Presentation on the topics SHRM, Green HRM and IHRM

1. STRATEGIC
Human Resource
Management.
GREEN Human
Resource
Management.
INTERNATIONAL
Human Resource
Management.

2. Strategic human resource management is the
process of linking the human resource function with
the strategic objectives of the organization in order
to improve performance.
STRATEGIC HUMAN
RESOURCE MANAGEMENT

3. PROCESS OF SHRM

4. PROCESS OF SHRM
Scanning the Environment: The process begins
with the scanning of the environment, i.e. both the
external and internal factors of the organization.
Identify Sources of Competitive Advantage:
The HR department can help in gaining the
competitive advantage by conducting the efficient
training programs designed to enrich the skills of
the staff.

5. PROCESS OF SHRM
 Identify HRM Strategies: There are major three strategies
undertaken by an organization to enrich the employees
capabilities:
 Learning as Socialization: This strategy includes the techniques
as training courses, coaching sessions, education programs to
ensure that the employees abide by the rules and value.
 Engineering: This strategy focuses on creating and developing
communities of practice and social networks within and outside the
organization.
 Empowered Informal Learning: Through this strategy focuses on
developing the learning environment such as knowledge about the
new processes, designing of new work areas.

6. PROCESS OF SHRM
 Implementing HR Strategies: Once the strategy has
been decided the next step is to put it into the action.
The HR strategy can be implemented by considering the
HR policies, plans, actions and practices.
 Monitor and Evaluation: The final step in the strategic
human resource management process is to compare the
performance of the HR strategy against the pre-
established standards. This stage, establishes the
performance targets and tolerance levels, executing the
modifications.

7. LINKAGES

8. SHRM MODELS
.
• MATCHING MODEL
• CONTROL BASED MODEL
.
• RESOURCE BASED MODEL
• BARNEY’S MODEL
.
• PURCELL’S MODEL
• SHULER’S MODEL
.
• BAMBERGER’S MODEL

9. Fombrun et al held that HR systems and the organisation structure should
be managed in a way which is congruent with organisational startegy.
•
•
Corporate strategy + hrm strategy = competetive advantage
Strong linkage within the subsystems of the hrm strategy
Economic
forces
Political forces
Cultural
forces
Mission
strategy
Organistaional
structure
HRM strategy
firm
MATCHING MODEL

10. • When organizations hire people, they have only a potential or
capacity to work. To ensure that each worker exercises his or her
full capacity, managers must organize the tasks, space, movement
and time within which workers operate.
• But workers have divergent
rewards and job security.
interests in terms of pace of work,
• Workers’ own counter-management behaviour then causes
managers to control and discipline the interior of the
organization.
• This can be explained by the following three methods:
 Individual Control
 Bureaucratic Control
 Technological Control
CONTROL BASED MODEL

11.  This model is based on the unique resources and
capabilities to give you a sustainable competitive
advantage.
The sum of people’s knowledge and expertise, and
social relationships, has the potential to provide
non-substitutable capabilities that serve as a source
of competitive advantage.
The model argues that organizations should look
inside the company to find the sources of
competitive advantage instead of looking at
competitive environment for it.
RESOURCE MODEL

13. Barney argues that four characteristics of
resources and capabilities –
BARNEY’S MODEL

15. PURCELL’S MODEL
Critical HR Goals
Desired levels and types of:
a) Labor productivity
b) Organization flexibility
c) Social legitimacy
Critical Non HR Goals
a) Sales
b) Market Share
c) Return on Investment
d) Social Legitimacy
Ultimate Goals
1) Viability and Returns to
Shareholder.
2) Sustainable Competitive
Advantage

16. SHULER’S MODEL
Environmental
Concerns
Interests of:
1) Individuals
2) Organizations
3) Society
HR
Practices
Practices
Policies
Organizational
Environment
Leadership
Structure
Strategy
Culture

17. COMMITMENT COLLABORATION
PATERNALISTIC TRADITIONAL
Workforce locus
of control
outcome
process
Acquisition of employees
internal external
• Acquisition and development are concerned with the extent to which the
HR strategy develops internal human capital as opposed to the external
recruitment of human capital
Locus of control is concerned• with the degree to which HR strategy
focuses on monitoring employees’ compliance with process-based
standards.
BAMBERGER’S MODEL

18. IHRM – INTERNATIONAL
HUMAN RESOURCE
MANAGEMENT
IHRM is defined as “the HRM
issues and problems arising
from the internationalization
of business, and the HRM
strategies, policies and
practices which firms pursue
in response to the
internationalization of
business”.

19.  IHRM is a set of activities aimed at managing
organizational human resources at international
level to achieve organizational objectives and
achieve competitive advantage over competitors at
national and international level.
 IHRM includes HRM functions such as
recruitment, selection, training and development,
performance appraisal and dismissal done at
international level and additional activities such
management.as global management, expatriate
IHRM
and so on

20.  IHRM involves employment of the right people at the
right positions, irrespective of geographic locations.
 It requires the development of a long-term HR plan to
make sure of an effective alignment of the HR strategies
with the corporate objectives.
 It requires the development of a diversified range of skills
for employees, especially for those who need to work
beyond national boundaries.
 It necessitates the determination of compensation for
host-, home- and third-country nationals on the basis of
country-specific factors.
 It requires the creation of centralized reporting
relationships around the world for faster information
sharing.
FEATURES OF IHRM

21. The main objective of international human resources
management is to enable the firm, the multinational
enterprise (MNE), to be successful globally.
This entails being-
• competitive throughout the world.
• efficient.
• locally responsive.
• flexible and adaptable within the shortest of time
periods.
• capable of transferring learning across their globally
dispersed units.
OBJECTIVES OF IHRM

22.  Ethnocentric: strategic decisions made at the
headquarters with limited subsidiary autonomy
 Polycentric: each subsidiary is a distinct
national entity with some decision making
autonomy.
 Geocentric: global approach, view that each
part of the organisation makes unique
contributuion
 Regiocentric: staff moves within the
designated region rather than globally
APPROACHES TO MANAGING
AND STAFFING SUBSIDIARIES

23. HOFSTEDE’S CULTURAL
DIMENSIONS Hofstede has identified 5 cultural dimensions for which each country
could be classified in-
 POWER DISTANCE :indicates the level of inequality in institutions
and organizations.
 UNCERTAINTY AVOIDANCE: focuses on the level in which people
in a certain country tolerate uncertainty and ambiguity within the
society.
 INDIVIDUALISM VERSUS COLLECTIVISM refers to the degree
where people prefer to take care of themselves, and making their
own decisions rather than being bound to groups or families.
 MASCULINITY VERSUS FEMININITY dimension describes if a
culture are bound towards values that are seen as more similar to
women’s or men’s values.
 LONG-TERM VERSUS SHORT-TERM ORIENTATION: A long-term
oriented society emphasize on building a future oriented perspective
in contrast to the short-term oriented society which values the
present and past.

24. Green HR is the use
of HRM policies to
promote the
sustainable use of
resources within
business
organizations and,
more generally,
promotes the cause of
environmental
GREE
N HRM

25.  Recruitment-Online Applicant
Tracking And Recruiting.
 Performance Management (PM)
and Performance Appraisal (PA).
 Training and Development.
 Employee Administration.
 Employment Relations.
 Grievance and Discipline.
HR PROCESSES INVOLVED
IN GREEN HRM

26.  Green Recruitment means a paper-free
recruitment process with a minimal
environmental impact.
 Applications are invited through online
mediums like e-mail , online application
forms or the Global Talent Pool. If possible,
telephone or video-based interviews are
conducted to minimize any travel-related
environmental impact.
GREEN RECRUITING

27.  Conducting an energy audit.
 Conducting annual survey.
 Recycle.
 Reduce commuting.
 Implement green
manufacturing processes.
 Explore opportunities
for implementing
alternative energy
sources.
ACTIONS COMPANIES TAKE
TO GO GREEN.

28. CASE STUDY ON GREEN
HRM
ITC launched an
environment friendly
multipurpose paper
‘Paperkraft Premium
Business Paper
Source:- https://www.researchgate.net
Research Paper :- Green HRM Practices – A Case Study of a
Few Selected Indian Companies

29. ABOUT ITC:
 ITC is one of India's foremost private sector
companies with a strong commitment to the
triple bottom line.
 It has been a frontrunner in adopting eco -
responsible processes, much ahead of
legislation.
 A market capitalization of over US $ 22 billion
and a turnover of over US $ 5 billion with a
diversified presence in cigarettes, hotels, paper
boards and specialty papers, packaging,
agribusiness, packaged foods and a whole
range of other services.

30. For the first time in India ITC has launched an
environment friendly multipurpose paper ‘Paperkraft
Premium Business Paper’, for office and home use
using a new technology 'Ozone Treated Elemental
Chlorine Free Technology replacing Elemental Chlorine
which was conventionally used in the bleaching process
during paper manufacture.
ITC's Green Leaf Threshing plant in Chirala is the
first in India and among the first 10 units in the world to
bag the Social Accountability (SA 8000) certification. ITC
as a responsible corporate citizen is doing many
activities for the welfare of the society: Environment,
health & safety (EHS) initiatives; Reaching out to society;
Preserving national heritage and Supporting
sustainable development. It is committed to
protecting the environment in which it operates. It is
equally committed to ensuring very high standard of
safety at the work place.

31.  In the conduct of the Company’s business, the
practice of good corporate citizenship is a
prerequisite and embraces the following: dealing
with all stakeholders in the organization, ITC upholds the
values which are at the core of their HR Philosophy -
trust, teamwork, mutuality and collaboration,
meritocracy, objectivity, self-respect and human dignity.
These values form the basis of their HR management
systems and processes.
The HR function in their department is contributing
significantly to the green management practices of the
company.
 The Company attaches great importance to a healthy
and safe, green work environment. ITC is committed
to provide good physical working conditions and
encourages high standards of hygiene and housekeeping.
 Particular attention is paid to training of employees to
increase safety awareness and adoption of safe working
methods, particularly designed to prevent serious or fatal
accidents.

32. The Company believes that commitment to
sustainable development is a key component
of responsible corporate citizenship and
therefore is accorded the highest priority.
Accordingly, the Company is committed to
Best Practices in environmental matters arising
out of its business activities and expects each
business to fully demonstrate this commitment.
In addition to complying with applicable laws
and regulations, they have established
procedures for assessing the
environmental effects of their present and
future activities.

33. THANK
YOU