to partnership with internal and external groups. </li></ul><ul><li>Transformation in nature, in that it helps the people and the organisation to adopt, learn and act quickly. </li></ul><ul><li>Is proactive and consider various time frames in a flexible manner. </li></ul>
  21. 21. History of Personnel/Human Resource Management (P/HRM) <ul><li>The industrial revolution- during this period machines were brought in; technology made rapid progress, jobs were more fragmented where the worker did only a small portion of the total job; and specialisation increased speed and efficiency but left workers with dull, boring and monotonous jobs. Employers were keen to meet production targets rather than satisfy workers’ demands. </li></ul><ul><li>Scientific management- is nothing but a systematic analysis and breakdown of work into smallest mechanical elements and rearranging them into their most efficient combination. Employees should also be trained carefully by supervisors to ensure that they performed the task exactly as specified by prior scientific analysis. </li></ul>
  22. 22. <ul><li>Trade unionism- workers joined hands to protect against exploitative tendencies of employers and the prohibitive, unfair labour practices through unions. </li></ul><ul><li>Human relations movement- led to the wide scale implementation of behavioural science techniques in industry for the first time which included supervisory training programmes, emphasising support and concern for workers. </li></ul><ul><li>Human resources approach- or the task itself is the primary source of satisfaction and motivation to employees. The emphasis in the human resources approach is on individual involvement in the decision made in the organisation. </li></ul>
  23. 23. HRM: line and staff aspects <ul><li>Line managers have the final responsibility for achieving the organisations’ goals. They also have the authority to direct the work of subordinates. </li></ul><ul><li>Staff managers usually help and advise line managers in achieving organisational goals. They assist line managers in areas like recruiting, selecting, training and compensating. </li></ul>
  24. 24. HRM in the New Millennuim <ul><li>Future of HRM: </li></ul><ul><li>Influencing Factors </li></ul><ul><li>Size of the workforce </li></ul><ul><li>Composition of the workforce </li></ul><ul><li>Employee expectations </li></ul><ul><li>Changes in technology </li></ul><ul><li>Life-style changes </li></ul><ul><li>Environmental challenges </li></ul>
  25. 25. <ul><li>Personnel function in the future </li></ul><ul><li>Evolution of future function: </li></ul><ul><li>Job redesign </li></ul><ul><li>Career opportunities </li></ul><ul><li>Productivity </li></ul><ul><li>Recruitment and selection </li></ul><ul><li>Training and development </li></ul><ul><li>Rewards </li></ul><ul><li>Safety and welfare </li></ul>
  26. 26. <ul><li>Changes in 21 st century impacting HRM </li></ul><ul><li>Listed are the HR practices that would get </li></ul><ul><li>transformed in the future: </li></ul><ul><li>HR as a spacing board of success </li></ul><ul><li>Talent hunting, developing and retaining </li></ul><ul><li>Lean and mean organisation </li></ul><ul><li>Labour relations </li></ul><ul><li>Health care benefits </li></ul>
  27. 27. Thank you!
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