hr practices

1. 1. 1. Group memberElizabeth MarcusPuja AgrawalRevathi RPresentation on
ContemporaryHuman Resource practices
2. 2. HR PracticesInsight of HRIntroductionTypes of HRM PracticesFactors affecting HRM
PracticesHRM Practices & Organization PerformanceDifferent Organization HR
PracticesConclusion
3. 3. INSIGHTS INTO HR HR is the most important asset & it is the source of
achievingcompetitive advantage Dynamic business environment reflects thatattracting,
managing, nurturing talent & retaining people is most criticalissue with enormous
opportunities spun off by the market In the Knowledge economy, corporate houses have to
address the coreissues of the HRM like e-recruitment, flexi-timing, employeeengagement
Today’s global workforce is more mobile than ever before As a result we are witnessing a
“war for talent” in the marketplace. HR plays vital role as a strategic business partner,
changeagent, administrative expert & champion of employees in shapingstrategic outcome
of organization.
4. 4. INTRODUCTION HR is the source of achieving competitive advantage becauseof its
capability to convert the other resources(money, machine, methods and material) in to
output(product/service) In order to develop a sound HRM system , the organizationshould
have effective Human Resource Management practices Contemporary HRM has been
changed from its traditionalperspectives till nowadays. HR can be considered as critical
assets if companies do notinvest in them
5. 5. TYPES HRM PRACTICES Employment security Selective hiring Self-managed
teams/team working High compensation contingent on
organizationalperformanceExtensive trainingReduction in status difference Sharing
information
6. 6. FACTORS AFFECTING HRPRACTICESEconomic
ChangesTechnologicalChangesNational cultureLegislationCompetitorsGlobalizationExternal
factors
7. 7. Continued…InternalFactorsOrganizationstructureOrganizationsizeBusinessStrategyHuma
nResourceStrategy
8. 8. HRM PRACTICES ANDORGANIZATION PERFORMANCE HRM practices enhance
organizational performance HRM practices and which reported a workplace climate
thatstrongly valued employee participation, empowerment andaccountability tended to be
perceived to generally performbetter on a number of valued organizational outcomes There
are significant connections between HRM practices andfirm performance that the strategic
alignment of HRM is also adriver for firm performance.
9. 9. Hypothesis Model
10. 10. SOME OF THE CONTEMPORARYPRACTICES Flexi timings Work from home
(Telecommuting) Performance Management System Family Medical Leave Allowances
E-Recruitment 540 Degree Performance Appraisal
11. 11. DIFFERENT ORGANIZATIONHR PRACTICESSL.NO ORGANISATIONS HRM
PRACTICES1 JK Lakshmi Cement Special Task Force, Young Leaders Forum, andPeriodic
Blood Pressure check up camps, Quizcompetitions, Open House Communication
meetingsand outbound training programmers.2 Grasim Industries Limited It has been
awarded as the best place to work,by Hewitt’s and Economic times3 TATA AIG General
InsuranceCo.Ltd.Friday Movie Mania ,indoor games andcompetition annual theme parties
like WOWwhere the children of the employees canspend time in their parents place of work,
arewards and recognition program ,called “TheSuccess Matrix",

2. 12. 12. CONCLUSION HRM practices should be analyzed from time to time andit should be
updated accordingly Line managers should be involved in designing HRMpractices &
survey should be conducted amongemployees to know their opinion about HRM practices
13. 13. ANY QUERIES??????????