Module1 HRM


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Module1 HRM

  1. 1. Module 1  Introduction to Human Resource Management-  Importance-Scope and Objectives.  Evolution.  Line and Staff aspects of HRM,  Line managers Human Resource duties.  New approaches to organizing HR.  Strategic Human Resources Management  Strategic HRM tools.
  2. 2.  It is defined as the art of procuring, developing and maintaining competent workforce to achieve the goals of an organization in an effective and efficient manner.  It is the process of acquiring, training, appraising and compensating employees and of attending to their labour relations, health and safety and fairness concerns. HRM - Definition
  3. 3.  Conducting the job analysis  Planning labour needs and recruiting job candidates  Selecting job candidates  Orienting and training new employees  Managing wages and salaries  Providing incentives and benefits  Appraising performance  Conducting interviews, counseling, disciplining  Training and developing managers  Building employee commitment It includes the personnel aspects of the management job, like
  4. 4. The scope of HRM is Very wide  Personal Aspect: It is concerned with manpower planning, recruitment, selection, placement, transfer, promoti on, training and development, lay off and retrenchment, remuneration, incentives, productivity etc.  Welfare Aspect: It deals with working conditions and amenities such as canteens, crèches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities etc.  Industrial Relations Aspect : This covers union – management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes etc. Scope
  5. 5. Objectives of HRM  To help the organization reach its goals  To employ the skills and abilities of the work force efficiently.  To provide the organization with well trained and well motivated employees  To increase to the fullest the employee’s job satisfaction and self actualization.  To develop and maintain quality of work life  To communicate the HR policies to all employees.  To be ethically and socially responsible to the needs of society
  6. 6.  At the enterprise level:  Good HR practices help in atracting and retaining the best people in the organisation  It helps in training people for challenging roles, developing right attitude towards the job and the company, promoting team spirit, commitment etc  At the individual level:  It promotes team work and team spirit among employees  It offers excellent growth opportunities to people who have potential to rise  It allows people to work with diligence and commitment  At the society level:  Employment opportunities multiply  Scarce talents are put to best use. Importance of HRM
  7. 7.  Industrial Revolution: machines are brought in the production process, rapid progress in technology, jobs were more fragmented, specialization increased, but left workers with dull, boring , monotonous jobs. Govt. did very little to protect the interest of the workers  Scientific management: To improve efficiency and speed F W Taylor advocated scientific management. Scientific management is nothing but systematic analysis and breakdown of work into its smallest mechanical elements and reaaranging into most efficient combination. Improtance of training was also identified History of Personal / Human Resource Management
  8. 8.  Trade Unionism: Workers joined hands to protect against the exploitive tendency of employers and unfair labour practices. TU tried to improve work conditions, pay and benefits, disciplinary actions etc.  Human relations movement: After Hawthorne experiments conducted by Elton Mayo, productivity not only depends on rewards, and the job design but also on certain social and psychological factors also.. Human relations movement led to the implementation of behavioural science techniques in industry.
  9. 9.  Human Resources approach: During early 60’s “pet milk theory” of human relationist’s had been largely rejected(happy workers are productive or happy cows give more milk). It was recognized that workers are unique and have individual needs. The trend move towards treating employees as resources or assets emerged.
  10. 10. Evolution of HRM 1920-1930 Welfare management 1940-1960 Personal management 1970-1980 Development phase 1991- ownwards Proactive- growth oriented phase
  11. 11.  Welfare phase- welfare management, maintaining records of employees such as attendance, leave etc. Roles: Welfare administrator, policeman  Personal management- Fire fighting stage- Employee disputes, trade unions, decisions taken by top management. Roles: Advisor, mediator, legal advisor, fire fighting  Development phase- Importance given on efficiency and effectiveness, emphasis on human values, dignity. Hr manager does the role of change agent, trainer etc.  Growth oriented – employees are considered as assets. Hr manager’s role- developer, counsellor, coach, mentor, problem solver
  12. 12. Managerial Function Operative function Advisory functions Planning Acquisition Top Management Organising Training &Development Department heads Directing Motivation Controlling Maintenance Remuneration Working conditions Personnel records Industrial relations Separation Functions of HRM
  13. 13. Authority- right to make decisions and give orders Line Authority- Gives right to issue orders to the managers or employees- creates a superior – subordinate relationship Staff Authority- Gives the manager the right to advise other managers and employees. It creates an advisory relationship HR managers are usually considered as staff managers, since they assist and advise the line managers in areas like recruiting, hiring and compensation. Line And Staff Aspect Of HRM
  14. 14. Integral part of line managers duty- is direct handling of people Other duties include: • Placing the right person on the right job • Socializing new employees to the organisation • Training employees for the jobs that are new to them • Improving the job performance of each person • Gaining cooperation and developing smooth working relationships • Interpreting the company’s policies and procedures • Controlling labour costs • Developing the abilities of each person • Creating and maintaining department morale • Protecting employees health and physical condition Line Managers Human Resource Duties
  15. 15. 3 distinct functions of HR Managers 1. Line function: He directs the activities of the people in his /her own departments 2. Co-ordinate function :Ensures that the line managers are implementing the firms HR policies and practices 3. Staff Function :Assists in hiring, training, evaluating, rewarding, counseling, pr omoting, and firing employees. Administers various benefit programmes HR manager’s Duties
  16. 16.  Transactional HR group: Focuses on using centralized call centers and outsourcing arrangements with vendors(benefits advisors) to provide specialized support in day to day transactional HR activities.  Corporate HR Group: Focuses on assisting top management in big issues such as developing the long term strategic plans on the company  Embedded HR group: Assigns HR generalists directly to departments to provide localized HRM assistance to the department needs.  The centers of expertise: Are specialized HR consulting firms within the company, providing specialized assistance in areas such as organizational change New Approaches to Organizing HR