human resourse management module 2 gcc

7/30/2019 Human Resourse Management Module 2 GCC

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Paradigm Shift in HRM


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Personnel Function Points of

distinction

HRD

Maintenance oriented Orientation Development oriented

An independent function with

independent sub-functions

Structure Consists of inter-dependent parts

Reactive function, responding to

events as and when they take

place

Philosophy Proactive function, trying to

anticipate and get ready with

appropriate responses

Exclusive responsibility of

personnel department

Responsibility Responsibility of all mangers in

the organisation

Emphasis is put on monetary

rewards

Motivators Emphasis is on higher-order

needs such as job stretch and

challenge, creative and problem

solving, people empowering

Improved performance is theresult of improved satisfaction

and morale

Outcomes Better use of human resourcesleads to improved satisfaction and

morale

Tries to improve the efficiency of

people and administration

Aims It tries to develop the

organisation as a whole and its

culture


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Effectiveness of Human Resources

Management

Organizational HealthEmployeecontribution and satisfaction

Human Resource Accounting - Cost and Value

of HR Human Resource Audit Examination,

Evaluation of Policies, procedures, practices to

determine the effectiveness. Human Resource ResearchEvaluating the

effectiveness and developing the appropriate.


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EMERGENCES OF HRM1. Non-Hierarchical Structure

2. Attitude and Emotions, but not just skill and knowledge

3. Team design and analysis1. Leader-directed

2. Working Group

3. Leader/Member

4. Rotating/Shared Leadership

5. Self-Directed4. Employee Referrals

5. Employees for Lease

6. Outsourcingbody shops

7. Moon Lighting by Employees part time/business.8. Dual Career Groups women empowerment

9. Flexi Time core working, flexible timings.

10. Employees proxy another person qualified.

11. Careers in HRM


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What is Knowledge Management


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Knowledge management is a systematic,

explicit and deliberate building, renewal and

application of knowledge to maximize an

enterprise knowledge - related effectiveness

and returns from its knowledge assets.


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Knowledge Management

Data

Information

Knowledge

wisdom


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Data, Information

The term data means groups offacts and figuresthat represent the qualitative or quantitative

attributes of a variable or set of variables.

Data are often viewed as the lowest level of

abstraction from which information and knowledgeare derived.

46 years, 160cm, 90 Kgs, Jimmy

The organized data are information. Jimmy Age-46, Height- 160 cm,Weight90 Kg


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Knowledge, Wisdom

The processed information in the actionableform is referred to as knowledge.

90 Kg of weight for a person with 160 cm of

height is more, he must reduce the weight. The knowledge becomes wisdom when it is used

for a good cause of a large number of people.

Daily exercise, morning walk and Yoga etc. help

people reduce weight and keep themselves fitand healthy.


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Knowledge Management Process

1) Identify -competencies

2) Collect knowledge, skills, expertise

3) Select assessment of value standard

requirements4) Store nuggets, classify, include

5) Share make it acceptable for employees

6) Apply activities, decision making, exploiting

opportunities7) Customer acceptance new/developed

8) Create stage- observation, feedback, brainstorming, success and failures.


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Virtual Organization and HRM

Virtual Organization is a Social network in whichall the horizontal and vertical boundaries are

removed. It consists of individuals working out of

physically dispersed workspaces, or even

individuals working from mobile devices and not

tied to any particular workspace. It is the

coordination ofintense structure, consisting

primarily ofpatterns and relationships, and thisform needs the communication and information

technology to function.


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Characteristics of Virtual Organizations


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3-6

Role of HR in a virtual organisation

A virtual organisation is a network of companies or employees connected bycomputers. Virtual workers work from home, hotels, their cars, or wherever

their work takes them. The human resource function plays a unique role in a

virtual organisation:

v Psychological fit: The lack of face-to-face interaction in a virtual

organisation, virtually compels HR professionals to determine thepsychological fit between different units initially.

v System alignment: Given the lack of physical proximity, it becomes even

more critical that the organisation's mission, vision and measures be aligned

and that all parties are familiar with these issues; the HR function can play an

important role in this task.v Reconsider rewards: In a virtual unit, very few permanent positions exist.

In many cases, the organisation will be staffed with workers having

different motivational forces. So rewarding each entity in an effective way

becomes an important job.Cont


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3-7

v Reconsider staffing needs: In a virtual organisation, mostemployees work on a contractual basis. Finding people with requisite

skills, knowledge and motivation levels becomes an important activity.

v Build partnerships: Virtual, teams have to be built from scratch

paying attention to their unique requirements. The concept of

employment needs to be replaced by the concept of 'partnership'

especially when most tend to work independently away from the

permanent employees or owners of the organisation

v Develop leaders: Leaders become the major forces for building

trust, creating a mission and instilling a sense of belonging to theorganisation. HR can play a major role in ensuring that leaders assume

these responsibilities and meet them in an effective way.

Role of HR in a virtual organisation


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Learning Organizations

Organizations learn through the learning of theiremployees.

A learning organization is one in which lives and breathes

knowledge acquisition and skill development the

ultimate extension of learning on the job.

Intellectual manufacturing and marketing

Recognition and acceptance of knowledge as competitive

advantage

Rapid change Adopt L P G Cultural unification

Increased customer awareness

Change in employees attitude towards change.

Increased innovation, creations, outcome of research.


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Characteristics of Learning

Organizations.

1) Learning approaches to strategy

2) Participative policy making

3) Informing, information systems, automate

4) Formative accounting and control5) Internal exchange

6) Reward flexibility

7) Enabling structures

8) Boundary workers as environmental scanners9) Inter-company working

10)Learning culture

11)Self-development for all


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3-12

Benchmarking

Effective implementation of TQM requires benchmarking. The essence of

benchmarking is striving to be the best of the best in ones area of

operations. It is a continuous process of measuring products, services and

practices against the toughest competitors or industry leaders with the aim

of mutual improvement.

Reengineering

The primary focus of TQM is on continuous improvement or ongoing

incremental change. Reengineering is all about achieving this. Actually

speaking, reengineering takes place when more than 70 per cent of the

work processes in an organisation are evaluated and altered. The focus is

on simplifying operations and making them more efficient and customer

oriented.


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Difference Between Union &

Nonunion Workers Unions have long been associated with

manufacturing jobs and other blue-collar

occupations, but workers in other fields are also part

of unions, including airline pilots and professionalathletes. Unions have the express purpose of

improving compensation and working conditions for

the employees that they represent. While in many

cases they have accomplished this, corruption hastainted some unions. There are significant

differences between union and non-union workers


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Collective Bargaining

Union workers are covered by a collective bargaining

agreement. This is also known as a contract, and it is

negotiated between representatives of the

management of the company and the union

representatives. This contract governs all aspects of theworking relationship between the two parties. Non-

union workers generally are not covered by a contract.

It is up to the employee to negotiate his own terms of

employment with the company management. Unionsbring the power of the group to the bargaining table.


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Pay Differences

At one time, the pay differences betweenunion and non-union workers was more

substantial, particularly in the mid- to late-

1970s. The recession of the early-'80s

required many unions to give substantial wage

and benefit concessions, reducing this

difference. During the '90s and 2000s, the

increase in wages has been similar for unionand non-union workers. Union members often

enjoy better benefits, particularly health

benefits.


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Contract Employment

An employment contract covers any situations wherean employee could be fired or disciplined. The

contract also outlines the processes that must be

used to discipline an employee whose performance

is not up to the employer's standards. A non-unionemployee is subject to "employment at will,"

meaning that either the employer or employee can

terminate the relationship at any time. Most

companies have their own guidelines and policies fordiscipline of non-union employees, but these policies

can change at any time the employer wishes, with no

input from the employees.


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Costs

A union employee must pay union dues and other fees,

such as admission fees to join a union. These fees canbe sizable, and are not negotiable. Unions also

traditionally have engaged in political activities in order

to further their cause. However, not all union

employees support their unions' political views. A

union member can ask that his dues not be used for

political purposes, but he may feel pressure to go

along. Non-union workers may have to pay the fees if

the majority of their co-workers are represented by a

union, but usually non-union workers do not pay to

work for their employer.


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The Difference Between Union &

Nonunion Companies

Union or unionized companies are businesses

that hire employees that belong to a union, a

legal organization that represents the

employees and manages, at least in part, thehiring process. There are different types of

unions, based on the industries they work

within, and companies that work with unionshave several common qualities that differentiate

them from businesses that do not use union


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Rules and Guidelines

Unions are responsible for creating many differentrules in the industries they are a part of. Some of

these rules apply to employees and the training they

must go through, but many also apply to the

companies that hire union workers. These companiesmust provide workplaces that promote worker safety

and health. Of course, good companies will work

toward these aims anyway, and state or central

governments have their own safety rules. But unionsoften add extra guidelines to make sure that workers

will not be mistreated or put in danger


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Compensation

Union workers, on average, are paid more thanemployees who are not part of unions. This means

that union companies must expect to pay more in

compensation. Many companies balance this by

offering fewer benefits to employees, but only up toa point; most unions also require companies to offer

certain benefits, such as health insurance. This is one

reason that unions are popular among employees,

and it is also a key point of negotiation between

companies and unions


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Pricing

In general, companies that work with unions havehigher payroll costs, whether from extra

compensation or simply the costs of negotiation and

meeting union guidelines. But companies want to

make profits for shareholders and businessexpansion, so union companies often incorporate

strategies to offset these extra costs. Often they raise

prices on their services or products, or cut costs

throughout departments. This can lead to higherprices for consumers, but it can also help foster

company innovation and efficiency.


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Representation

Companies that work with unions also have a

detailed representation policy. Unions use their

representatives to negotiate for higher wages or

other changes. The companies involved in unionizedindustries create representation plans for themselves

as well. Often state and central laws outline this

representation process so both sides can negotiate

without bias or confusion. Companies withoutunions can also have representation policies, but

they are rarely maintained as strictly.

human resourse management module 2 gcc

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