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    7923 634032744256393750 7923 634032744256393750 Presentation Transcript

    • Components ofHuman Resource Management
      Dr Ashutosh N Misal
      2/22/2008 8:33 AM
      © Dr Ashutosh N Misal
      1
    • 1. Human Resource Organization
      Achieving success by organization design and development, motivation, the application of effective leadership and the process of getting across the message about what the enterprise is setting out to do and how it proposes to do it
      Desired corporate culture is required to be developed and reinforced
      Organization Development interventions are needed to achieve integration, improve teamwork, motivate human resource, develop proper leadership, facilitate communication system, manage conflict and change and obtain commitment
      2/22/2008 8:33 AM
      © Dr Ashutosh N Misal
      2
    • 2. Human Resource Planning
      How many people organization wants; type of people organization wants at present and future in terms of their expertise and how they “fit” the corporate culture
      Forecasting demand and supply for future labour
      It provides base for recruitment programmes and Human Resource Planning
      2/22/2008 8:33 AM
      © Dr Ashutosh N Misal
      3
    • 3. Human Resource Systems
      Programmes such as
      Recruitment Management:Process of obtaining required human resource
      Information Management: ensuring all policies and practices well articulated and communicated to the workforce
      Training management: identification of training needs, preparation of training strategy and appropriate training system
      Performance Management: technique of appraising performance systematically against defined criteria, reviewing progress to date and assessing potential for advancement. Three main appraisal systems: performance appraisal, performance coaching and counseling
      2/22/2008 8:41 AM
      © Dr Ashutosh N Misal
      4
    • 3. Human Resource Systems
      Programmes such as
      Reward Management:method to ensure that people are rewarded in accordance with their contribution
      Career Management: charting special career paths for individuals for advancement in the organization
      Health and Safety Management: maintaining healthy and safe system of work in an organization
      Discipline Management: administrating discipline to foster positive employee behaviour that will promote organizational objectives
      Culture Management: system of thinking and behaving shaped by values, attitudes, rituals and sanctions in an organization
      2/22/2008 8:53 AM
      © Dr Ashutosh N Misal
      5
    • 4. Human Resource Development
      The process by which the employees of an organization are helped, in a continuous planned way to: (a) acquire or sharpen capabilities required to perform various tasks and functions associated with their present and expected future roles, (b) develop their general enabling capabilities as individuals so that they are able to discover and exploit their own inner potentials for their own and organizational development purposes; and (c) develop an organizational culture where superior subordinate relationship, team work, and collaboration among different sub-units are strong and contribute to organizational health, dynamism and pride of employees (Rao)
      2/22/2008 9:07 AM
      © Dr Ashutosh N Misal
      6
    • 4. Human Resource Development
      Two main purposes
      To provide employees with greater opportunity to grow and succeed within the company
      To strengthen management and professional teams at all organizational levels
      2/22/2008 9:12 AM
      © Dr Ashutosh N Misal
      7
    • 4. Human Resource Development
      (UdaiPareek) Four subsystems necessary for introducing HRD
      Planning and Administration of H R – MPP, recruitment, promotion and career planning
      Job and salary administration – performance appraisal, job analysis and potential analysis
      Training, performance feedback, counseling and organizational development
      Industrial relations and welfare of workers
      2/22/2008 9:40 AM
      © Dr Ashutosh N Misal
      8
    • 4. Human Resource Development
      Ensures that organization has people with skills and knowledge it needs to achieve its strategic objectives
      Thrust of HRD is on training and development
      Ensure that all people practice support continuous development, learning and high performance; work to create participative cultures and to dissolve autocratic and dependent mindsets; help prepare people and institutions to succeed in rapidly changing global village; and treat their employees like customers for enduring success of the organization
      2/22/2008 9:40 AM
      © Dr Ashutosh N Misal
      9
    • 5. Human Resource Relationships
      Handling of employees individually and collectively as members of trade unions and staff associations
      To increase cooperation, trust and to involve employees actively in company’s affairs
      Deals with problem solving, disciplinary cases and grievance handling
      2/22/2008 9:38 AM
      © Dr Ashutosh N Misal
      10
    • 6. Human Resource Utilization
      To achieve productivity through people
      Treat them as adult, treat them as partners, treat them with dignity, and respect
      Following actions are required
      Conduct productivity drive
      Improve manpower budgeting and control techniques
      Introduce work measurement
      Use appropriate payment method…bonus, profit sharing etc
      Improve motivation
      Involve employees in improvement programs
      Introduce new technology
      Negotiate productivity agreement
      Device proper training programs
      2/22/2008 9:38 AM
      © Dr Ashutosh N Misal
      11
    • 7. Human Resource Accounting
      Accounting for people as organizational resource
      Measurement of the cost and value of people to organizations that involves….
      Costs incurred on recruiting, selecting, hiring, training and developing employees and judging their economic value to the organization
      HRA can provide data pertaining to turnover costs, cost of employee’s absence, and its impact of performance on others
      Traditional accounting treat people only as expenses and now as business partners and assets
      2/22/2008 9:38 AM
      © Dr Ashutosh N Misal
      12
    • 8. Human Resource Audit
      To assess the effectiveness of H R function and to ensure regulatory compliance
      Turnover, compensation practice, exit interview summaries, employee complaints, H R budget and expenditures, and so on
      2/22/2008 9:39 AM
      © Dr Ashutosh N Misal
      13
    • 9. Human Resource Functions
      HR involves nothing less than managing change, technology, innovation and diversity
      Primary responsibilities of H R Manager are…
      Develop a thorough knowledge of corporate culture, plans and policies
      Act as an internal change agent and consultant, expert and facilitator
      Actively involve himself in company’s strategy formulation
      Keep communication open between HR function and individuals and groups within organization
      Develop various organization teams and their working relationship with other teams and individuals
      Relate people and work to achieve organizational objectives effectively and effectively
      To diagnose problems and determine appropriate solution in H R areas
      Provide coordination and support services for the delivery of HRD programs and services
      Evaluate impact of an HR intervention and improve individual, group and organizational performance
      2/22/2008 9:39 AM
      © Dr Ashutosh N Misal
      14
    • 10. Strategic H R M
      Integrating HR into strategic planning process
      Linking HR practices to business strategy and to one another
      Developing partnership with line management so that HR programs meet real business needs
      Internally transforming of HR structure and staff
      Enhancing HR administrative efficiency
      Measuring the bottom-line impact of HR activities
      2/22/2008 9:40 AM
      © Dr Ashutosh N Misal
      15
    • 11. H R Balance Score Card
      Provides managers with the instrumentation they need to navigate to future competitive success
      BSC measures organizational performance across four balanced perspectives…
      financial, customers, internal business process, and learning & growth
      Scorecard emphasizes that the financial and non-financial measures must be part of the information system for employees at all levels of organization
      2/22/2008 8:31 AM
      © Dr Ashutosh N Misal
      16
    • 11. H R Balance Score Card
      Financial perspective…Does the business strategy, implementation, and execution adds value for shareholders?
      Customer perspective…How well has the business articulated and executed its customer and market strategies to deliver superior future financial returns?
      Internal Business Process perspective…deliver value proposition to attract and retain customers and satisfy shareholders expectations of financial returns
      Learning & Growth perspective…What are people capabilities, learning and innovation that add value to organization?
      2/22/2008 8:31 AM
      © Dr Ashutosh N Misal
      17