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Human resource-management
This document provides an introduction to the syllabus of a course on human resource management. It outlines the key topics to be covered, including acquiring human resources through recruitment and selection, developing human resources through training and career development, enhancing performance through reward systems and ensuring health and safety, and managing employee separation. It also lists the required textbooks and reference books for the course. The evaluation scheme includes components like mid-term examinations, quizzes, assignments, class participation and their respective weightages.
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Human resource-management
- 1. Introduction to Human ResourceManagement
- 2. Syllabus • Introduction : Natureand scope of human resource management, HRM objectives and functions, HRM policies, HRM in globally competitive environment, Strategic human resource management • Acquiring Human Resources: Human resource planning, Job analysis and job design, Employee involvement, Flexible work schedule, Recruitment, Types of recruitment, Selecting human resources, Selection methods, Various types of tests, Placement and induction, Right sizing. • Developing Human Resources Employee training, Training need assessment, Training methods and evaluation, Cross-cultural training, Designing executive development program, Techniques of executive development, Career planning and development.
- 3. Introduction • Enhancing andRewarding Performance Establishing the performance management system, Establishing reward and pay plans, Employee benefits, Ensuring a safe and healthy work environment • Definition, Disciplinary procedure model, Grievance procedures, Termination of employment: retirement, resignation and termination of contract, Layoff and exit interviews, Dealing with the human aspects of terminations and counseling
- 4. Text Books 1. Dessler,Gary and Varkkey, Biju; Fundamentals of Human Resource Management; Pearson Education 2. DeCenzo, David, A. and Robbins, Stephen P.; Fundamentals of Human Resource Management; John Wiley and Sons Reference Books 1. Khanka, S.S; Human Resource Management: Text and Cases; S. Chand and Co. 2. Rao, V.S.P; Human Resource Management: Text and Cases; Excel Books 3. Ivancevich, John M; Human Resource Management; Tata McGraw Hill 4. Aswathappa, K.; Human Resource and Personnel Management; Tata McGraw Hill
- 5. S.No. Continuous EvaluationComponent Weightage % 1 Two Mid-Terms Examination 20 2 Quiz Tests (Best of two) 15 3 Assignments/Presentations 10 4 Class Participation 5 Total 50 Evaluation Scheme
- 6. LOGO Introduction to Human ResourceManagement • Introduction • Nature and scope of HRM • HRM objectives and functions • HRM policies • HRM in globally competitive environment • Strategic HRM Ms. Preeti Bhaskar Assistant Professor, IMS Unison University
- 7. Introduction Look at thequestions given below and try answering them. • Whom do you send your resume to when you see a job opening that interests you? • Who gives you the job offer and discusses your pay package with you? • Who inducts you into the organization when you are a new employee? • Whom do you contact when you have any doubts regarding your pay package, perks, benefits, conveyance, leave management etc.? • Who helps you in the final exit formalities when you leave an organization? • Who takes care of your training and development needs?
- 8. Introduction You must haveguessed correctly. It is the Human Resource Managers and people from the HR Department who take care of you right from the time when you apply to a company, you get the job, you join the company, are working with the company till the time you leave the company. Hence, in your entire lifecycle of involvement with the company, the HR always stands by you and supports you during your tenure with the company. Hence, HR managers are also known as ‘People Managers’, ‘People Enablers’ and they practice as ‘Human Resource or People Management’.
- 9. What is HumanResource Management (HRM)? HRM is all about people in organizations. No wonder that some MNC’s (Multinationals) call the HR managers as People Managers, People Enablers and the practice as People Management. In the 21st century organizations, the HR manager or the people manager is no longer seen as someone who takes care of the activities described in the traditional way. In fact, most organizations have different departments dealing with Staffing, Payroll, and Retention etc. Instead, the HR manager is responsible for managing employee expectations vis-à-vis the management objectives and reconciling both to ensure employee fulfillment and realization of management objectives.
- 10. HRM - Definition EdwinFlippo defines- HRM as “planning, organizing, directing, controlling of procurement, development, compensation, integration , maintenance and separation of human resources to the end that individual, organizational and social objectives are achieved.”
- 11. LOGO A rich manpurchased a healthy cow and poor man purchased sick cow from the same market. The rich man displayed his cow at the entrance to his house, while poor man invested a lot of money and efforts on his sick cow. In course of time, the rich man’s cow become weak, while poor’s man cow gained health. People are the most vital and valuable resource of any organization. Material resources depreciate, while Human Resources are appreciate The Mantra : Understand and Nurture People
- 12. LOGO Societal Organizational FunctionalPersonal Objectives ofHRM 1. Legal compliance. 2. Benefits. 3. Industrial relations 1. H R Planning. 2. Employee Rel. 3. Selection 4. Training & Dev. 5. Appraisal 6. Placement 7. Assessment 1. Appraisal 2. Placement 3. Assessment 1. Training and dev. 2. Appraisal. 3. Placement. 4. Compensation. 5. Assessment.
- 13. Role of HumanResource Manager Rewards and Recognitions Hiring (Recruitment and Selection)Grievance Handling Payroll Management Training and Development Industrial Relations HR planning Employee and Labor Relations Therefore, HRM is about developing and managing harmonious relationships at workplace and striking a balance between organizational goals and individual goals. Talent Management and Development Promote team spirit Improve Job satisfaction Develop loyalty and commitment Worker Protection
- 14. MANAGERIAL FUNCTIONS • Planning • Organizing •Directing • Controlling OPERATIVE FUNCTIONS • Procurement • Human Resource Development • Compensation Management • Employee relation • Maintenance • Emerging issue OF HUMAN RESOURSE Functions of HRM
- 15. EMPLOYEE RELATION COMPENSATION and MOTIVATION MANAGEMENT HUMAN RESOURSE DEVELOPMENT PROCUREMENT • Jobanalysis • Human Resource Planning • Recruitment • Selection • Induction • Placement • Internal Mobility • Training and development • Career planning • Organization changes • Organization development • Job design • Job evaluation • Work scheduling • Motivation • Performance appraisal • Wages & salary administration • Fringe benefits • Grievance redressal • Discipline • Collective bargaining • Trade unions • Participative management • Teams and teamwork • Industrial Relation MAINTAINACE • Health and Safety • Security measures • Welfare schemes EMERGING ISSUES • Personal records • HR Audit • HR Research • HR Accounting • Human Resource Information System • Stress Counseling • International HRM Operative Function OF HRM
- 16. Challenges faced byHRM Shift from public sector to private sector Preferred location Environmental challenges Ready to take challenging jobs Shift in locations Industry preference Lifestyle changes Automation Computerizati on Training Changes in technology Highly qualified workers Financial and non-financial demands More exposure in new areas Employee expectation Glass ceiling effect culture level of education Composition of workforce MNC’s Pay structure Living standard Status Size of workforce
- 17. Skills of HRProfessionals
- 18. HRM Policies • Policiesfor hiring people • Policies of remuneration, promotion, transfer, and layoff • Policy for medical assistance • Policy regarding housing, transport, uniform and allowances • Policy for training and development • Policy regarding industrial relations
- 19. LOGOYOUR COMPANY NAMEor YOUR SITE ADDRESS Some employers with good HR practices… Source : http://fortune.com/best-companies/
- 20. • Treats itsemployees as its key asset • High level of senior management commitment: – Communicates & share information with employees on regular basis – Stand in lunch queue as everyone else – Play active role in employees events – No hierarchy & everyone is equal – Take input from employee before taking decision • Dynamic recruitment process – Interviews with HR manager, Potential supervisor, Supervisor’s manager, Potential peers & Skill assessment – Employees referrals • Social events are organized regularly where employee & their family both participate • “Petit infoscion” is held in which employee's children get an opportunity to visit parent’s workplace • Company’s stocks are given to its employees • Every employee receives avg. of 47 hrs of training per year Infosys
- 21. • “Has strongConcern for people” • Accommodation is provided as per the number of family members of the employee and marital status of employee and not based on the seniority • Health facility – Unlimited medical coverage – Education on health management – First aid workshop – Stress reduction workshop – Newsletter on health – Subsidized health club facility • Relocation : Many of the P & G (India) are relocated in Singapore for this : – Education about new location is given – For next 2 years company will take care of any education, training or job of spouse of employee • Flexi time working, telecommuting, job sharing, reduced hours of work, etc are in place • Dedicated data base which collects employees suggestions about anything P & G (India)
- 22. • Flexi time,telecommuting & reduced hour employment in place • Personal need based leaves besides statuary leaves are there – 10 days for getting married, 10 days for preparing for competitive exams, 8 weeks for legal adoption of a child, 5 days for a employee who has suffered demise in family, 5 days for a new father • “Sound of success” is the HP tune which is played at employee’s B’day or at other achievement occasions in the entire building • Annual family party • On “Special day” employee can take his family out for dinner at company’s cost once a year (eg B’Day) • Employee’s importance - Any important decision is communicated to employees couple of hour before media release and Communication is given due importance – every employee gets update of company each morning along with CEO’s message • All employees are eligible for stocks • Employees are encouraged to develop themselves by training & tuition • Common lunch room for all • Annual picnic is organised • Clubs like president’s club & regional club are there and top performers are given membership to them Hewlett-Packard Company (HP)
- 23. • Internal portalis ICICI universe • Recruitment through employee referrals is preferred • Welfare Activities such as: – Company takes care of employee ward’s admission into a school – Holiday homes – Flexi hours are used sometimes – Camera linked crèche • “Saturday Kid’s club” – employee’s kids are brought to workplace and there is a special instructor for “learn through fun” • “Wise guy” is knowledge management portal which is accessible to all the employees • Recognition is integral part of culture ICICI Bank
- 24. • It has8 week induction program named “oasis” • Stocks are given to employees • Pay revision in six months • Loyalty awards – – On completion of one year – watch – On completion of five year – paid holiday • Regular parties and celebration of festivals • Inter industry competition b/w welfare activities • Popular awards like – – Best trouble shooter – Best mentor – Best leader • Regular health checkup camps Hughes Communications India Ltd. (HCIL) HCIL is the largest satellite service operator in India providing a comprehensive range of broadband networking technologies, solutions, and services for businesses and governments, including Managed Services to meet every communications challenge.
- 25. ICICI WIPRO TCS Mahindra and Mahindra Co. • Offerschoice of working in over 170 offices across 40 countries. • Provisions of Paternity leave for adoption of a girl child • Identifies potential talented staff and offer alternative stock option and quicker promotion • Carry Practice called “Reverse Mentoring” where young people are given opportunity of mentoring their seniors • It has “Wings Within” program where existing employees get chance to quit their current job role and join a different department within organization Mahindra and Mahindra Co. Microsoft India • Offers excellent sporting and wellness facilities. • Employees are allowed to choose a flexible working schedule.
- 26. Personnel Aspect SCOPE of HRM Welfare Aspect Industrial Relation Aspect •Manpower planning •Recruitment •Selection •Placement •Transfer •Promotion •Training anddevelopment •Retrenchment •Remuneration •Working Condition •Basic amenities-: Canteens Rest and lunch hours Housing Transportation Health and safety Medical Assistance •Union Management relation •Collective bargaining •Grievances •Disciplinary Approach •Settlement of Disputes Scope of HRM
- 27. Difference between PM, HRM & HCM Personnel Management (PM) Human Resource Management (HRM)
- 28. Benchmarks Personnel Management (PM) HumanResource Management (HRM) Evolutionary Succeeded Industrial Relation but preceded HRM Succeeded PM , gained worldwide acceptance and recognition Emphasis Routine activities Employees are treated as valuable assets Outcome of People Management Value for money Added Value People Management Activities Focused on service delivery , not project Management Numerous small and tactical projects Measurement Efficiency of employees activities and compliance Effectiveness of employees Output against business plan Reporting Regulators Investors and stakeholders References Ingham, J. (2006). Strategic Human Capital Management: Creating Value through People. Butterworth Heinemann.
- 29. Difference between traditionaland strategic HRM Traditional HRM Strategic HRM Responsibility for HRM Staff specialists Line managers Focus Employee relations Partnerships with internal and external customers Role of HR Transactional, change follower, and respondent Transformational, change leader and initiator Initiatives Slow, reactive, fragmented Fast, proactive, integrated Time horizon Short term Short, medium, long (as necessary) Control Bureaucratic-roles, policies, procedures Organic-flexible, whatever is necessary to succeed Job design Tight division of labor, independence, specialization Broad, flexible, cross-training, teams Key investments Capital, products People, knowledge Accountability Cost center Investment center
- 30. HRM in globallycompetitive environment • Globalization refers to the tendency of firms to extend their sales, ownership, and/or manufacturing to new markets abroad. • It has triggered changes in how companies organize, manage, and use their HR departments. • More globalization means more competition, and more competition means more pressure to lower costs, make employees more productive, and do things better and less expensively.
- 31. Strategic HRM • StrategicHRM refers to the process of developing practices, programmes and policies to achieve organizational objectives. • Strategic HRM considers the implications of business strategy for all HR systems within the firm by translating company objectives into specific people management systems.
- 32. FIGURE 1: TrendsShaping HRM
- 34. Michigan/ Matching model (The Fombrun, Tichy& Devanna Model (1984)) The Warwick Model of HRM (1990) The Harvard Model (1992) The Guest Model (1997) HRM MODELS
- 35. Human Resource Development Appraisal Rewards Selection Organisational Effectiveness The Fombrun,Tichy & Devanna Model (1984) Emphasizes the interrelatedness and the coherence of HRM activities/policies. Prescriptive: Ignores stakeholder interests, situational factors and notion of strategic choice.
- 36. Culture Structure Politics/Leaders Task-Technology Business Outputs Role Definition Organisation HR Outputs HRFlows Work Systems Reward Systems Employee- Relations Objectives Product Market Strategy & Tactics Socio-Economic Technical Political-Legal Competitive Outer Context Inner Context HRM Context HRM Content Business Strategy Content The Warwick Model of HRM Maps the connections between the outer and inner contexts and explores how HRM adapts to changes in context.
- 37. Stakeholder Interest Shareholders Management Government Community Unions SituationalFactors Workforce Character Business Strategy & Conditions Unions Labour Market Laws & Societal values Human Resource Management policy choices Employee Influence HR Flow Reward System Work system Human Resource outcomes Commitment Competence Congruence Long-Term Consequence s Individual well- being Organisational Societal well- being The Harvard Model Classifies inputs and outcomes at both organizational and societal level. Absence of a coherent theoretical basis for measuring the relationship between HR inputs, outcomes and performance.
- 38. HRM Strategy HRM Practices Hiring Training Appraisal Compensation Relations HR Outcomes Commitment Quality Flexibility Behavioral Outcomes Motivation Co- Operation Organisationa l Citizenship Performance Outcomes Positive Productivity Innovation Quality Negative Turnover Financial Outcomes Profits ROI The GuestModel (1997) Reflects view that a core set of integrated HRM practices can achieve superior individual and organizational performance.
- 39.
- 40. Additional Reading Material Books: •Human Resource Management : P. Jyothi & D.N. Venkatesh ; Oxford University Press • Human Resource Management: Uday Kumar Haldar & Juthika Sarkar; Oxford University Press • Human Resources Management: Sarah Gilmore & Steve Williams; Oxford University Press • Human Resource Management: Text and Cases: K. Aswathappa ; McGraw-Hill Global Education • Human Resource Management: H. John Bernardin; McGraw-Hill Education • Human Resource Management: John M Ivancevich; McGraw-Hill Education • Strategic Human Resource Management: A General Managerial Approach, 2/e : Charles R. Greer • Human Resource Management, 14/e : Wayne Mondy ; Pearson Education • A Framework for Human Resource Management, 7/e : Gary Dessler ; Pearson Education Articles : • http://www.humanresourcesiq.com/articles • https://www.peoplematters.in/ • https://hbr.org/topic/human-resource-management • http://www.hrdaily.com.au/ • https://www.journals.elsevier.com/human-resource-management-review/recent-articles
- 42. The evolution ofHRM can be classified into three stages: a. Period before industrial revolution ( before 1760) b. Period of industrial revolution (1760 - 1850) c. Post Industrial revolution ( after 1850 ) Evolution of HRM
- 43. • The societywas primarily an agriculture economy with limited production. • Number of specialized crafts was limited and was usually carried out within a village or community with apprentices assisting the master craftsmen. • Communication channel were limited. Period before industrial revolution
- 44. • Industrial revolutionmarked the conversion of economy from agriculture based to industry based. • Modernization and increased means if communication gave way to industrial setup. • A department was set up to look into workers wages, welfare and other related issues. This led to emergence of personnel management with the major task as Worker’s wages and salaries Worker’s record maintenance Worker’s housing facilities and health care Period of industrial revolution (1750 to 1850)
- 45. An important eventin industrial revolution was growth of Labour Union (1790) • The works working in the industries or factories were subjected to long working hours and very less wages. • With growing unrest, workers across the world started protest and this led to the establishment of labour unions. • To deal with labour issues at one end and management at the other Personnel Management department had to be capable of politics and diplomacy, thus the industrial relation department emerged. Cont.
- 46. • The termHuman resource Management saw a major evolution after 1850. Various studies were released and many experiments were conducted during this period which gave HRM altogether a new meaning and importance. Frederick W. Taylor gave principles of scientific management (1857 - 1911) led to the evolution of scientific human resource management approach which was involved in – Worker’s training – Maintaining wage uniformity – Focus on attaining better productivity Post Industrial revolution
- 47. Hawthorne studies, conductedby Elton Mayo & Fritz Roethlisberger (1927 to 1940). • Observations and findings of Hawthorne experiment shifted the focus of human resource from increasing worker’s productivity to increasing worker’s efficiency through greater work satisfaction. Douglas McGregor Theory X and Theory Y (1960) and Abraham Maslow’s Hierarchy of needs ( 1954) • These studies and observations led to the transition from the administrative and passive Personnel Management approach to a more dynamic Human Resource Management approach which considered workers as a valuable resource. Cont.
- 48. • As aresult of these principles and studies, Human resource management became increasingly line management function, linked to core business operations. • Some of the major activities of HR department are listed as; – Recruitment and selection of skilled workforce. – Motivation and employee benefits – Training and development of workforce – Performance related salaries and appraisals. Cont.
Editor's Notes
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