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Personnel,

Manpower,

Human Resources

and human resource Development

The big difference between these terms



• Human resources are unique in character

• HR alone can produce an output greater than its input

• HR is the only resource which are animate

• HR is most complex and unpredictable in its behavior

• This is the only resource which appreciates in its value with the

passage of time.

Why Human Factor is More Important?



1) The members of an organisation are reservoirs of untapped

resources.

2) There is scope for unlimited development of these resources.

3) It is more in the nature of self-development than development thrust

from outside.

4) The organisation also undergoes development with the overall

benefits along with the development of its members.

5) The organisation further develops a culture in which utmost

emphasis is placed on harmonious superior-subordinate relations,

teamwork, collaboration among different groups of individuals,

open communication, and above all, integration of the goals of the

organisation with the needs of the employees.

6) Top management takes the initiative for HRM, formulates necessary

plans and strategies, and creates an overall climate and support for

its implementation.

Important Assumptions of HRM



Meaning and Definition

• NIPM – CALCUTTA" Personnel Management is that part of the

management function which is primarily concerned with human

relationships within in organization. Its objective is the maintenance of

those relationships on a basis which, by consideration of the well-being of

the individual, enables all those engaged in the undertaking to make their

maximum personal contribution in the effective working of the

undertaking.”

• Edwin B Flippo “The personnel function is concerned with the

procurement, development, compensation, integration and maintenance

of the personnel of an organization for the purpose of contributing

towards the accomplishment of that organization’s major goals or

objectives. Therefore, personnel management is the planning, organizing,

directing, and controlling of the performance of those operatives

functions”.



Scope of HRM

• Personnal Aspect: HRP, R & S, Placement, Transfer, Promotion, T&D,PMS, Lay off, Retrenchment etc.

• Welfare Aspect-Working conditions and amenities

• Industrial Relations Aspect-Union Management relations, jointconsultation, collective bargaining, grievance handling anddisciplinary procedures, dispute settlement etc.



Functions of HRM

• I. Managerial Functions:

• a. Planning

• b. Organizing

• c. Directing

• d. Controlling.

• II. Operative Functions:

• a. Procurement

• b. Development

• c. Compensation

• d. Integration

• e. Maintenance



Importance of HRM

• The importance of HRM can be discussed at four levels – corporate,

professional, social and national (Gupta, 1997).

1) Significance for an Enterprise: Human resource management can help

an enterprise in achieving its goals more efficiently and effectively in the

following ways:

a) Attracting and retaining the required talent through effective human

resource planning, recruitment, selection, placement, orientation,

compensation and promotion policies.

b) Developing the necessary skills and right attitudes among the employees

through training, development, performance appraisal, etc.c) Securing willing co-operation of employees through motivation,

participation, grievance handling, etc.



Importance of HRM

d) Utilising effectively the available human resources.

e) Ensuring that the enterprise will have in future a team of competent and

dedicated employees.

2) Professional Significance: Effective management of human resources

helps to improve the quality of work life. It permits team work amongemployees by providing a healthy, working environment. It contributes

to professional growth in the following ways:

a) Providing maximum opportunites for personal development of each

employee.

b) Maintaining healthy relationships between individuals and different workgroups.

c) Allocating work properly.



Importance of HRM

3) Social Significance: Sound human resource management has a great

significance for the society. It helps to enhance the dignity of labour in

the following ways:

a) Providing suitable employment that provides social and psychological

satisfaction to people.

b) Maintaining a balance between the jobs available and the jobseekers in

terms of numbers, qualifications, needs and aptitudes.

c) Eliminating waste of human resources through conservation of physical

and mental health.



Importance of HRM

4) National Significance: Human resources and their management plays a

vital role in the development of a nation. The effective exploitation and

utilisation of a nation’s natural, physical and financial resources require

an efficient and committed manpower. There are wide differences in

development between countries with similar resources due to

differences in the quality of their people. Countries are underdeveloped

because their people are backward. The level of development in a

country depends primarily on the skills, attitudes and values of its

human resources. Effective management of human resources helps to

speed up the process of economic growth which in turn leads to higher

standards of living and fuller employment.



Importance of HRM

Good HR Practices help :

• Attract and retain talent

• Train people for challenging role

• Develop skills and competencies

• Promote team spirit

• Develop loyalty and commitment

• Increase productivity and profits

• Improve job satisfaction

• Enhance standard of living• Generate employment opportunities



Roles of HR Manager

• The following are the nine new roles of HR practitioner as suggested by

Pat McLegan:

• 1) To bring the issues and trends concerning an organisation’s external

and internal people to the attention of strategic decision-makers, and to

recommend long-term strategies to support organisational excellence

and endurance.

• 2) To design and prepare HR systems and actions for implementation so

that they can produce maximum impact on organisational performance

and development.

• 3) To facilitate the development and implementation of strategies fortransforming one’s own organisation by pursuing values and visions.



Roles of HR Manager

• 4) To create the smoothest flow of products and services to customers;

to ensure the best and most flexible use of resources and competencies;

and to create commitment among the people who help us to meet

customers’ needs whether those people work directly for the

organisation or not.

• 5) To identify learning needs and then design and develop structured

learning programmes and materials to help accelerate learning for

individuals and groups.

• 6) To help individuals and groups work in new situations and to expand

and change their views so that people in power move from authoritarian

to participative models of leadership.



Roles of HR Manager

• 7) To help people assess their competencies, values, and goals so that

they can identify, plan, and implement development actions.

• 8) To assist individuals to add value in the workplace and to focus on the

• interventions and interpersonal skills for helping people change and

sustain change.• 9) To assess HRD practices and programmes and their impact and to

communicate results so that the organisation and its people accelerate

their change anddevelopment.



Roles of HR Manager

• There are four roles which HR play, according to Dave Ulrich. The first,

strategic partner role-turning strategy into results by building

organisations that create value; the second, a change agent role-making

change happen and, in particular, help it happen fast; the third, an

employee champion role-managing the talent or the intellectual capital

within a firm; and the fourth, an administrative role-trying to get things

to happen better, faster and cheaper.



Responsibilities of HR Manager

• The primary responsibilities of a human resource manager are:

• To develop a thorough knowledge of corporate culture, plans and

policies.

• To act as an internal change agent and consultant.

• To initiate change and act as an expert and facilitator.• To actively involve himself in company’s strategy formulation.

• To keep communication lines open between the HRD function and

individuals and groups both within and outside the organisation.

• To identify and evolve HRD strategies in consonance with overall

business strategy.

• To facilitate the development of various organisational teams and their

working relationship with other teams and individuals.



Responsibilities of HR Manager

• To try and relate people and work so that the organisation objectives

are achieved effectively and efficiently.

• To diagnose problems and to determine appropriate solution

particularly in the human resources areas.

• To provide co-ordination and support services for the delivery of HRDprogrammes and services.

• To evaluate the impact of an HRD intervention or to conduct research so

as to identify, develop or test how HRD in general has improved

individual or organisational performance.



Models of HRM



Evolution of HRM



Competitive Challenges and HRM

• Technological Changes,

• Workforce Diversity,

• Employee Empowerment,

• Managing Protean Careers,

• Moonlighting Phenomenon etc.



Technological Changes



Technological changes have several implications for human resource

management:

• Jobs and organizational structures will have to be redesigned.

• New compensation and incentive schemes need to be created.

• Changes will also be necessary in recruitment, selection, trainingand evaluation practices.

• E-HR




Workforce diversity means employees of an organization differ from

each other in terms of age, gender, education, language, values,

cultural norms, ethnic origin etc.

Workforce Diversity



Workforce Diversity



Managing Workplace Diversity

• Understanding &

appreciating diversity

– Critical to effectively

marketing to ethnic &

minority groups – Promoted by having

diverse workforce at all

levels

– Helps ensure hiring &

promotion decisions areunbiased by person

differences

• Diversity management

programs or initiatives

– Must be integrated with

organization’s mission &

objectives – Help key decision makers

identify diversity’s benefits

to organization

– Make critical decisions

about implementing optimalprogram/initiative

contingent on organization

& its people, mission &

culture.



Strategic Management of Diversity

• Determine why diversity is important

• Articulate how diversity relates to mission & strategic

objectives

• Define diversity & determine how inclusive its efforts will

be

• Make a decision as to whether special efforts should be

extended to attract diverse workforce

• Assess how existing employees, customers, & other

constituencies feel about diversity

• Determine specific types of diversity initiatives that will

be undertaken



Protean Career

The career of the 21st century will be protean, a career that is driven by

the person, not the organization, and that will be reinvented by the

person from time to time, as the person and the environment change.

Characteristics:

• Focus on psychological success rather than vertical success

• Lifelong series of identity changes and continuous learning

• Career age counts, not chronological age

• Job security replaced by the goal of employability



Protean Career

• Sources of development are work challenges and relationships, not

necessarily training and retraining programs

• The new career contract is not a pact with the organization; rather, it isan agreement with one’s self and one’s work

• Focus on learning metaskills (learning how to learn), i.e., how to develop

self-knowledge (about one’s identity) and adaptability

• Adaptability and identity learning is best accomplished through

interactions with other people (reflected in interdependence, mutuality,

reciprocity, and learning from differences)



Basic Model of

How to Align

HR Strategy

and Actions

with Business

StrategySource: Adapted from Garrett Walker and J. Randal

MacDonald, “Designing and Implementing an HRScorecard,” Human Resources Management 40, no. 4

(2001), p. 370.

Translating Strategy

into HR Policy andPractice



Strategic HR Relationships

HR

Activities

Emergent

Employee

Behaviors

Strategically

Relevant

OrganizationalOutcomes

Organizational

Performance

Achieve

Strategic

Goals

TECNIA INSTITUTE OF ADVANCED STUDIES



HR Scorecard for

the Hotel ParisInternational

Corporation*

Note:*(An abbreviated

example showing selectedHR practices and outcomes

aimed at implementing the

competitive strategy, “To

use superior guest services

to differentiate the Hotel

Paris properties and thus

increase the length of

stays and the return rate

of guests, and thus boost

revenues and

profitability”).

TECNIA INSTITUTE OF ADVANCED STUDIES



Methods of Gathering Job Information

• Interviews

• Observations of employees on job

• Questionnaires about job processes• Diaries of time spent on job



Steps in Conducting a Job Analysis…

1. Collect the background information.

2. Determine the desired applications of the job

analysis.

3. Select the jobs to be analyzed.4. Select the representative jobs.

5. Gather the job information.

6. Verify the accuracy of job information.7. Document the job analysis by writing a job

description.



Techniques of Job Analysis

1. Task Inventory Analysis.

2. Critical Incident Technique.

3. Position Analysis Questionnaire.

4. Functional Job Analysis.

5. Methods Analysis.

6. Management Position Description

Questionnaire.7. Hay Plan.



Job Description

A written document that identifies, describes

and defines a job in terms of its duties,

responsibilities, working conditions and

specifications.Job Specification

The worker characteristics needed to perform

a job successfully.



Differentiate between Job Description and Job

Specification

• Job Description is afunctional description ofwhat the job entails. Anddefine the purpose andscope of a job. It is a written

record it contains title,location, duties,responsibilities, workingconditions, hazards andrelationship with other jobs.

• Job specification is astatement of the minimumacceptable human qualitiesrequired for the proper

performance of a job.

•It includes physical, mental,social, psychological and

behavioral characteristics ofa person



FIGURE 6-6

Approaches

to Dealing

with Jobs



Job Design

Job Design is the process of deciding on the contentsof a job in terms of its duties and responsibilities, on

the methods to be used in carrying out the job, in

terms of techniques, systems and procedures, and on

the relationships that should exist between the jobholder and his superiors, subordinates &

colleagues.

It is a deliberate & systematic attempt to structure the

technical & social aspects of work so as to improvetechnical efficiency & job satisfaction.



Job Design

It is an attempt to create a match between job

requirements & human attributes.

It involves both organising the components of the job

and the interaction patterns among the members of a

work group.

The main objective of job design is to integrate the

needs of the individual and the requirements of the

organization.

Needs of employees include job satisfaction in termsof interest, challenge and achievement.

Organizational requirements refer to high productivity,

technical efficiency and quality of work.



Job Design Theory

Characteristics:

1. Skill variety

2. Task identity

3. Task significance

4. Autonomy

5. Feedback

Job Characteristics

Model

Identifies five jobcharacteristics and theirrelationship to personaland work outcomes.



Job Design Theory (cont’d)

• Job Characteristics Model

– Jobs with skill variety, task identity, task significance,

autonomy, and for which feedback of results is given, directly

affect three psychological states of employees:

• Knowledge of results

• Meaningfulness of work

• Personal feelings of responsibility for results

– Increases in these psychological states result in increased

motivation, performance, and job satisfaction.



Characteristics Examples

Skill Variety • High variety The owner-operator of a garage who does electrical repair, rebuilds

engines,

does body work, and interacts with customers

• Low variety A bodyshop worker who sprays paint eight hours a day

Task Identity

• High identity A cabinetmaker who designs a piece of furniture, selects the wood,

builds the object, and finishes it to perfection

• Low identity A worker in a furniture factory who operates a lathe to make table legs

Task Significance

• High significance Nursing the sick in a hospital intensive care unit

• Low significance Sweeping hospital floors

Autonomy

• High autonomy A telephone installer who schedules his or her own work for the day,

and decides on the best techniques for a particular installation

• Low autonomy A telephone operator who must handle calls as they come according toa routine, highly specified procedure

Feedback

• High feedback An electronics factory worker who assembles a radio and then tests it to

determine if it operates properly

• Low feedback An electronics factory worker who assembles a radio and then routes it

to a quality control inspector who tests and adjusts it

Examples of High and Low Job Characteristics



The Job Characteristics Model

Source: J.R. Hackman and G.R. Oldham, Work Design (excerpted from pp. 78 – 80). © 1980

by Addison-Wesley Publishing Co., Inc. Reprinted by permission of Addison-WesleyLongman, Inc.




Skill Variety

The degree to which a job requires a variety of differentactivities (how may different skills are used in a givenday, week, month?).

Task Identity

The degree to which the job requires completion of a wholeand identifiable piece of work (from beginning to end).

Task Significance

The degree to which the job has a substantial impact on thelives or work of other people.




Autonomy

The degree to which the job provides substantialfreedom and discretion to the individual inscheduling the work and in determining theprocedures to be used in carrying it out.

Feedback

The degree to which carrying out the work activities

required by a job results in the individual obtainingdirect and clear information about the effectivenessof his or her performance.



Computing a Motivating Potential Score

People who work on jobs with high core dimensions are

generally more motivated, satisfied, and productive.

Job dimensions operate through the psychological states

in influencing personal and work outcome variables rather

than influencing them directly.



Job Design

as a motivator. Job satisfaction and performance

depend on the jobholder’s perceptions of the jobrather than actual contents of the job.



Job Design and Scheduling

Job RotationThe periodic shifting of a workerfrom one task to another.

Job Enlargement

The horizontal expansionof jobs.

Job Enrichment

The vertical expansion of jobs.



Guidelines for Enriching a Job

Source: J.R. Hackman and J.L. Suttle, eds., Improving Life at Work (Glenview, IL: Scott Foresman, 1977), p. 138.



Job Design



Job Design

7. Encouraging employees to participate in deciding

organisational goals and policies.

8. Introducing new, difficult and create tasks to the

employees.



When to use Job Enrichment



Designing jobs, equipment, and work tasks to fit humanphysical characteristics and energy limitationsIt considers body dimensions, mobility, and the body’s stress behavior“Make the work fit the person, not the person fit the work”.

Ergonomic design is the application of this body of

knowledge to the design of the workplace (work tasks,

equipment, environment) for safe and efficient use by

workers.Good ergonomic design makes the most efficient use of

worker capabilities while ensuring that job demands do not

exceed those capabilities.

Ergonomics



Ergonomics



Alternative Work Arrangements

Flextime

Employees work during a common core time periodeach day but have discretion in forming their totalworkday from a flexible set of hours outside the core.

Job Sharing

The practice of having two or more people split a40-hour-a-week job.



Example of a Flextime Schedule



Alternative Work Arrangements, cont.

Categories of telecommuting jobs:

• Routine information handling tasks

• Mobile activities

• Professional and other knowledge-relatedtasks

TelecommutingEmployees do their work at home on a computerthat is linked to their office.



Telecommuting

• Advantages

– Larger labor pool

– Higher productivity

– Less turnover

– Improved morale

– Reduced office-space

costs

• Disadvantages(Employer)

– Less direct supervision

of employees

– Difficult to coordinate

teamwork

– Difficult to evaluate

non-quantitativeperformance

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