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Presentation On Human Resource Management


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Presentation On Human Resource Management

  2. 2. “ You can get capital and erect buildings , but it takes people to build a business .” -Thomas J. Watson ( The founder of IBM )
  3. 3. - What is HRM- Nature of HRM- Objectives of HRM- Importance of HRM- Functions Of HRM- Organisation of HR department- Models of HRM- Evolution of HRM- System approach to HRM- Strategic HRM- Traditional HR versus Strategic HR- Skills for HR professionals
  4. 4. ‘ Employees are the most important asset of the organization ’• The quality and effectiveness of the organization isdetermined by the quality of the people that areemployed.• Success for most organizations depends on finding theemployees with the skills to successfully perform the tasksrequired to attain the company’s strategic goals
  5. 5.  HRM encompasses all management decisions and activities that affect or influence the people of the organisation . It is the process of managing people in organisations in a structured and thorough manner . HRM is the organisational function , which can also be performed by Line managers , that deals with issues related to people like recruitment , compensation , performance appraisal , health , safety , training & development , motivation etc .
  6. 6. According to American Management Association: Human Resource Management is that field of management which has to do with planning, organizing and controlling various operative functions of procuring, developing, maintaining and utilizing a work force in order that (a) the objectives for which the company is established are attained as efficiently and economically as possible; (b) the objectives of all levels of personnel are served to the highest degree; and (c) the objectives of the community are duly considered and served.”
  7. 7. Pervasive force Action Continuous oriented function Individu- ally Interdisc- oriented iplinary function Nature People Of HRM orientedAuxillary service Future oriented Compre- hensive function Integrati-ng Develo- mechanism pment oriented
  8. 8. Welfare Aspect Personal AspectIndustrial Relations Aspect
  9. 9. Personal Functional SocietalOrganisational
  10. 10. Legal CompliancesSocietal Benefits Union Management Relations AppraisalFunctional Placement Assesment Training & DevelopmentPersonal Appraisal & Placement Compensation & Assessment Human Resource Planning Selection , T& DOrganisational Employee Relations Appraisal & Placement Assessment
  11. 11. 1- At the enterprise level : - attract and retain the best people in the organisation - train people for challenging roles - develop right attitude towards job - develop skills and competencies - promote team spirit - develop loyalty and commitment2 - At the society level : - enhance standard of living - generate employment opportunities
  12. 12. 3 – At the individual level : - promotes team work and team spirit - provide opportunities for growth - increase productivity and profits - develop diligence and commitment towards work - improve job satisfaction4 – At the national level : - enhance standard of living - provide better employment - efficient use of natural , physical and financial resources
  13. 13. There are two types of functions of HRM as follows :1- Managerial2 – OperationalManagerial functions are as follows :A – PlanningB – OrganisingC – DirectingD - Controlling
  14. 14. Operative functions are as follows :A – Procurement : - Job Analysis - HR Planning - Recruitment - Selection - Placement - Induction - Internal mobilityB – Development : - Training - Executive development - Career planning - Succession planning - Human resources development strategies
  15. 15. C – Motivation And Compensation : - Job design - Work scheduling - Motivation - Job evaluation - Performance and potential appraisal - Compensation administration - Incentives benefits and servicesD – Maintenance : - Health - Safety - Welfare - Social Security
  16. 16. E – Integration : - Grievances - Discipline - Teams and team work - Collective bargaining - Participation - Empowerment - Trade unions - Employers’ association - Industrial relations
  17. 17. F – Emerging Issues : - Personal records - Personal audit - Personal research - HR accounting - Human Resource Information System ( HRIS ) - Job stress - Counselling - Mentoring - International HR
  18. 18. HRM in Small Scale Unit : Owner / ManagerProduction Sales Office Accountant manager Manager Manager Personal Assistant
  19. 19. Chairman / MD Director Director Director Director Director Finance HRM Marketing R&DProduction
  20. 20. Director HR Manager Manager Admin Manager HRD Manager IR Personnel Training & Appraisal Development PR Canteen Medical Welfare Transport Legal Grievance Compen-HRP Hiring Handling sation
  21. 21. - The Commodity Concept ( labour was regarded as commodity to be brought and sold )- The Factor Of Production Concept ( labour is like any other factor of production )- The Goodwill Concept ( welfare measures have positive impact on labours )- The Paternalistic Concept ( fatherly and protective attitude towards employees )- The Humanitarian Concept ( fulfill physical , social & psychological needs of employees )- The Human Resource Concept ( employees are most valuable assets of organisation )- The Emerging Concept ( employees should be accepted as partners in the progress of company)
  22. 22. Period Emphasis Status Roles1920-30 Welfare management Clerical Welfare Paternalistics practices administrator Ploliceman1940-60 Expanding the role to cover Administration Appraiser labour welfare , industrial Advisor relation and personnel function Mediator Legal Advisor Fire fighting1970-80 Emphasis on human values, Developmental Change agent aspirations , dignity , usefulness , Integrator efficiency and effectiveness Trainer Educator1990-2000 Increemental productivity gains Proactive Developer through human assets Growth oriented Counsellor Mentor Problem solverPost 2000 Aggressive cost cutting in order Fight for survival Compete with the
  23. 23. Product subsystem HR Subsystem Procurement Finance Training Marketingsubsystem Compensation subsystem Appraisal Rewards Technical subsystem
  24. 24. Comprehensiveness Credibility Communication ChangeControl Cost- Commitment effectiveness Competence Creativity Coherence
  25. 25. 1. The Fombrum Model Human resource development Organisational Selection Appraisal effectiveness Rewards
  26. 26. 2. The Harvard Model Stakeholder interest -Management -Employee groups -Government -Community HRM policy Long term -Unions Human choices consequences Resource -Employee -Individual Outcomes influence well – being -Commitment -HR flow - -Competence Situational factors -Reward Organisational -Congruence -Workforce system effectiveness -Cost – characteristics -Work -Social well – effectiveness -Business strategy system being -Management philosophy -Labour market -Unions -Laws & societal values
  27. 27. 1. The Guest Model Performa Behavio- nce ural Outcome HRM Outcom- s Practices HR es Positive Hiring Financial HRM Outcomes Motivat- Producti- Training OutcomeStrateg- Commit- ion vity Appraisal s ies ment Co-ope- Innova- Compens Profit Quality ration tion- ation ROI Flexibility Organi- Quality Industrial sational Negative relations citizen- Absent- ship eeism Turnover
  28. 28. 1. The Warwick Model Outer context Socio-economic Technical Political-legal Competitive Inner Context Structure Politics/leadership Task technology Business outputs Business Strategy HRM Context Content Role Objectives Definition Product market Organisation Strategy & tactics HR outputs HRM Content HR flows Work system Reward system Employee relations
  29. 29. Benchmarks Personnel Management Human Resource ManagementEvolutionary Succeeded IR but Succeeded PM and ruled preceded HRM for a long time . Started during 1980s and carried acceptance todayEmphasis Emphasis on mundane Treat human being as activities like hiring , valued assets to be valued remunerating, training & , used and preserved . harmonyOutcome of people Value for money Added valuemanagementReporting Regulators Investors and stakeholders
  30. 30. Benchmarks Personnel Management Human Resource ManagementPeople management Focused on service Numerous small & tacticalactivities delivery , not project projects , projects often management annual events within service deliveryMeasurement Efficiency of HR activities Effectiveness of HR , compliance outputs against business planAssumptions about Cause & effect , simple & Dynamic system , coreenvironment , stable , people seen as a competencies , strategy-fitorganisations and people cost/ an expense , , people seen as assets ,management behavioural psychology , hard & soft HRM , financial reward cognitive & humanistic psychology , learning organisations
  31. 31. SHRM is built around three important propositions :1. The human resources are major source of competitiveadvantage , people can make or break organisation .2. Successful organisational performance depends on a close fitbetween business and human resource strategy3. Individual HR strategy should cohere by being linked to eachother to offer mutual support .
  32. 32. Points of distinction Traditional HR Strategic HRFocus Employee relations Partnership with internal and external customersRole of HR Transactional change Transformational change follower & respondent leader & initiatorInitiatives Slow , reactive fragmented, Fast, proactive & short term integratedTime horizon Short term Short, medium & longControl Bureaucratic roles , Organic flexible policies & proceduresJob Design Tight division of labour Broad , flexibleKey Investments Capital , products People , knowledgeAccountability Cost centre Investment centreResponsibility for HR Staff specialists Line managers
  33. 33. A Model Of Strategic Human Resource Management External Environment Laws Competition regulating Government policy Outcomes environment Technology Market trends Procurement Increased Economic factors HR Strategy performanc HR Planning Development e Design of jobs & work systems Performance CustomerCorpor- What workers Management satisfaction ate Business doStrategy Strategy What workers Compen- Employee need sation satisfaction How jobs Internal interface with Labour Enhanced Environment others Relations share Culture holder Structure values Policies HRIS Skills
  34. 34. “Human resource managers , nowdays , wear many hats . They perform mainly three different types of roles while meeting the requirement of employees and customers , namely administrative , operational and strategic .” - Mathis and Jackson , Ulrich
  35. 35. 1. Administrative Roles – Policy maker Administrative expert Advisor Housekeeper Counsellor Welfare officer Legal consultant
  36. 36. 2. Operational Roles – Recruiter Trainer , developer and motivator Co-ordinator / linking pin Mediator Employee champion
  37. 37. 3. Strategic Role – The strategic role of HR management focuses attention on how to enable ordinary employees to turn out extra ordinary performance , taking care of their ever-changing expectations . The key areas of attention include effective management of key resources ( employees , technology , work process ) while delivering cost effective , value enhancing solutions . Change agent Strategic partner
  38. 38. Matching process, All managers Employees are integrating the are resource viewed as assets organization’s managers goals with employees’ needs How a company manages its workforce may be single more important factor in sustained competitive success38
  39. 39. Company Strategy Attract an Effective Workforce HRM planning Job analysis Forecasting Recruiting SelectingMaintain an Effective Workforce Develop an Effective Workforce Wage and salary Benefits Training Labor relations Development Terminations Appraisal39
  40. 40. Focus on building human capital 1 Development of global 2 HR strategies IHRM 3 The using of information technology40
  41. 41. Business Mastery Personal Credibility HR ChangeMastery Mastery
  42. 42. Business Mastery – Business acumen Customer orientation Knowledge in all functional areas External relationsPersonal Credibility – Competence Sound academic credentials Trust Ethical conduct Courage
  43. 43. HR Mastery – Staffing Performance appraisal Reward system Communication Organisation designChange Mastery - Interpersonal skills Problem solving skills Reward system Innovativeness & creativity
  44. 44. References :1. Managing Human Resources by Aswathapa2. Human Resource Management by V.S.P. Rao