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7923 634032744256393750 Presentation Transcript

  • 1. Components ofHuman Resource Management
    Dr Ashutosh N Misal
    2/22/2008 8:33 AM
    © Dr Ashutosh N Misal
  • 2. 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
  • 3. 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
  • 4. 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
  • 5. 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
  • 6. 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
  • 7. 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
  • 8. 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
  • 9. 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
  • 10. 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
  • 11. 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
  • 12. 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
  • 13. 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
  • 14. 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
  • 15. 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
  • 16. 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
  • 17. 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