hrm- 1 and 2
TRANSCRIPT
8/2/2019 HRM- 1 and 2
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HRM functions
1. Planning 2. Staffing 3. Developing
4. Monitoring
5. Maintaining
6. Managing Relationships
7. Managing Change8. Evaluating
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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
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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.
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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.
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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