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Hrm module i

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Hrm module i

  1. 1. HumanResource Management MBA (G)/MBA (B&F) MBA 201 Yogesh Kumar Faculty (HR) Amity University Gurgaon
  2. 2. Why Study HR Management? It’s the people who run organizations. Need to manage their skills, abilities & aptitude. HRM is study about people i.e. how they arehired, trained, compensated, motivated & maintained.
  3. 3. Meaning• HRM is a management function that helps managers recruit, select, train and develop members of an organisation.• A series of integrated decisions that form the employment relationship; their quality contributes to the ability of the organisations and the employee to achieve their objectives.• HRM is the planning, organising, directing and controlling of the procurement, development, compensation, integration, mainte nance and separation of human resources to the end that individual, organisational and social objectives are accomplished.
  4. 4. Nature of HRM• Pervasive force• Action oriented• Future oriented• People oriented• Comprehensive function• Individual oriented• Inter disciplinary functions• Continuous function• Staff function• Development oriented
  5. 5. Scope of HRMThe scope of HRM is very wide. It is thus divided into three categories:A. Personnel aspectB. Welfare aspectC. Industrial Relation Aspect
  6. 6. A. Personnel Aspect includes• HR Planning• Recruitment• Selection• Placement• Transfer• Promotion• Training and Development• Remuneration• Incentives
  7. 7. B. Welfare Aspect includes• Working Conditions• Amenities such as Canteens, Creches, Rest rooms, Lunch rooms.• Housing• Transport• Medical Assistance• Education• Health and Safety• Recreation facilities
  8. 8. C. Industrial Relation Aspect includes• Union Management Relations• Joint Consultation• Collective Bargaining• Grievance Redressal
  9. 9. HRM Functions HRM Managerial Operative Function Functions Procurement Development Motivation& Maintenance integration Emerging Compensation issues -Planning •Job Analysis •Training •Job design •Health •Grievances •Personnel •Work •Discipline records-Organizing •HR Planning •Executive scheduling •Safety •Teams and •Personnel development •Motivation teamwork audit •Recruitment •Job evaluation •Welfare •Collective •Personnel- Directing •Career planning •Performance bargaining research •Selection and potential •Social •Participation •HR •Succession appraisal security •Empowerment Accounting-Controlling •Placement Planning •Compensation •Trade unions •HRIS administration •Employers’ •Job Stress •Induction •HRD Strategies •Incentives association •Counseling benefits and •Industrial •Mentoring •Internal mobility services relations •IHRM
  10. 10. HRM MODELS
  11. 11. The Fombrun, Tichy & Devanna Model Human Resource Development OrganisationalSelection Appraisal Effectiveness Rewards
  12. 12. The Harvard ModelStakeholder InterestShareholdersManagementGovernment Human HumanCommunity Unions Resource Resource Management outcomes Commitment Competence Congruence Situational FactorsWorkforce Character Long-TermBusiness Strategy & ConsequencesConditions Individual well-Unions beingLabour Market OrganisationalLaws & Societal values Societal well- being
  13. 13. The Guest Model HRM HR Behavioral Performa- Practices Outcomes Outcomes nce Hiring Commitment Motivation Outcomes Training Quality Co- Positive HRM Appraisal Flexibility Operation ProductivityStrategy Compensatio Organisational Innovation n Citizenship Quality Relations Negative Turnover Financial Outcomes Profits ROI
  14. 14. The Warwick Model of HRM
  15. 15. Socio-Economic Outer Context Technical Political-Legal Competitive Culture Inner Context Structure Politics/Leaders Task-Technology Business OutputsBusiness Strategy Content HRM Context Objectives Role Product Market Definition Strategy & Tactics Organisation HR Outputs HRM Content HR Flows Work Systems Reward Systems Employee- Relations
  16. 16. Concept of Personnel Management, HRD & SHRM• Personnel Management - Personnel Management is basically an administrative recordkeeping function, at the operational level.• Personnel Management attempts to maintain fair terms and conditions of employment, while at the same time, efficiently managing personnel activities for individual departments etc.• It is assumed that the outcomes from providing justice and achieving efficiency in the management of personnel activities will result ultimately in achieving organisational success.
  17. 17. • Human Resource Development in the organization context is a process by which the employees of an organization are helped, in a continuous and planned way to:a. Acquire capabilities required to perform various functions associated with their present or expected future roles.b. Develop their general capabilities as individuals and discover and exploit their own inner potentials for their own and organizational development purpose.c. Develop an organizational culture in which supervisor-subordinate relationship, teamwork, and collaborations among sub-units are strong and contribute to the professional well being, motivation, and pride of employees.
  18. 18. • Strategic HRM is a process that involves the use of overarching approaches to the development of HR strategies, which are integrated vertically with the business strategy and horizontally with one another.• Linking HRM with strategic goals and objectives to improve business performance and develop organizational cultures fostering innovation and flexibility.
  19. 19. HRM EnvironmentExternal factors includes:a) Economic factors (Customers, Suppliers, competitors & Globalization)b) Political & Legislative factors ( The Legislative, the Employers, & The Judiciary)c) Technological Factorsd) Social & Cultural factorse) Demographic factorsInternal factors include:a) Shareholdersb) Customersc) Suppliersd) Governmente) Publicf) Unionsg) The employeesh) Top Management
  20. 20. Changing Role/Challenges in HRM• The Management of Workplace Diversity• Planning a Mentoring Program• Organizing Talents Strategically• Leading the Talk• Control and Measure Results• Motivational Approaches• Managing Gain-sharing• Managing Executive Information Systems
  21. 21. Any Queries???

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