INTRODUCTION TO HRM

Definition Of HRMHRM is the function performed in organization that facilitates the most effective use of people (employees) to achieve Organizational & individual goals.HRM is process consisting of four functions -acquisition, development, Motivation & maintenance of human resources. ( Decenzo & Robbins)

HISTORY OF HRMScientific management approachHuman Relations approachHuman Resources approach

Evolution of the HRM Function1-15

ConceptWhat is it all about?The Commodity conceptLabour was regarded as a commodity to be bought and sold. Wages were based on demand and supply. Government did very little to protect workers.The Factor of Production conceptLabour is like any other factor of production, viz, money, materials, land, etc. Workers are like machine tools.The Goodwill conceptWelfare measures like safety, first aid, lunch room, rest room will have a positive impact on workers productivityThe Paternalistic concept/ PaternalismManagement must assume a fatherly and protective attitude towards employees. Paternalism does not mean merely providing benefits but it means satisfying various needs of the employees as parents meet the requirements of the children.

1-16The Humanitarian conceptTo improve productivity, physical, social and psychological needs of workers must be met. As Mayo and others stated, money is less a factor in determining output, than group standards, group incentives and security. The organisation is a social system that has both economic and social dimensions.The Human Resource conceptEmployees are the most valuable assets of an organisation. There should be a conscious effort to realise organisational goals by satisfying needs and aspirations of employees.The Emerging conceptEmployees should be accepted as partners in the progress of a company. They should have a feeling that the organisation is their own. To this end, managers must offer better quality of working life and offer opportunities to people to exploit their potential fully. The focus should be on Human Resource Development. Evolution of the HRM Function

Difference between PM & HRM

S.NoParametersPMHRM1.Managers TaskMonitoringNurturing /Facilitator2.InitiativesPiecemealIntegrated3.SkillsNegotiatorFacilitation4.PoliciesControllingEmpowering5.Management role/ LeadershipTransactionalTransformation

Difference between PM & HRM (contd..)

S.NoParametersPMHRM6.Administrative TaskReactiveProactive7.PayJob evaluationPerformance based8.T&DControlled access to coursesLearning Organization9.CommunicationRestrictedIncreased flow/Direct10.Conflict handlingTemporary basisManaging culture & Climate

Functions of HRMManagerial functions : planning ,organising ,staffing , leading and controlling Operative functions :

acquistion ,development ,motivation and maintenance of hr

Managerial functionsPlanning OrganizingStaffing DirectingControlling

Operative FunctionsAcquisition: Job analysis, HRP, Recruitment, Selection, Placement, Induction. Development: Competency profiling, Training and development, Performance & potential management, Career management, 360 degree feedbackMotivation: Job design, Work scheduling, Job evaluation, Compensation administration, Incentives and benefitsMaintenance: Health, Safety, Welfare, Social security, Employment relations, Grievance, Discipline, Trade unions, Participation, Collective bargaining

Competitive challenges and HRGoing globalEmbracing new technologyManaging change and organisation cultureDeveloping human capitalResponding to the marketContaining costsDownsizingOutsourcing and employee leasingEnhancing productivity

Other challenges faced7. Demographic and Employee concernsDemographic changesDiversity of backgroundsAge distributionsGender distributionRising level of education

8. Cultural changesConcern for employee rightsChanging attitude towards workBalancing work and family

Qualities of Human Resources ManagersResponsibilitiesAdvice and counselServicePolicy formulation and implementationEmployee advocacy

CompetenciesBusiness masteryHR masteryChange masteryPersonal credibility

Human Resource Competency ModelSource: Arthur Yeung, Wayne Brockbank, and Dave Ulrich, Lower Cost, Higher Value: Human Resource Function in Transformation. Reprinted with permission from Human Resource Planning, Vol. 17, No. 3 (1994). Copyright 1994 by The Human Resource Planning Society.BusinessMastery Business acumen Customer orientation External Relations

Personal Credibility Trust Personal relationships Lived values Courage

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Assignment 1With business going global & competition becoming intense today HR has travelled a long way from its conventional role as a support function to being a strategic business partner in the present technology leveraged era. Discuss this statement by citing suitable examples.

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