hrm- 1 and 2

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HRM functions 1. Planning 2. Staffin g 3. Devel oping  4. Monitori ng 5. Maintainin g 6. Man aging R elation shi ps 7. Managing Change 8. Ev al uatin g

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8/2/2019 HRM- 1 and 2

http://slidepdf.com/reader/full/hrm-1-and-2 1/22

HRM functions

1. Planning 2. Staffing 3. Developing

 4. Monitoring

5. Maintaining

6. Managing Relationships

7. Managing Change8. Evaluating

8/2/2019 HRM- 1 and 2

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The semantics

o HRM is a broad concept

o PM and HRD are part of HRM

o HRM differs from PM both in scope and orientation

8/2/2019 HRM- 1 and 2

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Personnel management

o scope and orientation.o Labor as a tool

o not treated with respect.

o Not very productive employeeso Very routine activity.

o Never considered part of the strategic mgt of 

business

o PM preceded HRM.

8/2/2019 HRM- 1 and 2

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Human Resource Management

o People as an important source or asset.

o A distinct philosophy of mgt aiming to promote

mutuality

o Integrated into the strategic mgmt of business.

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Human Resource Development

o HRD is more concerned with training and

development, career planning and development

and orgn development.

8/2/2019 HRM- 1 and 2

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CONTINGENCIES OF ORGNL DESIGN

Dimension PM HRM

Employment contract Careful delineation of 

written contracts

Aim to go beyond

contract

Job design Division of labor Team work

Guide to mgt action Procedures Business need

Behavior referent Customs and practices Values/mission

Key relations Labor mgt Customer

initiatives Piecemeal Integrated

Speed of decision Slow Fast

Communication Indirect Direct

Pay Job evaluation Performance related

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Organization of HR Dept

o 2 issues

• Place of HR department in the overall set-up

• Composition of the HR department itself 

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Hr  –  small scale unit

Owner / Manager

Prod.

Manager

Sales 

Manager

Office

ManagerAccountant

PersonnelAssistant

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Hr  –  LARGE scale unit

Chairman & MD

Director ProdDirector

HRM/Pers.Director R & D

Director FinanceDirector

Marketing

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Composition of HR/pers. dept

Director HRM

MGR PERS.

MGR ADMN. MGR HRD

MGR IR

HR Planning.

HIRING

GREIVANCE

HANDLING

COMPENSATION

PR

CANTEEN

MEDICAL

WELFARE

TRANSPORT

LEGAL

APPRAISAL

T & D

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outsourcing

o Recent Trend

o Outsourcing --transfer routine or Peripheral work to another

orgn

o HR activities - ?o Reasons for outsourcing - ?

o Outsourcing results - ?

o 72 %

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PERSONNEL POLICIES &PROCEDURES

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HRM Models

• Provide an analytical framework for studying HRM

• Legitimize certain HRM practices

• Provide a characterization of HRM

Serve as a heuristic device• 4 HR Models

1. The Fombrun model

2. The Harvard model

3. The Guest Model

4. The Warwick Model

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Fombrun model

HRD

APPRAISAL

REWARDS

ORGNL

EFFECTIVENES

S

SELECTION

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The harvard model

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The guest model

HRM

Strategies

Hiring,

Training,

Appraisal,

Compensatio

n

Relations

Commitmen

t

Quality,

Flexibility

Motivation,Cooperation

,

Orgnl

Citizenship

Positive

Productivity 

Innovation,

Quality

Negative

Productivity

Absenteeis

m,Turnover

Performanc

e Outcome

HRM

Practices

HR

Outcomes

Behavioral

Outcomes

Profits

ROI

Final

Outcome

HRM

Strategies

Hiring,Training,

Appraisal,

Compensatio

n

Relations

Commitmen

t

Quality,

Flexibility

HRM

Practices

HR

Outcomes

Behavioral

Outcomes

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The warwick model

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Hrm evolution (india)

Period DevelopmentStatus

Outlook Emphasis Status

1920  –  

1930

Beginning Pragmatism

of capitalists

Statutory, welfare,

paternalism

Clerical

1940s-1960s

Struggling forrecognition

Technical,legalistic

Introduction of techniques

Administrative

1970s-

1980s

Achieving

sophistication

Professional,

legalistic,

impersonal

Regulatory,

conforming, imposition

of standards on other

functions

Managerial

1990s promising Philosophica

l

Human values,

productivity through

people

executive

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Hrm & its environment

o Analysis of the environment  – proactive or reactive

o Reactive strategy - ?

o Proactive steps - needed to survive

1. External Forces

2. Internal Forces

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External forces

1. Political – Legal

o Legislature  –  Labor laws enacted by legislature

o Executive  –  Implementing body

o Judiciary  –  Watch dog2. Economic

o Suppliers  –  Who provides human resource to orgn.

o Competitors  –  significant role of certain HR function

o Customers  –  influence personnel function

o Industrial Labor  –  commitment, employment pattern,

unionization

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….contd

3. Technological

o Systematic application

o HRIS-record, store, manipulate and communicate information

o Results of technology change  –  hierarchical dimension;

collaborative work; work from home 

3. Cultural

o First, type of ppl

o Secondly, attitude of workerso Third, time dimension

o Fourth, work ethics

o Fifth, culture makes people confine themselves to certain

occupations and regions.

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Internal forces

1. Unions – association of workers

2. Strategy, task and leadership – direction ; work to be done ;

encouragement and direction

3. Organisational culture and conflict – reflects past and shapes

future

4. Professional bodies - NIPM