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2. •According to Adi Godrej,
“all corporate strengths are
dependent on people.”
3. Human Resource Management
• ‘The real sources of competitive leverage are
the culture and capabilities of your organization
that derive from how you manage your people.’
4. Points to Ponder
• Definition and Concept of HRM
• History of HRM
• Functions of HRM
• HR Policies and Procedures
• Emerging Role of HRM
• Role of HR Executives
• Challenges to HR Professionals
• Strategic HRM
5. Human Resource Management
• “HRM is the function performed in
organizations that facilitates the most
effective use of people to achieve
organizational and individual goals.”
– Ivancevich and Glueck
6. History of HRM - 1
• Scientific Management Approach (mid 1900s) –
– Study of motion and fatigue
– ‘one-best-way’ to accomplish the task
– Piece-rate system
– Welfare programmes
– Failed to bring behavioural changes and increase in
productivity
• Human Relations Approach (1930-40)
– Effect of social and psychological factors
– Relations and respect High Productivity
7. History of HRM - 2
• Human Resources Approach (1970s)
– Principles
• Employees are assets
• Policies, programmes and practices - help in work and
personal development
• Conducive environment
8. Challenges of HRM
• Individuals differ from
one another
• Customization of
stimulation and
motivation
• Demanding personnel
10. Functions of HRM - 2
Operational
Employment HR Development Compensation Mgt Employee Relations
HR Planning
Recruitment
Selection
Placement
Induction
Performance
Appraisal
Training
Management
Development
Career Planning and
Development
Job Evaluation
Wage and Salary Admn
Incentives
Bonus
Fringe Benefits
11. Emerging role or HRM
• Value of Human Resource
• Competitive advantage
• Human Resource
Accounting – It is
measurement of the cost
and value of people for an
organization
12. ROLE OF HR EXECUTIVES
• Service provider
• Executive
• Facilitator
• Consultant
• Auditor
13. Challenges to HR Professionals
• Worker productivity
• Quality improvement
• The changing attitudes of workforce
• The impact of the government
• Quality of work-life
• Technology and Training
16. MAIN POINTS OF CHAPTER
Organizational Structure and Human
Resource Management
Formal and Informal Organizations
Tall and Flat Organizational Structures
Responsibility, Authority and Accountability
Line and Staff Functions
Human Resource Management and other
Organizational Functions
17. Mechanistic Vs organic
organization
Rigid structure
Employees are tied
by rules &
regulations
High degree of
centralization
Suitable for
operating in static
environment
Decision-making is
done by superiors
Ex:Public sector in
the pre-reforms era
Flexible structure
Employees are not
tied by rules &
regulations
Decentralized style
of management
Suitable for
operating in dynamic
environment
Decision-making is
done by junior level
employees also
Ex: Marico`s Saffola
19. Tall Vs Flat structure
CMD
ED ED ED
GM GM GM
CM
CM
Manager
Manager
Officer
Officer
Executive
Executive
TALL
STRUCTURE
COO
PM PM PM PM
Team
Lead
Team
Lead
Team
Lead
Team
Member
Team
Member
Team
Member
Team
Member
FLAT
STRUCTURE
20. ,
RESPONSIBILITY AUTHORITY &
ACCOUNTABILITY
Responsibility:
It is the obligation of a manager to carry out the
duties assigned to him.
Authority:
It refers to the right to give orders and
the power to exact obedience from others in
the process of discharging responsibility.
Accountability:
The employee's answerability on using
the authority in discharging the responsibility
is termed accountability.
21. LINE AND STAFF FUNCTIONS
Departments or
employees of a
firm that perform
core activities
Contributes directly
to the business of
the firm
Ex: Manufacturing
and Marketing
departments
Departments or
employees of a
firm that perform a
support function
Contributes
indirectly to the
business of the
firm
Ex: HR and Finance
departments
22. Line & Staff Relationship
TradiTional concepT
Service orienTed firm
Which are line and STaff funcTionS
BoTh needS To SupporT each oTher
23. Line staff conflict
Different perception
HR professional to bring change
Understand market & organization
Be empathetic
Build trust and transparency
Win – win approach
24. The Role of Human Resources
Department
As a specialist
As a facilitator
As a change agent
As a controller
25. HUMAN RESOURCE MANAGEMENT
AND OTHER ORGANIZATIONAL
FUNCTIONS
Product & HR
Production & HR
Marketing & HR
Management Techniques & HR
Organization structure & HR
26. summary
Organizational Structure and Human
Resource Management
Formal and Informal Organizations
Tall and Flat Organizational
Structures
Responsibility, Authority and
Accountability
Line and Staff Functions
Human Resource Management and
other Organizational Functions
29. Point to ponder
Definition of Human Resource
Planning
Objectives of Human Resource
Planning
The Process of Human Resource
Planning
Managing the Forecasted
Demand/Surplus
Growing Importance of Human
Resource Planning
30. Opening case
• HRP??? NO, Thank you
• A reputed south Indian university appointed 218
people on temporary basis and paid them Rs 750/
month later increased to 1575/month.
• University already had surplus of these employees
eating away 22% of budget allocation
• 33% of temporary staff already working for 10
years
– No laid down procedure for recruitment or appointment, go to
vice chancellor and get your name scribbled on it and your are
31. • They then realised the guilt of violating Equal
Remuneration Act and supressing human rights
• What to do with this 218 temoparay staff...??
• University can dismiss services of 33% as there have
been breaks in their services. Will they take it?????
• While 67% of temporary staff, university can not
terminate them, as there were no breaks
• University decides to regularize their services, with
50 available vacancies
• This would cost the university an exra expenditure of
Rs 30 lakh/year. And 1.2 crore for rest remaining...
33. HRP defined
•Process of anticipating
and making provision
for the movement of
people into, within, and
out of an organization
34. Objectives of HRP
• To maintain
• To forecast
• To optimize
• To utilize
Right Cost
Right Skills
Right number
Right Time
35. HRP at different
planning levels
Corporate – level planning
Intermediate – level planning
Operations planning
Planning short-term activities
36. Organizational plans
and objectives
Identify future human
resource requirements
Compare with the
current HR inventory
Determine the redundant
numbers
Determine the numbers,
levels & criticality of vacancies
Analyze the cost & time involved
in managing the demand
Analyze the cost & time
required for managing surplus
Retrench
Choose the resources &
methods of recruitment
Redeploy
HUMAN RESOURCE
PLANNING MODEL
37. Assessing current human
resources and making
inventory
• Job analysis
• HR inventory – HRIS
• Generate a fairly accurate
picture existing situation
38. Forecasting
• Compare future needs with
current availabity
• Analyze companies change
plan
• Forecasting methods used
are Time Series Analysis,
Regression Analysis and
Productivity Ratios
39. Matching the inventory with
future requirements
• If the current inventory
exceeds the future
requirements
• Natural attrition cannot bring
down resource to match
• What to consider then????
