These slides are intended to help the Kannur University MBA - HRM students of MBA. It deals with topics of Challenges in HRM, Managing protean careers, Moonlighting Phenomenon, Workforce Diversity, Employee empowerment, Competitive Challenges,
This ppt will help you to understand about various HR challenges in current business environment & give you a brief insight to increase your conceptual idea in HR field.
The document summarizes the evolution of human resource management (HRM) from early labor practices to modern strategic HRM. It traces the development of HRM from welfare officers concerned with protecting women and children, to personnel managers handling tasks like payroll administration. World Wars accelerated these changes by requiring efficient management of large workforces. In recent decades, HRM has shifted focus to more strategic initiatives and aligning human capital with business objectives. The document also outlines HRM practices and regulations in India from ancient times to the modern emphasis on productivity, customer satisfaction, and treating people as human values.
Performance-based pay is a compensation method that pays employees based on work performed rather than salary or hourly wages. It provides financial rewards based on individual or group performance. There are various categories of pay systems including individual and group performance. Common performance measurement methods discussed in the document are graphic rating scales, management by objectives, and forced ranking. Both advantages and disadvantages of performance-based pay are outlined. The document also discusses the importance of performance-based pay in Nepal.
Human resource management (HRM) involves managing an organization's employees. It includes activities like recruiting and selecting employees, orientation and training, performance evaluation, compensation and benefits, and labor relations. The goal of HRM is to attract, develop and maintain a talented workforce to help achieve organizational objectives. It has evolved over time due to factors like scientific management, the human relations movement, and changes in business needs and the economy.
Human Resource Planning is the process of determining manpower requirements and meeting those requirements to achieve organizational goals. The objectives of HRP include ensuring optimal human resource use, avoiding imbalances in distribution, assessing future skill needs, and providing control measures. HRP involves analyzing current staffing levels, projecting future needs, and developing programs for recruitment, training, and staffing changes. Both internal factors like company policies and external factors like technology and regulations affect HRP. Benefits of HRP are reduced costs, improved employee development, identification of skills gaps, and improved business planning.
this presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
Human Resource Management ( competitive advantage)fathima habeeb
The document discusses several theories and frameworks related to gaining a competitive advantage through human resources. It describes Barney's resource-based view which indicates that human resources can provide sustained competitive advantage if they are valuable, rare, imperfectly imitable, and non-substitutable. Porter's five forces model and innovation strategies are also mentioned. Finally, the document discusses frameworks from Boxall and Guest for identifying, defending, and leveraging human resources to achieve a competitive advantage.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its scope, functions, objectives and evolution in India. HRM involves acquiring, retaining and motivating human resources in an organization. Its functions include staffing, development, compensation, and maintenance. The objectives of HRM are to meet societal, organizational, functional and personal objectives. HRM has evolved from a welfare focus in the 1920s-1930s to becoming a business partner by the 1990s in India. Studying HRM is important because people are an organization's core strength and competitive advantage.
This ppt will help you to understand about various HR challenges in current business environment & give you a brief insight to increase your conceptual idea in HR field.
The document summarizes the evolution of human resource management (HRM) from early labor practices to modern strategic HRM. It traces the development of HRM from welfare officers concerned with protecting women and children, to personnel managers handling tasks like payroll administration. World Wars accelerated these changes by requiring efficient management of large workforces. In recent decades, HRM has shifted focus to more strategic initiatives and aligning human capital with business objectives. The document also outlines HRM practices and regulations in India from ancient times to the modern emphasis on productivity, customer satisfaction, and treating people as human values.
Performance-based pay is a compensation method that pays employees based on work performed rather than salary or hourly wages. It provides financial rewards based on individual or group performance. There are various categories of pay systems including individual and group performance. Common performance measurement methods discussed in the document are graphic rating scales, management by objectives, and forced ranking. Both advantages and disadvantages of performance-based pay are outlined. The document also discusses the importance of performance-based pay in Nepal.
Human resource management (HRM) involves managing an organization's employees. It includes activities like recruiting and selecting employees, orientation and training, performance evaluation, compensation and benefits, and labor relations. The goal of HRM is to attract, develop and maintain a talented workforce to help achieve organizational objectives. It has evolved over time due to factors like scientific management, the human relations movement, and changes in business needs and the economy.
Human Resource Planning is the process of determining manpower requirements and meeting those requirements to achieve organizational goals. The objectives of HRP include ensuring optimal human resource use, avoiding imbalances in distribution, assessing future skill needs, and providing control measures. HRP involves analyzing current staffing levels, projecting future needs, and developing programs for recruitment, training, and staffing changes. Both internal factors like company policies and external factors like technology and regulations affect HRP. Benefits of HRP are reduced costs, improved employee development, identification of skills gaps, and improved business planning.
this presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
Human Resource Management ( competitive advantage)fathima habeeb
The document discusses several theories and frameworks related to gaining a competitive advantage through human resources. It describes Barney's resource-based view which indicates that human resources can provide sustained competitive advantage if they are valuable, rare, imperfectly imitable, and non-substitutable. Porter's five forces model and innovation strategies are also mentioned. Finally, the document discusses frameworks from Boxall and Guest for identifying, defending, and leveraging human resources to achieve a competitive advantage.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its scope, functions, objectives and evolution in India. HRM involves acquiring, retaining and motivating human resources in an organization. Its functions include staffing, development, compensation, and maintenance. The objectives of HRM are to meet societal, organizational, functional and personal objectives. HRM has evolved from a welfare focus in the 1920s-1930s to becoming a business partner by the 1990s in India. Studying HRM is important because people are an organization's core strength and competitive advantage.
Strategic human resource management (SHRM) aims to ensure that human resource policies and practices are fully aligned with and support the organization's overall strategic goals and objectives. It involves analyzing external opportunities and threats as well as internal strengths and weaknesses, and then formulating HR strategies to match the organization's capabilities with environmental demands. The key goals of SHRM include generating strategic capabilities in employees and providing direction during periods of change so that business and employee needs are both met through coherent HR programs and policies. Examples of companies that effectively implement SHRM include Southwest Airlines and Dell.
Introduction to Human Resource Management Evolution, Objective, Nature, Philo...Rai University Ahmedabad
Human resource management has evolved over three periods: (1) before the industrial revolution when apprentices assisted craftspeople, (2) during the industrial revolution when personnel management emerged to handle worker wages and unions, and (3) after the industrial revolution when scientific management and studies like Hawthorne shifted the focus to worker satisfaction and treating employees as a valuable resource. Modern HRM aims to maximize employee performance for business objectives through policies and development activities like recruitment, benefits, training, and performance reviews.
The document discusses international human resource management (IHRM). It defines IHRM as managing organizational human resources at an international level to achieve objectives and competitive advantage globally. IHRM includes typical HR functions like recruitment, selection, training etc. at an international scale along with activities like global skills management and expatriate management. The objectives, needs and functions of IHRM are explained. Key activities involved in IHRM are discussed along with issues like managing international assignments and culture. Effective IHRM implementation requires determining international operations strategy and ensuring standardized or localized HR policies. Staffing policies in IHRM like ethnocentric, polycentric and geocentric approaches are also summarized.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
Meaning of Human Resources
Human resources can be understood in terms of employing people, developing their resources,utilizing,maintaining and compensating,their services and in tune with the job and organizational requirements with the view to contribute to the goals of the organization goal ,individuals goals.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
Job evaluation is a systematic way to determine the relative worth of jobs within an organization. It aims to establish a rational pay structure by comparing jobs based on factors like skill, effort, and responsibility required. The main methods of job evaluation are ranking, classification, factor comparison, and point method. Ranking simply arranges jobs in order of value, while classification groups similar jobs into predefined grades. Factor comparison and point method assign scores to jobs based on how they rate on important compensable factors. While objective, job evaluation still involves some subjectivity and may require periodic review.
This document provides an overview of an HR presentation on HRD concepts and challenges. It defines HRD as a set of planned activities designed to provide employees with necessary skills to meet current and future job demands. It discusses the objectives, functions, need for and subsystems of HRD. These include training and development, which improves employee knowledge, skills and attitudes in the short-term or prepares them for future roles. The presentation also outlines challenges for HRD like a changing workforce, global competition, skills gaps, and technological changes. It concludes that HRD is too important to not be a central, revenue-generating part of an organization.
This document discusses the key functions of human resource management: staffing, human resource development, motivation and evaluation, employee provisions, and industrial relations. It provides details on the processes involved in each function, such as human resource planning, job analysis, recruitment, selection, training, performance management, and health and safety. The functions are interrelated and affect each other. The goal of human resource management is to utilize people effectively to achieve organizational objectives.
The document discusses human resource audits, including their definition, significance, objectives, benefits, and approaches. A HR audit examines policies, practices, procedures, compliance, effectiveness, and efficiency. It identifies gaps, makes recommendations for improvements, and helps ensure HR activities align with organizational goals. The audit scope includes functions like planning, staffing, development, motivation and more. Objectives include assessing performance, implementation, corrective actions, evaluations, and strategy modification. Benefits are improving the HR department, responsibility, uniform policies, and legal compliance.
Human resource planning is a process of forecasting future personnel needs and the availability of personnel to meet those needs in order to ensure that the right number and type of people are available at the right time and place. It involves forecasting demand and supply of personnel, developing programs to fulfill needs, implementing those programs, and evaluating their effectiveness. Effective HRP requires aligning HR strategies with organizational objectives, obtaining management support, maintaining accurate personnel records, using appropriate forecasting techniques, and revising plans and processes over time.
Strategic human resource management (SHRM) involves using people strategically to achieve organizational goals. There are four main approaches to SHRM: resource-based, high-performance management, high-commitment management, and high-involvement management. SHRM requires understanding the internal and external environment, including trends in technology, organizational structure, employee values and attitudes, management practices, demographics, and international factors. The environment shapes HR strategies around skills, training, compensation, and organizational design.
MOTIVATION IN HUMAN RESOURCE MANGEMENT; WHAT IS MOTIVATION, NEED FOR MOTIVATING EMPLOYEES, PROCESS OF MOTIVATION, TYPES OF MOTIVATION- INTRINSIC AND EXTRINSIC. MOTIVATION THEORY. METHODS OF MOTIVATION.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, distinctive HR practices, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and contexts.
Gain sharing - compensation management - Manu Melwin Joymanumelwin
This document provides an overview of gain sharing compensation management. It explains that gain sharing is a system used by businesses to motivate employees to improve performance and share financially in the gains from those improvements. The document outlines that gain sharing has two key parts - a bonus calculation and a structured employee involvement system - and is best viewed as an organizational development tool aimed at improving performance and eliminating waste. It also notes that gain sharing works best when employees are responsible for production quality and quantity and encourages ways to improve processes.
Chapter 2 Strategic HR Management and PlanningRayman Soe
This document provides an overview of strategic human resource management and planning. It discusses how HR contributes to organizational effectiveness in areas such as productivity, financial performance, quality, and culture. The document also outlines the HR planning process, including environmental scanning, assessing the internal workforce, forecasting HR supply and demand, and developing an HR strategic plan. The goal of HR planning is to ensure the organization has the right number and type of employees to meet its objectives.
The document discusses job evaluation, which is defined as the process of determining the relative worth of jobs within an organization. It considers factors like responsibilities, output, decision-making authority, and skills required. The objectives of job evaluation include establishing fair wages, minimizing discrimination, and ensuring positions are ranked appropriately. Common methods include ranking, paired comparison, point-based systems, and job classification. The process involves analyzing job descriptions, selecting an evaluation plan, classifying positions, implementing the program, and maintaining it over time. Job evaluation aims to create a standardized and equitable compensation structure.
This document provides an overview of compensation management. It discusses that compensation includes both direct monetary benefits like salary as well as indirect non-monetary benefits. An effective compensation system is designed based on factors like job analysis and market surveys. It is an important part of human resource management that helps motivate employees and improve organizational performance. The various components, types, and importance of compensation management are outlined.
This document discusses human resource planning (HRP), including what it is, why it is important, the HRP process, benefits, types of HRP, techniques for forecasting human resource needs and availability, factors that affect HRP, and challenges. HRP is defined as a sub-system of organizational planning that facilitates realizing organizational objectives by providing the right type and number of personnel. The HRP process involves assessing an organization's human resource needs based on strategies and plans, identifying gaps between needs and availability, and developing action plans for implementation. An effective HRP integrated with organizational planning can lower costs, improve resource utilization, and help ensure the right people are in the right jobs.
After completion of this seminar audience will be able to know:
What is HRM Model?
Why we need to design HRM Model?
Importance and focus of each HRM Model;
Being HR professional, what would be the Negative consequences if we don’t know about HRM Models?
The document provides an overview of key topics in strategic human resource management including globalization, technology changes, workforce diversity, continuous improvement initiatives, contingent workforces, and ethics. It discusses how HR must adapt practices to understand different cultural environments and ensure effective communication. New skills are required as jobs change with technology, and diversity presents challenges to attract and accommodate various groups. Continuous improvement and employee involvement programs aim to empower workers and improve productivity.
The document discusses several topics related to human resource management. It addresses the importance of a diverse workforce and employee engagement. It also discusses trends in areas like recruitment, selection, and training. The document outlines how human resource information systems, electronic human resource management, and talent management systems can support organizational goals. Additionally, it covers topics such as grievance handling, labor welfare measures, disciplinary actions, collective bargaining, and executive compensation.
Strategic human resource management (SHRM) aims to ensure that human resource policies and practices are fully aligned with and support the organization's overall strategic goals and objectives. It involves analyzing external opportunities and threats as well as internal strengths and weaknesses, and then formulating HR strategies to match the organization's capabilities with environmental demands. The key goals of SHRM include generating strategic capabilities in employees and providing direction during periods of change so that business and employee needs are both met through coherent HR programs and policies. Examples of companies that effectively implement SHRM include Southwest Airlines and Dell.
Introduction to Human Resource Management Evolution, Objective, Nature, Philo...Rai University Ahmedabad
Human resource management has evolved over three periods: (1) before the industrial revolution when apprentices assisted craftspeople, (2) during the industrial revolution when personnel management emerged to handle worker wages and unions, and (3) after the industrial revolution when scientific management and studies like Hawthorne shifted the focus to worker satisfaction and treating employees as a valuable resource. Modern HRM aims to maximize employee performance for business objectives through policies and development activities like recruitment, benefits, training, and performance reviews.
The document discusses international human resource management (IHRM). It defines IHRM as managing organizational human resources at an international level to achieve objectives and competitive advantage globally. IHRM includes typical HR functions like recruitment, selection, training etc. at an international scale along with activities like global skills management and expatriate management. The objectives, needs and functions of IHRM are explained. Key activities involved in IHRM are discussed along with issues like managing international assignments and culture. Effective IHRM implementation requires determining international operations strategy and ensuring standardized or localized HR policies. Staffing policies in IHRM like ethnocentric, polycentric and geocentric approaches are also summarized.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
Meaning of Human Resources
Human resources can be understood in terms of employing people, developing their resources,utilizing,maintaining and compensating,their services and in tune with the job and organizational requirements with the view to contribute to the goals of the organization goal ,individuals goals.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
Job evaluation is a systematic way to determine the relative worth of jobs within an organization. It aims to establish a rational pay structure by comparing jobs based on factors like skill, effort, and responsibility required. The main methods of job evaluation are ranking, classification, factor comparison, and point method. Ranking simply arranges jobs in order of value, while classification groups similar jobs into predefined grades. Factor comparison and point method assign scores to jobs based on how they rate on important compensable factors. While objective, job evaluation still involves some subjectivity and may require periodic review.
This document provides an overview of an HR presentation on HRD concepts and challenges. It defines HRD as a set of planned activities designed to provide employees with necessary skills to meet current and future job demands. It discusses the objectives, functions, need for and subsystems of HRD. These include training and development, which improves employee knowledge, skills and attitudes in the short-term or prepares them for future roles. The presentation also outlines challenges for HRD like a changing workforce, global competition, skills gaps, and technological changes. It concludes that HRD is too important to not be a central, revenue-generating part of an organization.
This document discusses the key functions of human resource management: staffing, human resource development, motivation and evaluation, employee provisions, and industrial relations. It provides details on the processes involved in each function, such as human resource planning, job analysis, recruitment, selection, training, performance management, and health and safety. The functions are interrelated and affect each other. The goal of human resource management is to utilize people effectively to achieve organizational objectives.
The document discusses human resource audits, including their definition, significance, objectives, benefits, and approaches. A HR audit examines policies, practices, procedures, compliance, effectiveness, and efficiency. It identifies gaps, makes recommendations for improvements, and helps ensure HR activities align with organizational goals. The audit scope includes functions like planning, staffing, development, motivation and more. Objectives include assessing performance, implementation, corrective actions, evaluations, and strategy modification. Benefits are improving the HR department, responsibility, uniform policies, and legal compliance.
Human resource planning is a process of forecasting future personnel needs and the availability of personnel to meet those needs in order to ensure that the right number and type of people are available at the right time and place. It involves forecasting demand and supply of personnel, developing programs to fulfill needs, implementing those programs, and evaluating their effectiveness. Effective HRP requires aligning HR strategies with organizational objectives, obtaining management support, maintaining accurate personnel records, using appropriate forecasting techniques, and revising plans and processes over time.
Strategic human resource management (SHRM) involves using people strategically to achieve organizational goals. There are four main approaches to SHRM: resource-based, high-performance management, high-commitment management, and high-involvement management. SHRM requires understanding the internal and external environment, including trends in technology, organizational structure, employee values and attitudes, management practices, demographics, and international factors. The environment shapes HR strategies around skills, training, compensation, and organizational design.
MOTIVATION IN HUMAN RESOURCE MANGEMENT; WHAT IS MOTIVATION, NEED FOR MOTIVATING EMPLOYEES, PROCESS OF MOTIVATION, TYPES OF MOTIVATION- INTRINSIC AND EXTRINSIC. MOTIVATION THEORY. METHODS OF MOTIVATION.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, distinctive HR practices, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and contexts.
Gain sharing - compensation management - Manu Melwin Joymanumelwin
This document provides an overview of gain sharing compensation management. It explains that gain sharing is a system used by businesses to motivate employees to improve performance and share financially in the gains from those improvements. The document outlines that gain sharing has two key parts - a bonus calculation and a structured employee involvement system - and is best viewed as an organizational development tool aimed at improving performance and eliminating waste. It also notes that gain sharing works best when employees are responsible for production quality and quantity and encourages ways to improve processes.
Chapter 2 Strategic HR Management and PlanningRayman Soe
This document provides an overview of strategic human resource management and planning. It discusses how HR contributes to organizational effectiveness in areas such as productivity, financial performance, quality, and culture. The document also outlines the HR planning process, including environmental scanning, assessing the internal workforce, forecasting HR supply and demand, and developing an HR strategic plan. The goal of HR planning is to ensure the organization has the right number and type of employees to meet its objectives.
The document discusses job evaluation, which is defined as the process of determining the relative worth of jobs within an organization. It considers factors like responsibilities, output, decision-making authority, and skills required. The objectives of job evaluation include establishing fair wages, minimizing discrimination, and ensuring positions are ranked appropriately. Common methods include ranking, paired comparison, point-based systems, and job classification. The process involves analyzing job descriptions, selecting an evaluation plan, classifying positions, implementing the program, and maintaining it over time. Job evaluation aims to create a standardized and equitable compensation structure.
This document provides an overview of compensation management. It discusses that compensation includes both direct monetary benefits like salary as well as indirect non-monetary benefits. An effective compensation system is designed based on factors like job analysis and market surveys. It is an important part of human resource management that helps motivate employees and improve organizational performance. The various components, types, and importance of compensation management are outlined.
This document discusses human resource planning (HRP), including what it is, why it is important, the HRP process, benefits, types of HRP, techniques for forecasting human resource needs and availability, factors that affect HRP, and challenges. HRP is defined as a sub-system of organizational planning that facilitates realizing organizational objectives by providing the right type and number of personnel. The HRP process involves assessing an organization's human resource needs based on strategies and plans, identifying gaps between needs and availability, and developing action plans for implementation. An effective HRP integrated with organizational planning can lower costs, improve resource utilization, and help ensure the right people are in the right jobs.
After completion of this seminar audience will be able to know:
What is HRM Model?
Why we need to design HRM Model?
Importance and focus of each HRM Model;
Being HR professional, what would be the Negative consequences if we don’t know about HRM Models?
The document provides an overview of key topics in strategic human resource management including globalization, technology changes, workforce diversity, continuous improvement initiatives, contingent workforces, and ethics. It discusses how HR must adapt practices to understand different cultural environments and ensure effective communication. New skills are required as jobs change with technology, and diversity presents challenges to attract and accommodate various groups. Continuous improvement and employee involvement programs aim to empower workers and improve productivity.
The document discusses several topics related to human resource management. It addresses the importance of a diverse workforce and employee engagement. It also discusses trends in areas like recruitment, selection, and training. The document outlines how human resource information systems, electronic human resource management, and talent management systems can support organizational goals. Additionally, it covers topics such as grievance handling, labor welfare measures, disciplinary actions, collective bargaining, and executive compensation.
Human Resource Development (HRD) and Human Resource Management (HRM) both focus on developing employees but with different aims. HRD aims to develop employees' full potential and improve organizational performance through opportunities like training and mentoring. HRM aims to improve productivity and focuses on issues like compensation and hiring. Both are influenced by factors like business strategies, legislation, and social change. While HRM views employees as costs, HRD believes all employees have potential that can be developed to benefit both the employee and organization.
Managing Diversity in The Workplace (HRM)Feby Sandra
This document discusses managing diversity in the workplace. It defines diversity as including differences in age, gender, ethnicity, race, religion, and other attributes. Managing diversity aims to maximize the benefits of a diverse workforce while minimizing potential disadvantages. Some benefits mentioned include improved problem-solving, creativity, customer service, and workforce satisfaction and retention. The document also discusses gender, racial, religious, and disability diversity issues and provides steps for managing diversity effectively such as training, recruitment, and accommodation practices.
1) The document discusses various societal factors affecting human resource management, including diversity, demographics, ethics, and sustainability. It notes the increasing diversity in the modern workforce and changes in the composition and characteristics of different generations.
2) Workforce demographics are changing as the population ages, with both positive and negative aspects of an older workforce discussed. The needs and traits of different generations currently in the workforce like Baby Boomers, Generation X, and Generation Y are outlined.
3) Managing diversity and promoting an ethical culture are important strategic issues. The document provides recommendations for diversity management programs and developing codes of ethics. Embedding sustainability across an organization requires training and initiatives to engage employees.
Diversity and Inclusion WPS PowerPoint Template (1).pptxShielaDagapioso1
This document provides an overview of diversity, inclusion and culture training. It aims to define diversity and distinguish between equal employment opportunity, affirmative action, and diversity and inclusion. It discusses primary and secondary dimensions of diversity, how communication is filtered through cultural perspectives, and a new "vegetable soup" metaphor for American culture. The document outlines USD 259's diversity and inclusion goals, benefits of workforce diversity and inclusion, and how discrimination and poor diversity management pose economic costs. It stresses the importance of organizational inclusion and an open organizational culture. Key takeaways are that workforce diversity enhances performance, diversity management must be strategically implemented, and diversity requires investment and attention to be effective.
This document discusses Quality of Work Life (QWL). It defines QWL as the sense of betterment and happiness employees feel in their work environment and the extent to which work enhances personal life. Key aspects of QWL include supportive organizational behavior, job enrichment, employee development, safe working conditions, and work-life balance. The document outlines factors that influence job satisfaction and QWL, such as compensation, career growth opportunities, and work conditions. It also discusses approaches and techniques for improving QWL, such as flexible schedules, job redesign, employee participation, and recognition programs. Measurement of QWL includes indices that assess job satisfaction, well-being, work conditions and other psychosocial factors.
Organizational Change and Development - Module 5 - MG University - Manu Melw...manumelwin
Contemporary issues and applications.
Organizational development in global context.
Organizational development in service sector, OD Practioners – role, competencies requirement, professional ethics and value and experiences.
Trends in OD.
This document provides an overview of key concepts in organizational behavior related to high performance organizations, multiculturalism, diversity, ethics, and globalization. It discusses how high performance organizations value people, empower teams, focus on learning and continuous improvement. It also covers managing diversity, understanding cultural differences based on dimensions like time orientation and space usage. National cultural values like power distance, uncertainty avoidance, and long vs short term orientation are examined. The importance of understanding cultural differences to avoid parochialism and ethnocentrism is emphasized.
Leadership and management and the differenceAboodZidan2
This document discusses managing cultural diversity in organizations. It begins by defining cultural diversity as having many groups of people from different backgrounds like language, traditions, and beliefs living together. It then discusses how organizations can manage diversity through their culture, recruitment, training, promotion practices, and addressing biases. It notes both challenges like potential conflicts but also opportunities like diverse perspectives that diversity provides. The document provides examples of how diversity can impact cohesiveness, communication, and morale. It concludes that fostering diversity gives competitive advantages like reduced costs, a strong workforce, and benefits like creativity, problem-solving, and adaptability that are crucial for organizations to be successful.
Managing diversity aims to encourage productive interactions among employees from diverse backgrounds by providing an optimal work environment and business results. Diversity refers to differences in qualities beyond just ethnicity, race and gender, including work experience, education and more. Managing diversity means promoting inclusion and community despite these differences. Managers play a key role in guiding diversity to benefit innovation and inclusion through practices like diversity training. Strategies for managing diversity include developing inclusive recruitment and policies, cultural sensitivity training, and seeking employee feedback. Workplace diversity can provide benefits like improved morale if properly managed, and ignoring diversity issues risks costly consequences.
gocareerguide-Careerdevelopment by gocareerguide.comCarmor Bass
This document discusses the importance of career development and management for employee retention and motivation. It outlines that companies need to reconsider their approach to careers given changing organizational structures. While employees are responsible for managing their own careers, companies should provide resources like training, mentoring and coaching. Retaining and engaging employees requires a focus on career growth, exciting work, relationships, recognition and learning opportunities. Effective human resource management involves attracting, developing and maintaining a quality workforce through strategic planning that is aligned with business goals.
The Dynamic Environment of HRM PPT (1).pptxNarinder53
The document discusses how the dynamic global environment impacts human resource management practices. It identifies several factors driving changes, including globalization, technology advances, workforce diversity, skills changes, and remote/virtual work. It provides examples of how each factor affects different HR functions such as recruitment, training, performance management, and compensation. The document emphasizes that HR professionals must adapt practices to the cultural and business environment to create inclusive and effective workplaces.
This document provides an overview of organizational behavior including:
- Definitions of OB as the study of how individuals, groups, and structure impact behavior in organizations.
- The key behavioral science disciplines that contribute to OB including psychology, social psychology, sociology, and anthropology.
- Challenges and opportunities for OB like globalization, diversity, innovation, and ethics.
- A basic OB model showing inputs, processes, and outcomes at the individual, group, and organizational levels.
The document discusses career development and management. It provides:
1) An overview of how companies are shifting responsibility for career management to employees while still providing resources like training and mentoring. Managing both current and new employee career growth is a challenge.
2) Research on factors that drive employee retention, including exciting work, career growth opportunities, good relationships, pay, and management support.
3) The importance of career management for both companies to retain and motivate employees, and for employees to avoid frustration and feel valued.
4) Elements of effective career development systems including taking an active role in planning, access to information, and linking to other HR practices like performance reviews.
9. organisation culture and current trends.pptxravi shankar
Organizational culture is the collection of values, expectations, and practices that guide and inform the actions of all team members. Think of it as the collection of traits that make your company what it is. A great culture exemplifies positive traits that lead to improved performance, while a dysfunctional company culture brings out qualities that can hinder even the most successful organizations.
Don’t confuse culture with organizational goals or a mission statement, although both can help define it. Culture is created through consistent and authentic behaviors, not press releases or policy documents. You can watch company culture in action when you see how a CEO responds to a crisis, how a team adapts to new customer demands, or how a manager corrects an employee who makes a mistake.
This document discusses how an organization's external environment and internal culture constrain and influence managers. It covers the symbolic and omnipotent views of management, how the economic, demographic, political/legal, sociocultural, and technological external factors affect organizations. It also discusses organizational culture as the shared values and behaviors in an organization, how culture is established and maintained, and how it influences managers and innovation. Strong cultures have widely shared values while weak cultures have limited shared values.
The document discusses the importance of organizational culture for implementing a Total Quality Management (TQM) system. It describes how TQM culture aims to satisfy customer needs by involving all employees. Key aspects of TQM culture include communication, employee empowerment, and management leading by example to promote continuous improvement. Maintaining a strong quality culture over time requires ongoing efforts like rewarding quality-focused behaviors and encouraging self-development.
Similar to HRM Challenges in Human Resource Management (20)
This document discusses various topics related to human resource planning and management, including:
1. Strategic workforce planning and the linkage between strategic planning and HR planning.
2. Methods of forecasting workforce demand and supply such as regression analysis, forecasting techniques, and Markov analysis.
3. Computing absenteeism and turnover rates and the costs associated with high rates of absenteeism and turnover.
This is the second part of the Module 1. plz refer the first part before this. This slide is prepared for the MBA students under the finance specialization, with special reference to Kannur university students.
Thanks to My Vimal Jyothi- Chemperi students
Deals with HRM - functions fo the Human Resource Management. These slides are prepared to help the MBA students under Kannur University HRM syllabus. It deals with Planning, Forecasting, Job models, Work schedule
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Prepared as per Kannur University MBA 3rd sem HR,
Traning models and general concept about the training are included.
this is the slide for first module
Jinuachan Vadakkemulanjanal, Vimal Jyothi Chemperi
This document provides an overview of training and development concepts. It begins by defining training and distinguishing it from development and education. It then discusses training needs analysis and various training techniques. A variety of evaluation methods are presented, including Kirkpatrick's four-level model of evaluating training outcomes. The document aims to explain the training process and how to evaluate training effectiveness.
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
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Accurate understanding of land use and cover is imperative for the development planning
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these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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1. HRM
Kannur University 2017-19 MBA
Module-2 Challenges in HRM
Competitive Challenges- Work force Diversity- Protean careers- Moonlighting
Jinuachan Vadakkemulanjanal
Vimal Jyothi Institute of Management & Research,
Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in
jinuachan@gmail.com; +91-9447373415; 04602213399; 2212240
3. Competitive Challenges and HRM
• Technological changes
• Workforce diversity- multi culture issues
• Contextual issues
• Change management- at par with technology
• Outsourcing- non core HR
• Health and welfare – workplace safety & privacy concern
• Recruitment and availability of skilled labour
• Retention and succession planning
• Restructuring- process and services
• Industrial relations – stress, target, personal issues,
• Employee compensation and rewards -
• Retirement
4. Technological changes
• Exponential Growth in knowledge : trade in
knowledge-intensive goods and services such as
biomedicine, robotics, and engineering- AI, ML, VR,AR
• Shift in human competencies: knowledge workers.
• Global market connection: Technology is dissolving
borders and creating an interconnected marketplace.
• Business & IT: Easy to use communication as
whatsapp, e-mail, electronic conferencing, and
databases for better decisions to geographically
dispersed workers.
• Innovation: Teams of marketing, engineering, and
production personnel working in parallel with
computerized files, data, information develop products
faster. Eg Simulations
5. • Quality improvement: The entire process of production,
marketing, and servicing is enhanced by computer
monitoring systems and through robotics
• Artificial Intelligence: The expert systems - computerized
programs- capture the knowledge processing & decision
making process as in analytics
• Rapid response: Technology permits quicker
communications, which allows faster decision-making.
• Automated services: Routine process, services, IVR,
guided demos, kiosks, vending machines
• Easy Payment services: internet, plastic money, m-
banking, cardless cash, UPI
• Advanced logistic services : tracking, video monitoring
6. Workforce Diversity
• Hiring people for a work place with different
human qualities or who belong to various cultural
groups
• Workforce diversity consisting of a broad
heterogeneous mix of workers from different racial
and ethnic background of different ages and
genders, and of different domestic and national
cultures
• Diversity encompasses race, gender, ethnic group,
age, personality, cognitive style, tenure,
organizational function, education background,
Economic level, Sexual orientation and more
7. • Primary Dimensions: Inborn difference - Have an
impact throughout one’s life: Gender, age, ethnicity,
gender orientation, physical ability, race
• Secondary Dimensions: Acquired or changed
throughout one’s lifetime Have less impact – still
impact self definition: Marital status, parental status,
work background, income group, education, religious
experience, Political Views
Dimensions of Diversity
8. To identify, attract, and retain, the best people of
each group.
To create a workplace where that talent can perform
at its best to maximize shareholders value
Workforce Diversity
9. Attitudes Toward Diversity
• Ethnocentrism = belief that one’s own group or
subculture is inherently superior to other groups
or cultures
• Enthno-relativism = belief that groups and
subcultures are inherently equal
• Pluralism = an organization accommodates several
subcultures
• Monoculture = A culture that accepts only one
way to do things. There is only one set of values
and beliefs
10. Optimize the productivity.
Enhanced creativity, innovation, and value in
today’s global marketplace
Increase the loyalty of employees.
Getting competitive advantage.
Improving decision making by providing different
perspective on problems. Generate more and better
alternatives to problems
Satisfy diverse needs of customers:
Integrate the cultural benefits, Enhance corporate
reputation
Produce more creative solutions than homogeneous teams
Significance of Workforce Diversity
11. High –low context Diversity
• High and Low Context refers to the attitude of
the people due to cultural differences
between societies.
• The "high context" and "low context"
popularized by Edward Hall.
• High context refers to societies or groups
where people have close connections over a
long period of time as Family, clan, tribe
15. Challenges For Management
CHALLENGES OF
CULTURAL
DIVERSITY
Organization Culture
Valuing differences
Prevailing value system
Cultural inclusion
HR Management Systems (Bias
Free?)
Recruitment
Training and development
Performance appraisal
Compensation and benefits
Promotion
Higher Career Involvement of
Women
Dual-career couples
Sexism and sexual harassment
Work-family conflict
Heterogeneity in
Race/Ethnicity/National
ityEffect on cohesiveness,
communication, conflict, morale
Effects of group identity on
interaction (e.g., stereotyping)
Prejudice (racism, ethnocentrism)
Promoting knowledge and
acceptance
Education Programs
Educate management on
valuing differences
Taking advantage of the
opportunities that diversify
provides
Source: Taylor H. Cox and Stacy Blake,”Managing Cultural Diversity: Implications For Organizational Competitiveness,” Academy of Management Executive 5, no 3 (1991), 45-56
16. Employee Empowerment
• Employee empowerment is giving employees a
certain degree of autonomy and responsibility for
decision-making regarding their specific
organizational tasks.
• Empowered employees are committed, loyal and
conscientious. They are eager to share ideas and
can serve as strong ambassadors for their
organizations
• It is obtained by transfer of authority to make
decisions and take actions.
17. • Controlled transfer of authority to make
decisions and take action
• It gives front-line employees the authority to
make decisions
• Power-sharing, trust, team-building
• “Its not about having power over other
people.
• Its about empowering people to step up and
lead.
18. • A primary goal of employee empowerment is to give
workers a greater voice in decisions about work-
related matters.
• Their decision-making authority range from offering
suggestions to exercising veto power over
management decisions.
• Possible areas include: how jobs are to be
performed, working conditions, company policies,
work hours, peer review, and how supervisors are
evaluated
23. Motivation theories
• Maslow – hierarchy of needs.
• Alderfer – ERG theory: Existence needs,
relatedness needs and growth needs.
• McClelland – Need for achievement, affiliation
and power.
• Herzberg – Two factor theory X-Y.
• Skinner's reinforcement theory.
• Vroom's expectancy theory.
• Adams' equity theory.
• Locke's goal-setting theory.
24.
25. Types of Empowerment
Types of empowerment: by Bowen and Lawler
1) Suggestion involvement
2) Job involvement
3) High involvement
• Decision-making Empowerment
• Financial Empowerment
• Time Management Empowerment
• Shared Information Empowerment
• Cultural empowerment
26.
27. Components of empowerment
1. Foster a Social Workforce
2. Consult Employees
3. Establish Guidelines
4. Create Flexible Team Structures
5. Encourage Open Communication
6. Inspire Employee Growth & Development
7. Provide a Level of Freedom
Ref: Fundamental Components Required in Your Employee
Empowerment Strategy taken from research Aria Solar on
August 07, 2017
28. benefits
• It strengthen motivation by intrinsic rewards
from their work
• It can increase productivity is through better
decisions: Toyota employees to identify and help remedy
problems occurring during product assembly
• Increases trust & belongingness to the
organization
• Improved employer satisfaction. By being
shared, organizational power can grow.
29. Challenges
• Insufficient Training, skills
• Reluctant Managers
• Breakdown of Organizational Structure
• Giving up control can be threatening to some
managers.
• Managers may not want to share power with
someone they look down upon.
• Managers fear losing their own place and
special privileges in the system.
31. Employee Empowerment
Good Or Bad
• Pros of Employee Empowerment
• It leads to greater job satisfaction, motivation,
increased productivity and reduces the costs.
• It also leads to creativity and innovation since
the employees have the authority to act on
their own.
• There is increased efficiency in employees
because of increased ownership in their work.
• Lesser need of supervision and delegation.
32. Employee Empowerment
Good Or Bad
• Employees when empowered become more
entrepreneurial and start taking more risks.
Greater the risk, greater are the chances to
succeed.
• Focus on quality from the level of
manufacturing till actual delivery and service
of goods.
33. Employee Empowerment
Good Or Bad
• Cons of Employee Empowerment
• Egotism / arrogance: Worker arrogance can
create a big trouble for the supervisors and the
managers. There can be problems in delegating.
Employees avoid reporting about their work and
feedback can be taken negatively.
• Risk: Creativity and innovation demands a greater
risk bearing capacity and there are equal chances
of success and failure. Workers often lack the
expertise to execute are enterprise, which can
cost big.
34. Employee Empowerment
Good Or Bad
• Industrial Democracy: Labor unions and
workers are empowered and they may misuse
the same. Strikes and lock outs become more
frequent. Also, labor unions gain insights into
management and their functioning and they
leak the same.
• Security: Since information comes and is
shared by all, there are apprehensions about
leakage of critical data
35.
36. Protean Careers
• The protean career is a process which the person,
not the organization, is managing.
• It consists of all of the person's varied experiences
in education, training, work in several
organizations, changes in occupational field, etc.
• The protean person's own personal career choices
and search for self-fulfillment are the unifying or
integrative elements in his or her life. (iD Musthafa PC)
• The criterion of success is internal (psychological
success), not external/salary/grade.
Ref: Hall, D.T. (2004). Protean career, a Sloan Work and Family Encyclopedia
entry. Retrieved May 10, 2007, p201
37. • The career of newgen will be protean, which is driven by
the person, not the organization, and that will be
reinvented by the person from time to time, as the person
and the environment change.
• The Protean Career is a concept that requires everyone to
1) monitor and assess the job market; 2) anticipate
future developments, trends, and industry shifts, 3) gain
the necessary skills, qualifications, relationships, and
assets to meet the shifts 4) adapt quickly to thrive in an
ever-changing workplace.
• The word “Protean” comes from the Mythical Greek Sea
God“Proteus,” who was best known adaptability.
38. Characteristic of protean career
• Focus on psychological success rather than vertical success
• Lifelong series of identity changes and continuous learning
• Career age counts, not chronological age
• Job security replaced by the goal of employability
• Sources of development are work challenges and
relationships, not necessarily training and retraining
programs
• The new career contract is not a pact with the organization;
rather, it is an agreement with one’s self and one’s work
• Focus on learning metaskills (learning how to learn), i.e., how
to develop self-knowledge (about one’s identity) and
adaptability
• Adaptability and identity learning is best accomplished
through interactions with other people (reflected in
interdependence, mutuality, reciprocity, and learning from
differences)
39.
40. Boundaryless Career
• Individuals careers are becoming boundaryless,
reflecting career paths that go beyond the boundaries of
single employment settings (Defillippi & Arthur, 1996).
• careers that involve & moves across the physical
boundaries of separate employers, such as stereotypical
Silicon Valley careers.
• It encourages mobility, flexibility, the development of
knowledge and networks, and the taking of
responsibility for one's own career.
• The boundaryless career resonates effectively with the
temporary organization structures and “knowledge
workers” becoming characteristic of the new century.
41. • Baker and Aldrich (1996) defining it in three
dimensional terms: 1) number of employers
2)extent of knowledge accumulation 3) the
role of personal identity
2) the degree of market valued skills and knowledge
(general skills) that an individual gains through
multiple work experiences
3) how a career can be identity enhancing, particularly
in work settings that facilitate working toward
challenging but attainable goals and which build on a
sense of who they are (Baker & Aldrich, 1996).
42. Salzman’s Alternative Paths ƒ
• Backtrackers: choosing self demotion ƒ
Plateauers: purposely staying at one level to
stay in control of your life ƒ
• Career shifters: transfer skills to less
pressured field (not career changer) ƒ
• Self employers: going solo to gain
more control over work ƒ
• Urban escapees: people who opt to
live in less stressful geographic areas
43. Knowledge workers
• Workers responsibilities are extend beyond the
physical execution of work to include planning,
decision making, and problem solving.
• They under go knowledge based training. Online
instruction
• “Just-in-time” learning via the Internet on company
intranets
• Eg purchase study,
44. Moonlighting
Moonlighting is defined as an employee’s tendency to work
with two different companies at the same time. To work in
both the companies, they divide their work on the basis of
day and night. It is also known as double jobbing
In today’s fading economy most of the employees are
looking for moonlighting for:
• More income,
• Test a job in different profile,
• Lack of motivation and recognition by the employer
• Spare time for newly start-up business.
45. Moonlighting Phenomenon etc
• Moonlighting arises among employees on
account of dissatisfaction from present wage &
salary structure.
• They feel that employer enjoys the increased
profit and that they are being exploited by the
employer.
• Consequently they agitate for hike in wages or
take up another part-time job or business
simultaneously with that of the original job. This
is also known as Double Jobbing.
46. Moonlighting….
• It affects almost all the functions of Human
Resource Management.
• Its effects would be mostly negative & it
poses challenges to the personnel manager.
• Presently very limited number of employees
does moonlighting,
• Immediate grievance address is needed to
eliminate it
49. Dual Career Group issues
• There has been a tremendous increase in the number of
female employees in all types of organizations.
• Both wife & husband will be loaded with grievances &
problems as both of them share their problems, both at
work and off the job.
• They spend their time and energy in solving the
problems or grievances redressel for both.
• There will be possibility of less commitment to the work
in the organization by both the parties
• So, treat people as resources, reward them equitably,
and integrate their aspirations with corporate goals
through suitable HR policies.
50. References
• Mejia, Luis Gomez; Balkin, David B & Cardy, Robert L, Managing
Human Resources, PHI learning Pvt Ltd, Delhi 2006-5th edi
• Snell , Bohlander; Human Resource Management,
• Armstrong, Michael; Armstrongs’s Handbook of Human
Resource management Practice, 2012, 12th edi
• Belcourt Monica and McBey Kenneth J, ‘Strategic Human
Resources Planning’, 2nd ed. Noida: Thomson Pub, 2007
• https://cb.hbsp.harvard.edu/cbmp/pages/discipline/humanres
ources
• http://www.hrmguide.co.uk/hrm
51. Jinuachan Vadakkemulanjanal
Administrator & Faculty,
Vimal Jyothi Institutions
Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in
jinuachan@gmail.com; +91-9447373415; 04602213399; 2212240
----------------------------------------------------------------------------------------------------------------------------------
Our Concerns:
1) Vimal Jyothi Institute of Management & Research| MBA HR, Marketing, Finance
Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in, office@vjim.ac.in
2) Vimal Jyothi Engineering College | BTech, MTech
Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in; admission@vjec.ac.in
3) Vimal Jyothi Civil Service (IAS) Academy | fulltime & Integrated IAS by ALS Delhi
Chemperi PO, Kannur Dr , Kerala-670632. ias@vjec.ac.in
4) Vimal Jyothi Inspire Pvt Ltd | Tech-Management Solutions and innovations support
Chemperi PO, Kannur Dr , Kerala-670632. vji@vjec.ac.in
Editor's Notes
"Hall first noted the emergence of the protean career in 1976, as he saw the beginnings of a shift away from the organizational career to this new orientation. He defined this orientation as:
Blue moonlighting
Most of the organizations have different performance appraisal procedures. They implemented them according to annually or half yearly. Some of the employees are satisfied with their increment and some of them are not. Employees who are not satisfied with their increment, start looking for additional jobs for increased pay but they hardly get any positive result out of their efforts. Such type of effort is called as blue moon (Banerjee, 2012).
Quarter moonlighting
When an employee is not satisfied with their current salary and they search a part time job in which they work after their regular job for an additional income. This is known as quarter moonlighting (Banerjee, 2012).
Half moonlighting
Many employees imagine a luxurious life where they tend to spend more than what they earn. They also tend to save a sufficient amount of money for future, or to start business. Such type of employee spends 50% of their time working in a part time job; their second job, rather than their regular job (Banerjee, 2012). This type of moonlighting is called half moonlighting.
Full moonlighting
Many people are also influenced by factors like family, friends, culture, and society. Such factors build mental pressure on individual’s mind about the difference in their earning capacity and they tend to look for alternate source of income. Such pressure forces them to earn extra pay from a different source by starting their own business or a full time secondary job. This is called full moonlighting (Banerjee, 2012).