HRM

1. Module: Organizational Theory
Present by: LE Tuan
ZHOU Yahan
KATIYAR Saransh
HUMAN RESOURCE MANAGEMENT

2.  HRM in Theory and Reality (present by : ZHOU Yahan)
 Organizational Commitment in HR (present by : LE Tuan)
 HRM in Project Environment (present by : KATIYAR Saransh)

3.  Recruiting and Selecting
 Training and Development
 Compensation
 Job Analysis
 Performance Management and Appraisal

4.  The most basic of the human resources functions.
 Recruitment: developing a job description
 Selection: interviewing candidates
 Facts in the reality:
1. Right candidates are not easy to find
2. Selection are easily evolved with interviewees‘ personal
emotion.

5.  Some level of on-the-job training that the human
resources department is responsible for providing
 Providing employees with opportunities for
growth and education on an individual basis.
 Facts in the Reality:
1. Easier for big companies to provide training while small
companies will skip this.
2. Most trainings have less or no effort.

6.  Traditional Benefits and Non- Traditional
Benefits.
 Balancing compensation and benefits for the
organization's workforce is an important HR
function because it requires a sensitivity to the
wants and needs of a diverse group of people.
 Facts in the Reality:
1. The Balance between employees’ effort to work and
company’s compensation.

7.  Collecting and recording required job-related data
to perform jobs, duties and responsibilities.
 Using this particular information to create a right
fit between job and employees.
 Facts in the reality:
1. Most of employees confused their job responsibilities
which lead to miscommunications among company.

8.  A review and discussion of an employee's
performance of assigned duties and responsibilities.
 It provides a way to help identify areas for
performance enhancement and to help promote
professional growth.
 Facts in the reality:
1. Appraisals should not be considered the supervisor's
only communication tool.
2. Appraisals may not always true.

9.  Every coins have two sides
 HR is done by human beings
 To establish the good system and strategy
 Theory works as guild only

10. Average cost = $4,000
According to IRLE of the University of California, to replace:

11. According to IRLE of the University of California, to replace:
= $2,000
A manual worker
A professional
employee
= $7,000

12. A survey of 610 CEOs by Harvard Business School
estimates that typical mid-level managers require 6.2
months to reach their break-even point.

13. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Week
Productivity
The productivity of scale of a new employee
25%
50%
75%

14.  Money
HOW TO SAVE THIS COST?
 Time

15. Organizational
Commitment

16. 1) What is Organizational Commitment?
2) Why is Organizational Commitment
important?
3) How can company create/improve
Organizational Commitment?

17. A. DEFINTION OF ORGANIZATIONAL COMMITMENT
B. THE IMPORTANCE OF ORGANIZATIONAL COMMITMENT
C. HOW TO IMPROVE ORGANIZATIONAL COMMITMENT?

18. The concept of “Organizational Commitment” has attracted
considerable attention over recent years
 “Organisational commitment is a state in which individual
continue remaining in the organization because of weighing cost-
benefits of leaving” - Hrebiniak & Alutto (1972)
 “Organizational commitment is an individual's psychological bond
to the organisation, including a sense of job involvement, loyalty and
belief in the values of the organisation” - Porter et al (1974)

19. “Organizational Commitment is a psychological state that
characterises the employee’s relationship with the
organisation, and has implications for the decision to
continue membership in the organisation”.
Meyer and Allen (1990)

20. Organizational
Commitment
A tri-dimensional concept of Meyer and Allen (1990)
Affective
Continuance
Normative
Different ways of organisational commitment
development and the implications for employees’
behaviour.

21. 1. Affective commitment dimension:
“Affective commitment is the employee’s emotional
attachment to, identification with, and involvement in
the organisation.”
Meyer and Allen (1990)
• Employee continue working in organization because
they desire to do.
• Personal objectives are congruent to the goals and
values of the organisation.

22. 1. Affective commitment dimension:

23. 1. Affective commitment dimension:
Affective commitment is influenced by factors:
 Job challenge
 Role clarity
 Goal difficulty
 Receptiveness by management
 Peer cohesion
 Feedback
 Dependability

24. 2. Continuance commitment dimension:

25. 2. Continuance commitment dimension:
“Continuance commitment is employee’s awareness of the
costs associated with leaving the organisation.”
Meyer and Allen (1990)
• Employees remains in the organisation because they
need to do so.

26. 2. Continuance commitment dimension:
Continuance commitment is influenced by factors:
 Availability of alternatives
 Level of investments

27. 3. Normative commitment dimension:
“Normative commitment is feeling of obligation to
continue employment”.
Meyer and Allen (1990)
• Employee remains with the organization because
they think they should do so.
• Relationship between employee and organization
is moral obligation.

28. 3. Normative commitment dimension:

29. Organizational commitment has either negative or
positive effects on the organization
Low level of Organizational
Commitment
High level of Organizational
Commitment
• Reduce the operation cost
• Working actively, neurotic compulsion
to succeed
• Work mechanically, unproductive and
tend to become loafer at work
• Low level of energy • High level of energy
• High level of creativeness
• Tend not to be creative at work
• Tend to leave the organization when
facing difficulties
• Tend to protect the organization
against the threat
• Absenteeism • Willing to work overtime
• Increase the operation cost:
recruitment, waste working facilities...

30. 1. Determine which commitment dimension which
employee has to choose the appropriate method.
2. Create a working environment that allows employee do
renovation.
3. Communicate openly and often.
4. Create company loyalty programs.
5. Use the organization's history to create a desirable
corporate culture.
6. Create a desirable working environment: picnic and
holiday parties...

31. A. Definition of Organizational Commitment
1. Affective commitment dimension
2. Continuance commitment dimension
3. Normative commitment dimension
B. The importance of Organizational Commitment
Organizational commitment has either negative and
positive effects on organization
C. How to improve Organizational Commitment?

33. Project:
It is a temporary organization that is created to
deliver a unique product or service.
The application of knowledge, skills, tools, and
techniques to project activities to meet project
requirements (scope).
Project Management:

34. SCOPE (Requirement)
PROJECT
RISK

36. Chief Executive
Functional
Manager
Staff
Staff
Staff
Functional
Manager
Staff
Staff
Staff
Functional
Manager
Staff
Staff
Staff

37. Chief Executive
Project
Manager
Staff
Staff
Staff
Project
Manager
Staff
Staff
Staff
Project
Manager
Staff
Staff
Staff

38. Chief Executive
Functional
Manager
Staff
Staff
Staff
Functional
Manager
Staff
Staff
Staff
Functional
Manager
Staff
Staff
Staff
Manager of
Project
Managers
Project Manager
Project Manager
Project Manager

39. It involves following four processes:
 HR Planning
 Acquiring Project Team
 Develop Project Team
 Manage Project Team
Project team members are accountable to both
Functional Manager and Project Manager.
Therefore they have dual reporting

40. Involves identifying and documenting project roles,
responsibilities, staffing strategies and reporting
relationships.
Staffing Management Plan: Includes how and when
project team members will be acquired, the criteria
for releasing them from the project, identification of
training needs, plans for recognition and rewards.

41. Acquiring qualified people for teams is crucial and
is based on following factors:
 Availability
 Competencies
 Experience
 Interest
 Negotiation with Functional Managers
 Cost
 Virtual Teams

42. It is very important to develop competencies and
interaction of team members to enhance project
performance.
Team development can be achieved in following
ways:
 Training Strategies
 Developing informal communication
 Arranging workshops
 Locate team member to work close to eachother

43. Involves tracking team member performance,
providing feedback and resolving issues and
conflicts.
Tracking and Evaluating members performance can
be achieved in following ways:
 Observation and Conversation with team
members
 List of Staff Roles and Responsibilities
 360 degree feedback method

44. Sources of inter-personal conflict in Project team:
 Work Scope
 Schedule
 Cost
 Technical Isuues
 Priorities of team members
 Personality Clashes
 Scope Creep

45.  Avoiding – not raising or addressing the conflict issue
 Accommodating – seeking to satisfy the other person’s
concerns at the expense of your own
 Competing – using whatever seems appropriate to win your
own position
 Collaborating – working with the other person to find a
solution that fully satisfies both your own concerns and
those of the other person
 Compromising – seeking a middle-ground position that
provides partial satisfaction for both parties

46. • Association of Project Managers (APM)
– www.apm.org.uk
– Over 13,500 individual and 240
corporate members throughout the UK
and abroad. APM’s key objectives are
to develop and promote project
management across all sectors of
industry and beyond.
• Project Management Institute (PMI)
– www.pmi.org
– Established in 1969 and headquartered
outside Philadelphia, Pennsylvania USA,
the Project Management Institute (PMI)
is the world’s leading not-for-profit
project management professional
association, with over 125,000 members
worldwide.