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Human resource management v1
- 1. 1 Introduction to HumanResource Management Human Resource Management -Overview DATE:07-12-2012
- 2. Management & HRM Theconventional definition of management is getting work done through people, but real management is “developing people through work.“ — Agha Hasan Abedi
- 3. Management is “Getting ordinarypeople to perform in an extraordinary way” - Peter Drucker Management & HRM
- 4. HRM 4 The onlysustainable competitive advantage in to day’s environment is the people - Chrysler.
- 5. HRM 5 Managing peopleis the heart and Essence of Being a Manager
- 6. HRM 6 Competitiveadvantage comes through human resources and how they are managed. The people their ideas, their productivity, their adaptability to change, their capacity to learn at all levels of an organization are the competitive advantages. Competitive advantage can be obtained with a high quality work force that enables organizations to compete on the basis of market responsiveness, product and service quality differentiated products and technological innovation. Management should have the ability to consolidate corporate wide technologies, convert production skills into competencies that empower individual businesses to adapt to changing economic environment.
- 7. HRM 7 Managing peopleand working with them to achieve certain goals is one of the biggest trials in any work place. Aligning individual goals and organizational goals is the greatest challenge in any organization.
- 8. HRM 8 While aB School equips you with tools and methodologies, the work place teaches you how to use these skills.
- 9. HRM 9 ERICSSON A newemployee is an innovator, a competence developer, a team leader and a participator. POLARIS SOFTWARE LABORATORIES Young employees are treated as mini CEO’s, and are invited to participate in brainstorming and strategic thinking sessions. HCL TECHNOLOGIES A new employee is one with a high degree of technical expertise, who needs tremendous operational freedom and the constant stimuli to work with cutting- edge technology.
- 10. HRM 10 Tomorrow’s managerhas to organize his work with corporate goals, run his own team manage budgets, spot opportunities, identify, tap and manage new business opportunities and accountable for profitability
- 11. HRM 11 • HRis a critical function that supports and helps the business to grow.
- 12. HRM 12 Need forHuman Resource Management • Development of business and people go together • Creating a climate of opportunity and professional challenge • Improvement in the quality of work life • Recognition of excellence in performance through career development and rewards • Responsible sharing of information between management and employees
- 13. HRM 13 • Employeegrievances should be redressed promptly • Wages and salary must be based on equity, job profile, bilateral agreements and statutory obligations • Development of subordinates is the responsibility of the supervisors. • Involvement of employees in decision making will optimize managerial performance.
- 14. HRM 14 Bringing peopleand organizations together to achieve business’ goals
- 15. HRM 15 Acquiring,Developing andMaintaining a Competent and Efficient work force.
- 16. HRM 16 • Humanresources management is integrating people into a working environment, motivating them to work together effectively and providing them social psychological and economic satisfaction
- 17. HRM 17 Human Resourcesmanagement is the Procurement of suitable human resources, training and developing their competencies, motivating them, rewarding them for their best performances and Ensuring their continued commitment to achieving organizational objectives.
- 18. HRM 18 Characteristics ofHRM • Helping the organization to achieve its goals. • Analyzing and solving problems from a profit oriented and not a service oriented point of view. • Employing the skills and abilities of the work force efficiently. • Increasing job satisfaction and self actualization.
- 19. HRM 19 • Developingand maintaining quality of work life that makes employment desirable. • Communicating HRM policies to all employees. • Implementing ethical policies and socially responsible behaviour. • Preparing reports on HR problems and solutions.
- 20. HRM 20 • Objectiveoriented • Action oriented • People oriented • Development oriented • Comprehensive oriented • Globaly oriented • Future oriented
- 21. HRM 21 Objectives ofHRM • To make the maximum contribution to the achievement of organizational goals. • To attract and retain the required number of people with appropriate skills, expertise and competencies. • To establish and maintain an organizational structure by dividing organizational tasks into functions, positions and jobs, defining responsibility , accountability and authority for each job and their relationship with other jobs.
- 22. HRM 22 • Tosecure the integration of individuals and groups within an organization in such a manner that employees feel a sense of involvement commitment and loyalty. • To recognize and satisfy individual and group goals. • To maintain high morale and better human relations. • To design and develop an effective organization which can respond effectively to change.
- 23. HRM 23 • Benchmark managerial performance not only against the best corporate in the country but also against global competitors in core business. • Identify and nurture managers from inside the organization instead of importing talent and ensure extensive training in order to improve their skills. • Shop around the world for managerial skills paying global scale salaries and use the expertise extensively to attain international standards.
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- 25. 25 HRM Activities 25 Obtaining – •Job Analysis • Job Design • Recruitment • Selection • Induction Obtaining – • Job Analysis • Job Design • Recruitment • Selection • Induction Basic – Strategic HRM • HR Planning Basic – Strategic HRM • HR Planning Improving – • Performance Appraisal • Training • Development • Learning Environment Improving – • Performance Appraisal • Training • Development • Learning Environment Rewarding – • Motivation • Compensation • Incentives • Other Benefits • Rewards Management Rewarding – • Motivation • Compensation • Incentives • Other Benefits • Rewards Management Managing – • Industrial Relations • Employment Relations • International HRM • CSR • Diversity Managing – • Industrial Relations • Employment Relations • International HRM • CSR • Diversity Evaluating – • Critical Analysis • HRM Evaluation • HR Audit • HR Assessment Evaluating – • Critical Analysis • HRM Evaluation • HR Audit • HR Assessment
- 26. 26 Three Main HRActivities 26 by enhancing employee satisfaction, commitment, loyalty etc. by enhancing employee satisfaction, commitment, loyalty etc. recruiting and selecting suitable peoplerecruiting and selecting suitable people improving employee knowledge, skills, performance, potential etc. improving employee knowledge, skills, performance, potential etc. Obtain DevelopMaintain
- 27. HRM 27 HR FunctionalAreas • Organizational design and analysis • Manpower planning • Recruitment and selection • Training and development • Financial and non financial motivation • Performance appraisal • Rewards & Perks management • Health and safety • Research and surveys • Quality of work life • Grievances and discipline
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- 29. HRM 29 Qualifications ofHR Manager 1. A degree of master of Labour Management or Bachelor of the same 2. Post graduate diploma in labour administration 3. Post graduate diploma in Labour laws and Administrative laws 4. Post graduate diploma in personal management industrial relation and labour welfare 5. A degree or diploma in social work, social studies personal management, labour relations or social welfare with labour laws on industrial relation and labour welfare or industrial relation as a main subject of any university or institution recognized by the UGC 6. A diploma in labour laws.
- 30. HRM 30 Qualities ofa HR manager • Problem solving & decision making • Ability to inspire & motivate people • Fairness & firmness • Sympathy & consideration • Tact & resourcefulness • Knowledge of labour • Devoted sense of vocation • Capacity for leadership • Sense of social responsibility • Ability to generate trust • Readiness to cooperate • Promptness in giving feedback • Listening • Tolerance • Empathy • Communication skills • Politeness • Pleasing personality • Sophisticated habits • Personal integrity
- 31. HRM 31 Multiple Rolesof HR Manager • Laison man / channel of communication • Buffer zone • Non aligned professional • Welfare officer • Fire fighter • Trouble shooter • Staff advisor • Facilitator • Conscience keeper • Counselor • Mediator • Spokesman • Problem solving • Change agent
- 32. HRM 32 • Policeman •Lawman • Laison man • Catering man • Productivity man
- 33. HRM 33 HR professionalsmust be leaders, decision makers and human relation specialists. HR manager should act as a peace maker, a communicator between labour & management, a problem solver, a change agent, a good and brave leader, a gentleman.
- 34. HRM 34 HR Outcomes •Productivity • Profitability • Low labour turnover • Absenteeism • Job satisfaction • Participation • Team Building • Better Communication
- 35. HRM 35 Issues FacingHR • Down sizing • Re – engineering • Total quality management • Information explosion • Technology • Global competition • Diversity management • Empowerment • Work family programmes • Electronic communication • Teams • 360 % feed back • Domain competency • Bench marketing • Learning organizations • Global HRM • Telecommunication • Internet • Emotional quotient
- 36. Managing your Boss Photosynthesiser: Likes to get to the top, his meetings are tortuous and every meeting is an interim meeting and he does not like the word final report. Social Animal : Believes in a lively office environment, loves interacting with people and is always running around the cubicles socializing, “let us organize three days summit on team building and office dynamics”. Wikibossia : Wants every possible piece of data in place before he does anything including slides and graphs. Parasite : If you do well he fires you if you do badly he fires you. People who work under him are given stiff targets for promotions.
- 37. Managing your Boss Photosynthesiser: Likes to get to the top, his meetings are tortuous and every meeting is an interim meeting and he does not like the word final report. Social Animal : Believes in a lively office environment, loves interacting with people and is always running around the cubicles socializing, “let us organize three days summit on team building and office dynamics”. Wikibossia : Wants every possible piece of data in place before he does anything including slides and graphs. Parasite : If you do well he fires you if you do badly he fires you. People who work under him are given stiff targets for promotions.