This document provides an overview of human resource management (HRM). It discusses the history and evolution of HRM from personnel management. Key points include:
- HRM has evolved from a focus on administrative personnel functions to a more strategic approach integrated with organizational goals.
- Theories like scientific management, behavioral science and systems theory influenced the development of HRM concepts.
- HRM development stages include welfare/administrative, personnel management incorporating training/staffing, and the modern strategic HRM approach.
- HRM models like Harvard model emphasize strategic choices in response to organizational needs within the external context.
- The roles of HRM involve meeting current and future labor needs through workforce planning,
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
The matching model of HRM - human resource management - Manu Melwin Joymanumelwin
One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model’).
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
The matching model of HRM - human resource management - Manu Melwin Joymanumelwin
One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model’).
group presentaion on 17 sept 2012 at karachi university subject Humen resource managment........ Hassan Khokher,Muhammad Waqas Rafiq,Muhamad waqas Raza.Waqar Ahmed.Husnain.......
Staffing recruitment and selection of INTERNATIONAL HUMAN RESOURCES MANAGEMENTAparrajithaAriyadasa
In staffing in international business, HR managers must determine when or where to expatriation. Expatriate workers are frequently assigned to key positions in overseas operations. Human resource managers must also decide on the issue of compensation. The compensation of expatriate workers must be examined along with compensation of local workers and the compensation of workers in the home country. Differences in compensation packages have significant implications on staffing success, expatriate performance and business performance. HR managers must also address the issue of repatriation. Repatriation happens when the worker needs to come back to the home country, usually to continue working for the company. Repatriation also happens when the expatriate worker retires. These issues have significant effects on the perspectives and performance of expatriate workers and local workers, and the effectiveness of IHRM in staffing.
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
INTERNATIONAL HUMAN RESOURCES MANAGEMENT- soft models and hard models of HRM such as Harward Model, Michigan Model etc.International human resource management is the process of managing people across international boundaries by multinational companies. It involves the worldwide management of people, not just the management of expatriates.
Strategic Human Resource Management Lecture 1RECONNECT
This is the lecture 1 of course "Strategic Human Resource Management"
This slideshare network of RECONNECT will provide all the presentation related to case studies, project presentations, educational, motivational slides & much more.
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Approaches to strategic hrm - strategic human resource management - Manu Me...manumelwin
There are five approaches to strategic HRM. These consist of
Resource-based strategy.
Achieving strategic fit.
High-performance management.
High- commitment management.
High-involvement management.
group presentaion on 17 sept 2012 at karachi university subject Humen resource managment........ Hassan Khokher,Muhammad Waqas Rafiq,Muhamad waqas Raza.Waqar Ahmed.Husnain.......
Staffing recruitment and selection of INTERNATIONAL HUMAN RESOURCES MANAGEMENTAparrajithaAriyadasa
In staffing in international business, HR managers must determine when or where to expatriation. Expatriate workers are frequently assigned to key positions in overseas operations. Human resource managers must also decide on the issue of compensation. The compensation of expatriate workers must be examined along with compensation of local workers and the compensation of workers in the home country. Differences in compensation packages have significant implications on staffing success, expatriate performance and business performance. HR managers must also address the issue of repatriation. Repatriation happens when the worker needs to come back to the home country, usually to continue working for the company. Repatriation also happens when the expatriate worker retires. These issues have significant effects on the perspectives and performance of expatriate workers and local workers, and the effectiveness of IHRM in staffing.
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
INTERNATIONAL HUMAN RESOURCES MANAGEMENT- soft models and hard models of HRM such as Harward Model, Michigan Model etc.International human resource management is the process of managing people across international boundaries by multinational companies. It involves the worldwide management of people, not just the management of expatriates.
Strategic Human Resource Management Lecture 1RECONNECT
This is the lecture 1 of course "Strategic Human Resource Management"
This slideshare network of RECONNECT will provide all the presentation related to case studies, project presentations, educational, motivational slides & much more.
Follow Reconnect on slide share.
Official fb page: facebook.com/reconnectt
Official fb group: facebook.com/groups/reconnecting.tech/
Rights are reserved for this presentation. Please inbox 1st to get permission to use this
Approaches to strategic hrm - strategic human resource management - Manu Me...manumelwin
There are five approaches to strategic HRM. These consist of
Resource-based strategy.
Achieving strategic fit.
High-performance management.
High- commitment management.
High-involvement management.
The central idea behind SHRM is that all initiatives involving how people are managed need to be aligned with and in the support of the Organizational overall strategy. No Management is successful if its people is diverted from the vision and mission of the organization.
Learning the safety features of HazMat/Dangerous Goods in the USA could not be anymore easier than this for your workers and it is great reminder training program too on the 9 classes and 27 Hazards you must know to be COMPETENT in Hazmat
Approaches to strategic hrm - the resource-based approach - strategic human ...manumelwin
A fundamental aim of resource-based HR strategy, as Barney (1991) indicates, is to develop strategic capability – achieving strategic fit between resources and opportunities and obtaining added value from the effective deployment of resources.
Human Resource management intrduction.pptxsiprath22402
Human resource management (HRM) is the practice of recruiting, hiring, deploying and managing an organization's employees. HRM is often referred to simply as human resources (HR). A company or organization's HR department is usually responsible for creating, putting into effect and overseeing policies governing workers and the relationship of the organization with its employees. The term human resources was first used in the early 1900s, and then more widely in the 1960s, to describe the people who work for the organization, in aggregate.
HRM is employee management with an emphasis on employees as assets of the business. In this context, employees are sometimes referred to as human capital. As with other business assets, the goal is to make effective use of employees, reducing risk and maximizing return on investment (ROI).
The modern term human capital management (HCM) is often used by large and midsize companies when discussing HR technology.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
2. LOGO
Table of Contents
Introduction
Personnel Management and HRM
History and Origins of HRM
Management Theories and Impact on HRM
Stages in the Development of HRM
HRM Concepts and Model
HRM Roles and Functions and Strategies
Ethical Perspective in Contemporary HRM
3. LOGO
Introduction
• Organizations Variety of purpose and
objectives rely on several kind of
resources
• Finance (banks, credit unions, stock broking
companies)
• Technology ( Telecommunication,
manufacturing, IT)
• People (Key ingredient for Organizational
success)
4. LOGO
Introduction
• People design, operate and repair
technology
• People control the financial resources
• People manage other people
• For achieving organizational objectives
• Human resource effectively managed
and their work needs are satisfied
• Recent development transform the nature of
job and work place
• Influence of globalization and technological
development
• Economic and social changes associated
with amendment to IR system and process
5. LOGO
Introduction
• Globalization has broadened the market
• IT and telecommunication system
demand new kinds of jobs, new forms of
workplace and innovative approach to all
HRM Functions.
• Economic, political and social
development some times resist changes
and some time facilitated them.
• Demands of information era enable
Changes to IR process including
• Increased flexibility
• Cooperation b/w employers, employees
and unions
6. LOGO
Personnel Management & HRM
• Personal management refers to a set of Function or
activities
• Recruiting
• Selection
• Training
• Salary administration
• Industrial relations
• Often performed effectively but with little relationship
between overall organizational objectives.
• Recent concepts of HRM assumes that all personnel
activities are integrated and strategically linked to
organizational goals/ objectives.
7. LOGO
Personnel Management & HRM
• Peter Coppleston explains HR function as an investment
area rather than a cost to the organization.
• Other writers emphasis HR Should viewed as :
• Human capital
• Human asset
• Intellectual capital
• And HR Manager utilize them as
• Critical investment
• And create and environment in which strategy is
likely to emerge
8. LOGOHISTORY AND Origins of HRM
• HRM Existed in one form or another since the beginning of time informally .
• Personnel Management in the UK and US developed earlier than in Australia due to
mass production following industrial revolution,
• The concentration of workers focus pubic attention upon condition of employment
and enable workers to collectively achieve better conditions.
• Early 1900s this led to growth of trade unionism and IR systems.
• Govt in UK and US passed a series of laws to regulate the hours of work, to
establish minimum wages and to protect workers from unhealthy working conditions.
• Theories developed and applied by both HR Specialist and General
Management reflect:
– Changes attitude to jobs
– Work process and
– Organizational structures
9. LOGOHISTORY AND Origins of HRM
• The classical school , puts emphasis on the
– Job itself
– Efficient adaptation of workers to work processes
• The Behavioral School focuses on
– workers themselves
– Satisfaction of their needs
– To achieve greater organizational productivity
• Subsequent /later management theories attempt to build on earlier ideas to benefit
both workers and their organization, particular industries, economic and social
situations.
• Relevance to HRM is twofold
– First Personnel management has historically developed into HRM by incorporating
Management theories
– Second a sound knowledge of these theories can Assist HR Managers to practice.
10.
11. LOGO
Classical Management Theory
(Scientific Management)
• This theory of management asserts that:
– Jobs can be scientifically analyzed
– Employs can be scientifically selected
– Training ensures jobs and employee fit
– Management and employee relationships
should be friendly, cooperative and
productive
Fredrick W.Taylor (1856 – 1915)
employed this theory in his factory
By incorporating earlier ideas of
Robert Owen (1771 -1858) about The natural cooperation b/w management and
employees.
Taylor work has been developed by
Henry L.Gantt and Frank and Lillian
Gibreth.
Including the Idea of productivity
bonuses and work redesign.
TIME and MOTION studies are
example
12. LOGOClassical Organization Theorists
• The work of Henry Fayol and Max Weber
exemplifies these theories.
• Fayol identified the major management
functions as those of
– Planning
– Organizing
– Commanding
– Coordinating and
– Controling
• Later theorist reduce these to
– Planning, Organizing, Leading and
Controlling (POLC)
Webber (1864 – 1920 )
Classified organizations by
Authority structures as
• Chrismatic
• Traditional or Rational - legal
13. LOGOTransitional Theorists
• Marry Parker Follet (1868 – 1933),
• Chester l.Barnard (1886 – 1961) and
• Lyndall F.Urwick ( 1891 – 1983)
• Represent traditional Human Relation theorists.
• Situated b/w classical management and Behavioral
approaches to the Employment relationship.
• All these writers emphasis on the
– Importance of Social Factors at work,
– Including work team,
– Leadership Style and
– Informal Systems in organizations.
14. LOGO
Behavioral School
(Industrial Psychology)
• This approach attempts to apply
psychological research to the
– Employers vs employee relationship
• Hugo Munsterberg ( 1863-1916) applied
– Personality research to employee
selection,
– Work design and
– Training program
Walter Dill Scott and James Mckeen
Cattell Developed
Personality Tests for
the recruitment of sales and
managerial Staff
Elton Mayo (1880-1949) initiated human relations (Hawthorn
Study – Hawthorn works US Electric Company)
Study of the relationship b/w satisfaction of employee needs and
productivity, Concluded that
employees reacted positively to management concern (effective
communication and employee participation in mgt policies and
procedure)
Drive from his work ( QWL, Abraham Maslow, Fredrick Herzberg)
15. LOGO
Management Science:
(Quantitative School)
• This approach measuring the
– Outcomes of Jobs and
– Work system
• Application include
– Production Schedule
– Productivity strategies
– Consequent management
Planning
– Control Mechanisms
Integrated Theory:
(Systems Theory)
• The System approach sees organization as
• Unified system with specific inputs and
outputs.
• Important Features include
• Interaction b/w Jobs
• Technology
• Environment
• Control mechanism
• HR Aspects include communication between
the
• Various subsystem
• Coordination with Input /output
• Effective interaction b/w employee and
technological systems
16. LOGOContingency Theory
• This theory developed by the writers such as
– Tom burns
– Henry Mintzberg
– Heshey and
– Blanchard
• Contends that every organization and every
environment is different and therefore
requires a different approach
– Scientific management
– Organization theory
– Behavioral science or management science
may or may NOT Apply according to
business circumstances.
Excellence Theory
• Popular in 1980s is based upon
• Research studies of Tom Peters
and Bob Waterman.
• These researchers argue that
productivity and profitability are the
• Direct result of excellent
employment management
• Which is largely based on
Employee centered approach
• Due to decline of identified excellent
companies
• Research has been discredited
17. LOGOTotal Quality Management (TQM)
• Proposed by Dr.W.Edward Deming, Total quality
management, effectively applied in
– Japanese and US industry after the 2nd world war
• Deming advocate the following Principles of
Management
– Constancy/loyalty of Purpose toward
product/service improvement
– Maintain ongoing improvement / cost reduction
– Adopt new philosophy
– Adopt Meaningful measure of quality
– Adopt modern training method
– Setup education and training programs
– Statistically validate quality
• drive out fear
• Remove barriers
• Breakdown organizational
barriers through team work
• Eliminate arbitrary numerical
goals / visible figures
• Eliminate work standard and
numerical quotas
TQM has been applied in some organizations
to their competitive strategies.
However criticized due to procedures driven
18.
19. LOGO
• Wayne Cascio divides the development in HRM in the
US into three Distinct Phases
– File Maintenance Phase Until 1960s
– The Govt accountability phase during 1960s to 70s
– The gaining and sustaining competitive advantage
phase 1980s to 1990
• Slightly different perspective Stella Nkomo
describes
– Defensive stage – Administrative / Anti Union
– Manpower Planning as derived demand (beginning
of labour needs forecasting, early recruitment and
training program)
– SHRM
20. LOGOIn Australia HRM Development Stages
Welfare and administrative (1900 to 1940s)
Welfare, admin, staffing and training
personnel management and Industrial
Relation (1940s to Mid 1970s)
HRM (Mid 1970s to 1990s)
HRM in the new
Millennium(2000)
21. LOGO
Stage One– Welfare , Administrative
(1900 to 1940)
• Personnel functions were performed by
– Supervisors
– Line managers
– Early specialist (e.g. Recruitment officer, trainers, welfare officers) long before the
establishment of HRM.
• The early management theories contributed ideas later incorporated into
– Personnel management theory & practice
• Scientific management helped to refine personnel management through
– Job design
– Structured reward system
– Scientific selection techniques
• Behavioral science added
– Psychological testing and motivational systems
• Management science contributed to
– Performance management program
22. LOGO
Stage Two– Welfare , Administration,
staffing and Training
(1940 to Mid1970)
• The beginning of a specialist and more professional approach to
– Personnel management in Australia
• The 2nd world war had significant impact
– Business ,Economy, Labor market
– Increase in problems & performance of existing employees
– Financial, Social and family pressure hinder the productivity and output of such
employees who replace their brothers/husbands in military
• When the war ended (Industrial welfare division)
– Returning soldiers flooded labor market with few skills
– Employers encouraged to promote the welfare functions/ services
– Offering emergency training as well as Psychological testing and leadership
• Many organizations began to employee specialist to conduct
– Recruitment
– Training and
– Welfare activities
– Taking away these functions from Line Managers
23. LOGO
Stage Two– Welfare , Administration,
staffing and Training
(1940 to Mid1970)
• This 2nd stage can be characterized by
– Expansion of necessary personal functions
• Welfare, recruitment, selection, training
• A gradual move from specialist to more general approaches
– Adoption of overseas theories
– Including scientific, behavioral and human relations
– Emergence of professional association and courses
• The resurgence / reappearance of Unionism can not be overlooked during this
decade. Unions in a buoyant /floating economy
– Focused on pay and work conditions issues
– Forcing personnel activities to include industrial relations considerations (IR)
• Earlier established Complex IR structure developed during this period
• Functions performed by personnel specialist expanded during this period
• personnel specialist were Isolated from one another
– without any consideration of their impact on overall organizational effectiveness
24. LOGO
Stage Three– HRM
(Mid1970 TO 1990s)
• Personnel Management was becoming
– HRM
– Representing a change towards the integration of personnel
function
– Strategically focused on overall organizational fucntions
• Concepts of HRM correspondence with
– US models and British Development
• Unlike previous periods, this stage represents the
– Integration of personnel management and
– Industrial relation into a coordinated and strategic approach to the
management of the organizations employee
• SHRM Can be perceived as MACRO Perspective (strategic and
policies)
• HRM represent MICRO Approach (e.g. activities, functions and
processes)
• SHRM and HRM both are intertwined
25. LOGO
Stage Four– HRM in
the new Millennium
(2000…)
• It is difficult to predict nature of HRM in future
• HRM Theory and Practice will be transformed as a consequence of
– Globalization
– New technology
– Associated Fundamental changes in the nature of work and Job
• At this stage it is suggested that earlier concepts of HRM and Role of
HR Professionals
– Will need to change significantly in order to remain relevant in the
information era.
• HR Thought leaders Such as Ulrich, Huselid etc imply that the new
HRM will either specialize in HRM
– Value management
– Strategic partnering
– And establish HR architecture for organizational Success
– Or will combine with MACRO Connections with the development
– Or outsourcing of traditional HR Functions respectively to line managers
and external HR consultants
26.
27. LOGOHRM Concepts
• HRM differs from earlier personnel management models in relation to its focus,
its principles and its applications. Thus, the focus of HRM today is
– Effective overall management of an org workforce
– In order to contribute to the achievement of desired objectives and goals
• All HR Functions ( i.e Recruitment, HR development, performance appraisal,
remuneration ) are seen
– To be integrated component of overall HRM Strategies
• As David Guest points out
– ‘ HRM was born out of the failure of PM to manage people effectively in the
pursuit /search of the strategic (organizational ) imperative /necessary …
28. LOGOUnitarist HRM
• A Unitarist approach, often
reflected in American Models of
HRM assumes
– common interests between
employers and employees
• Attempts to encourage
commitment by both inclusive
– i.e communication
– Consultation
– Rewards system
• Exclusive
– Discouragement of union
membership
– Greenfield sites
• Pluralism, recognizes that employers
and their employees will
• Inevitably experience conflicts of
interest,
• Which HRM will need to negotiate and
resolve in order to meet
• Organizational goals
29. LOGOHard HRM
• Hard HRM has a strategic and
managerial focus,
• Emphasizing the effective
utilization of
– Human resources towards
the broad org goals and
objective.
• Soft HRM infers the involvement of
employees through such means as
• Consultation
• Empowerment
• Commitment
• communication
30. LOGO
Harvard Model of HRM Shows HRM as broad policy ‘Choices’
in response to the demand of Organizational characteristics
Within the context of external labor market and social economic
and political conditions
Choices of HRM Policies encompasses the nature of all traditional
HR functions, and hopefully lead to desirable HR Outcomes and
Long consequences for the organization.
31. LOGO
• The Harvard Model was postulated by Beer et al (1984) at Harvard University.
• The Harvard model acknowledges the existence of multiple stakeholders within the
organization.
• These multiple stakeholders include shareholders various groups of employees, government
and the community at large.
• The recognition of the legitimacy of these multiple stakeholders renders this model a neo -
pluralist model.
• This model emphasizes more on the human/soft side of HRM.
• Basically this is because this model emphasizes more on the fact that employees like any
other shareholder are equally important in influencing organizational outcomes.
• In fact the interest of the various groups must be fused and factored in the creation of HRM
strategies and ultimately the creation of business strategies.
•
32. LOGO
• A critical analysis of the model shows that it is deeply rooted in the human relations tradition.
• Employee influence is recognized through people motivation and the development of an
organization culture based on mutual trust and team work.
• The factors above must be factored into the HR strategy which is premised on employee
influences, HR flows, reward system etc.
• The outcomes from such a set up are soft in nature as they include high congruence,
commitment, competencies etc.
• The achievement of the crucial HR outcomes has got an impact on long term consequences,
increased productivity, organizational effectiveness which will in turn influence shareholder
interests and situational factors hence making it a cycle.
• It is thus important to note that the Harvard model is premised on the belief that it is the
organization’s human resources that give competitive advantage through treating them as
assets and not costs.
•
33.
34. LOGO• The principle responsebility of HRM is to
ensure that organization have
• Right numbers
• Types
• skills mixes of employees
• At an appropriate time & cost
• To meet present / future requirements
• Practitioner need to operate at three levels
• Strategic (cooperate and HR planning)
• Operational (develop action plans to meet
present labour needs)
• Functional ( activities that ensure
employees are in the right place at right
time and for the right cost)
• The Roles, Functions and strategies
of HRM are many and varied, and ,
depend heavily on
– The nature of organization
– The vision
– Skills of practitioners
– Change in the external
environments of organization
• But such features have a significant
impact on the ways in which
practitioners carry out their roles
– Size
– History
– Ownership
– Government legislation
– Political factors
35. LOGO• As Dunphy suggest HRM is about
• Planning optimum kind of workforce
• Hiring the best people
• Skilling them appropriately
• Shifting the mix of talent w.r.t market
demand
• It is also about Building
• the satisfied
• Productive
• And flexible workforce
• Wayne cascio divide HR functions
into six principal activities:
– The attraction
– Selection
– Retention
– Development
– Assessment
– Adjustment of employees
• Robbin ,Low and Moursell suggest
roles
– Acquisition /procurement
– Development
– Motivation
– maintenance
36. LOGO• In order to carry out their role, many HR
professionals will need to acquire new
competencies
• Business capabilities ( HR Professional
need to know business of organization
thoroughly requires understanding of its
economic/financial capabilities)
• State of the art HRM Practice (HR
Professional behavioral science experts in
areas such as
staffing/development/appraisal/reward,
organizational design & communication)
• Management of change process (HR
Professional be able to manage change
processes so that HR activities are
effectively merged with the business of the
organization i.e. diagnosis, influence,
contracting, intervention, problem solving)
• HRM in near future will play a vital
role in
– Creating and sustaining competitive
advantage
• This role will requires SHRM to be
– Responsive to highly competitive
workplace & global business
structure
– Closely linked to business strategic
plan
– Focused on Quality, Customer,
productivity, employee involvement,
teamwork and work force flexibility
37. LOGO• The devolution/ transfer of HR Functions or
services such as
• Recruitment,
• Selection and
• Performance review to line managers
• Combine with the more recent outsourcing of
such activities as
• Employee information system
• Training and
• Occupational health and safety
services
• May enable HR Specialists to focus more on
strategy formulation and policy development.
• The separation of strategy and planning allows
HR Specialists to develop
• High level business planning competencies
• Encourage line mangers to refine their PM
Skills
• Assist the effectiveness through specialist
• HR Call centers
• HR Shared service centers
• HR response centers using web tech
• Variety of roles and competencies
depending on the nature of
– Industries and organizations.
• Ulrich and Saul Suggest
combination of roles
– Strategic partner
– Employee champion
– Administrative expert and
– Agent of transformation
• Lepak and Snell point out that
– Strategy formulation
– Policy development
– Cost containment and
– HR Service roles are some time
contradictory and required quite
different competencies.
38. LOGO• The functional Areas that constitute an HR
Program
– HR Policy
– HR Planning
– HR information system
– Work and job analysis, design and evaluation
– Recruitment and selection
– Diversity management
– Carrier management
– Training & development for employees and
management
– Counseling, discipline and separation
– Performance and Quality mgt
– Remuneration (pay) and benefits
– IR management
– Financial Management of employee schemes
– Overall accountability and evaluation
– Occupational Health and Safety
• Pro-active HR practitioner sees the
functions
• As pert of a whole
• Or strategic approach to their
role
• Each function should be clearly
linked with
• All other functions in cost
effective ways
• Reflect organizational goal
• Functional activities will differ
• From org to org
• From industry to industry
• According to pressures
• HR Manager needs to be
generalists with
• Clear business skills
• Concerned with corporate
strategy, structure, org
culture
• Direct links to org power
bases
39.
40. LOGO• The HRM managers of the 21st
Century need to go
– Beyond the traditional functional &
task roles
– To become involved in more
strategic responsibilities
• The idea of HRM as the link in the
– Future integration of Internal and
External societal values
– Therefore consistent with
development of many societies and
economies
• The HRM Role needs to monitor and
maintain
– Behavioral norms within an org
• The Role of HR in the negotiation of
Values and Behavior is of
– Paramount Importance
• The Behavioral lapses of employee and
managers create immense hidden cost to
enterprise through such issues
• Delayering
• Mergers
• Sexual Harassment
• Inadequate diversity management
• Unfair dismissals
• Poor recruitment
• Loss of productivity
• Good behavioral Norms for individuals and
groups arise from
• Clear value system,
• Guiding policies and practices
understood by all
• Value driven organizations generate
• Sound and ethical HRM
• The ethics of an enterprise can be best
communicated through
• Value held and
• Behavior exhibited by the employees of
an org
41. LOGO• The Ethics of an Org revealed
through the
– Behavioral of its people
• An effective HR manager aims to
deal with employees
– Openly and
– Transparent std of behavior
• Ethics in HRM can be define as
– The contribution to the design
of right values and behavior
– And maintenance of such
values in the social and
operational context
ETHICAL STANDARD FOR HRM PROFESSIONAL
• In a study of HR professionals by Wiley
(2000), the ethical code of five US HR related
organizations were
• Examined against six key stakeholder
obligation/duty/responsibilities
1. Employers
2. Clients
3. Colleagues
4. Society
5. The profession
6. Professional societies
• Five Organizations were
1. American compensation association (ACA)
2. American Society of Training & development
(ASTD)
3. International Association of Human Resource
Information Management (IAHRIM)
4. International Personnel Management
Association (IPMA)
5. Society for Human Resource Management
(SHRM)
42. LOGO• Ulrich (1997) suggested that future
HR professionals need to go
– Beyond the roles of Policy
– Or acting as regulatory
watchdogs
– To become Partners, players
and pioneers in delivering
value
• In order for such transformation of
HRM into Strategic “Soul” of
organization to occur
– Incorporation of ETHICS as a
core anchor to its practice is
urgent necessity.
• HRM Practices also link the
individual , group and the
enterprise to contribution and
responsibilities
– To maintain a civil society
THE SUBSTANTIAL Challenges facing HR
Professionals
Favoritism in employment
Divergence in Promotion and opportunities
Global consistency in occupational / work
related health and safety
Gender and Race Issues
HR manager face the problem of dual
loyalty
The role of HRM in workplace ethics needs to
go
Beyond the monitoring of legal compliance
towards establishing the “ARCHITECUTE”
of ethical culture
A HR approach to business partnership based
on integrity combine concerns for competitive
use of Human capital with managerial
responsibility
For the ethical dimensions of an enterprise
strategic operations.
Without integrity oriented approach to business
partnership, HR Professional may continue
In the administrative – service role under
the guise of being a strategic player.