Hrm 1 vtu_sem_2
Transcript of Hrm 1 vtu_sem_2
HRM HUMAN RESOURCE OR HUMAN RELATIONS
MANAGEMENT Personnel Management is a function of
managing people. PM is also called HRM.
What do you understand by HRM
HRM is the effective use of human resources in order to enhance organisational performance.
Activities an organization conducts to use its human resource effectively
HRM proposes that people are a capital resource (Human capital) and return on people is the measurable outcome.
What is HRM? Origins. - HRM-type themes, including ‘human
capital theory’ and 'human asset accounting', can be found in the literature from the 1970s.
The modern view of HRM gained prominence in 1981 - introduction in the prestigious MBA course at Harvard Business School.
Simultaneously, other interpretations were being developed in Michigan and New York
Brief History of HRM.
History of HRM can be characterized in two ways
(1) as moving through 4 broad phases. (2) Through the 20th century. (1) as moving through 4 broad phases :A.The craft system: Craft
guilds supervised quality,production,methods,conditions of employment.
Senior (master) worker controlled guilds-recruit entered after long-rigorous training. Best suited for domestic industry.
Mass production deteriorated craft guilds.
Brief History of HRM. History of HRM can be characterized in two ways
(B) Scientific Management : Early 20th century. Tasks were divided into parts among unskilled workers. Large hierarchy of supervisors and managers became necessary. Along came assembly line and a scientific approach to an analysis
of working terms of its constituent parts. Founder – American Mechanical Engineer Fredrick Taylor.
Brief History of HRM. History of HRM can be characterized in two ways
( C ) Human Relations Approach : “in order to be productive and satisfied employees need to be understood”.
Hawthorne studies: Elton Mayo and associates (1880-1949).Conducted at Western Electrical,Chicago.
Studied effect of illumination on productivity-one group was told lighting is going to be changed –but not changed-workers were satisfied and productivity increased.
Finding: significant variable was not physical but psychological.These findings led to lot of research on the social factors associated with work results-led to Human Relations Movement.
Organizational Science –Human Resource Approach:
(D ) Current organizational Science –Human Resource Approach:
Focuses on total organization. Grew out of organizational science trend and combines learning
from the previous movements with current research on behavioural science.
Before we go on… Contents Module 1 Introduction Nature and scope of HRM and HRD PM v/s HRM Features and Role of HRM Managerial functions and operative functions Objectives of HRM policies-procedures and programmes. Line and staff and personnel management. Role and qualities of HR Manager
Objective of this module Objective of this module is To familiarize students with various with various HRM
terms. Introduce students to fundamentals and importance of
HRM. Duration…
Introduction HRM starts from organization needs for HR with demand rather than
supply. PM is designed to achieve organizational objective-like profit
maximization. HRM gives equal importance to individual and organizational
development. HRM is dedicated to develop a suitable corporate culture.
Programmes are designed and implemented to reflect the core values of the enterprises.
Introduction HRM is deep rooted comprehensive activity taken up to improve the
quality of human beings who are vital assets of the organization. PM is subsystem of general management system. It concentrates
on managing human element and other allied aspects HRM is directed towards managerial needs for resource in
organization, with greater emphasis on planning, monitoring and control rather than problem solving and mediation.
A detailed study of people is the main function of HRM. !!!!!!
Introduction Study of HRM in college or reading number of books
will not magically change one into an effective HR Manager.
A practical approach to human and organizational problems, clear analysis of
issues and thinking is what makes one an effective PM.
PM has to keep his head above water while moving ahead
Introduction P Management is one of the most challenging and complex fields
of study and work. Firms requirement for an effective work force has to be met and
should be concerned with welfare of employee and society.
Books Personnel Management - Edwin Flippo 6th Edition Human resource management – Cynthia Fisher Personnel and HR Management – P.Subba Rao (Latest
Edition) A good dictionary
What you have to do
Use a dictionary
Listen carefully
Serious Pre-class reading
What is human resource management?
The effective use of people to achieve both organizational and individual goals
The effective recruitment, selection, development, compensation, and utilization of human resources by organizations
The Harvard interpretation sees employees as resources. They are fundamentally different from other resources - they cannot be managed in the same way. The stress is on people as human resources.
Why care about HRM?
Impact on you as employees Impact on you as managers Potential future roles as HR professionals Impact of HRM on organizations
HRM has increased in importance since the 1980s. Why?
People determine the success and failure of organizations and projects.
Globalization Government regulation Stronger knowledge/research base Changing role for labor unions Challenge of matching worker expectations with competitive
demands
Importance of HRM PERSONNEL – EMPLOYEES – STAFF Organizations create rules or guidelines to encourage people
working to accomplish organizational goals. To accomplish the objectives there is need to create good Industrial Relation. For this
Management has to manage / lead people effectively. Cost reduction-down sizing are major concerns , but not at the cost
of quality and losing out to competition. Every Manager wants to deliver quality goods and services. For this
We require quality workforce. People and the way they are managed are the major sources of
competitive advantage.
Importance of HRM Personnel Management helps- build an effective and satisfied
working team. “
“ Human factor of production “-skills, knowledge, physical , mental energy etc are given due consideration.
Dale Yoder said “ managing people is the heart and essence of being a manager. Success or progress of an organization depends on how manager can motivate, understand, lead, inspire and activate them ”.
Be familiar with Personal – Personnel HR - HRM Career - Carrier Turnover =No of employees leaving the organization Retention = Retaining existing employee Attrition = wearing away Job family = all jobs related to same category –
mechanical, production, sales Outsourcing = Handing over the particular task to outside agency/ sister concern = Organization of the same management Ergonomics = study of work and its environment to achieve
maximum efficiency Man Power = HR / how many people
Be familiar with HR = Human Resource HRM = Human Resource
Management HRP = Human Resource
Planning MP = Manpower Planning PBC = Performance Based
Compensation NEP = New Economic Policy GE = Global Economy MBO = Management By
Objective MBE = Management By Exception WPM = Workers Participation
Definitions of HRM Definitions: D. YODER and others
“HRM is the phase of the management , which deals with the effective control and use of manpower as distinguished from other sources of power.”.
“The management of HR is a system - participants seek to attain both individual and group goals “ .
National Institute of PM “ it is that part of PM function which is primarily concerned with the human relationship within an organization. “
Definitions of HRM “ Personnel Management involves procedures and practices through
human resources and are managed ie organized and directed towards attainment of individual, organizational and social goals”.
British Institute of PM London, “ It is that part of management, which is concerned with the people at work and with their relationship within the enterprise “.
Nature of HRM 1. A NATURE OF HRM – is to reflect its new philosophy , a new
outlook, approach and strategy which views an Organizations manpower as its resource and assets not as liabilities or mere hands.
Mechanisation and IT have brought in more humans with different attitudes and behaviour into Organizations.
HRM looks into the individual needs and motivates them to work. Human element in the enterprise has paved the way for effective management of the organization.
Scope of HRM
Just employment, maintenance of salary records has enlarged to
Providing welfare Performance Appraisal / Management Human Relations Strategic HR Employee Involvement
Scope of HRM Manager’s job is administering a “ social system “. Personnel records is
becoming more and more important so as to ensure the adaptability of personnel / employees.
Labour Relations, Public Relations and plant security are Personnel sub areas – not left to be the sole responsibility of Personnel Department.
The scope is wide and varied “ P. Department and P.Mnagers perform a variety of roles in accordance with the needs of a situation”.
Personnel Managers play multiple roles –bargainers, conscience keepers, peace makers, counselors, Company spokespersons, problem solvers and change managers.
Scope of HRM include Objectives of HRM Organization of HRM Employment & Development Wages, Salary, compensation –Administration Motivation Industrial Relations Participative Management
Strategic Role of HRM Firm’s ability to survive and
prosper is increasingly a function of the human resources they have
Managers’ career success depends on how well they manage their firm’s resources
HRM v/s PM HRM is proactive than
reactive. Is goal oriented. Treats labour as social capital
HRM - starts from organization needs for HR with demand rather than supply.
PM - is directed at the employees of the organization
Finding, training, arranging pay and contracts of employment
Explaining what is expected of them.
justifying what management is doing.
Trying to modify management action that could produce an unwelcome response from the employees.
HRM v/s PM In modern HRM
principles and theories from Psychology , Sociology , philosophy, economics and Management are combined.
P Manager ( worst stage ) has to act as organizations social conscience.
P Manager ( best stage ) works as
a well informed specialist , with all members of the organization, in determining and meeting the demands of the social role.
HRM v/s PM
HRM is directed towards managerial needs for resource in organization with greater emphasis on planning, monitoring and control rather than problem solving and mediation.
The strategic and philosophical context of HRM makes it more purposeful, relevant, and more effective.
HRM is significantly different from PM >>>HRM is demand-driven.
PM is subsystem of general management system.
It concentrates on managing human element and other allied aspects.
PM is directed mainly at company employees and not completely identified with management needs.
PM - is supply driven –
PM v/s HRM Most obvious change is a “re-labelling process” ?
A valuable contribution of HRM is to direct the attention to people as the key resource of organisations and lending the
“management of personnel” increased importance.
Procedures and techniques strongly resemble those of personnel management.
FRAMEWORK OF HRM
Meaning and Functions
Meaning = HRM means the process of accomplishing organizational objectives by acquiring , retaining, terminating, developing and properly using the HR in the organization.
HRM encompasses many functions HRD is just one of the functions within HRM
Meaning and FunctionsHRM People Functions Include:
Performance Management Communication Training and Development Employee commitment Equal opportunity Health and safety Grievances/labor relations
Job analysis Labour needs Recruitment Selection Orientation and training Wages and salaries Incentives and benefits
HRM FUNCTIONS Primary Secondary
Human resource planning Equal employment opportunity Staffing (recruitment and
selection) Compensation and benefits Employee and labor relations Health, safety, and security Human resource development
Organization and job design Performance management/
performance appraisal systems
Research and information systems
MEANING-FUNCTIONS OF HRM
Functions as per George Strauss and Leonard Sayels . 1. Recruitment (Acquiring people, selection(with talent , skill, will and
motivation), Job analysis , job description , and job evaluation2. Increasing organizational efficiency, . Establishing healthy
relationship between Mgmt and workers and workers themselves. 3. Retaining - there should not be high manpower turnover. Recruited
HR should remain in the organization for a long time.4.Training and educational programmes. helping employee identify
with the organization.5. Developing – involves educating , training , and making HR accept
any type of current or future work.
Functions of HRM6. Terminating – Employees who are unruly, unproductive , expensive should be
made to retire. They are a strain on the finance and bad influence on other employees.
7 . Labour Relations ( collection of information, preparation, arbitration etc ( The maintenance and effective use of facilities for joint consultation between employer and employee to settle all disputes effectively.
8. Personnel planning and Evaluation.:. A detailed study of people is the main function of HRM.
10. Preparation and implementation of compensation and appraisal plans11. Employees Record , Employees benefits services and programmes 12. Special services such as safety , communication etc HRM encompasses every activity relating to HR in an organization and
communication system which reduces militancy.
Functions of HRM All activities connected with the employees of an organization and
all decisions reflected to the human relations come within the functional areas of HR management.
Functions may vary according to situations and nature of work, the organization and attitude of Mgmt. Functions of HRM seek to secure the maximum return with
minimum investment on HR. Physical assets loose their value by constant and regular use
due to wear and tear. Value of HR increases through appropriate utilization and
proper development. ***** IMPORTANT
Functions of HRMManagerial and Operational
MANAGERIAL FUNCTIONS : One function cannot work without the other.
A good blend of the two ensures the efficiency and success of the organization.
Managerial functions of HRM: give right directions and motivate the Operation managers to
put forth their best efforts. Planning , organizing , coordinating, controlling , directing
work of those persons looking after operative functions.
Operative Functions & Managerial Functions
Functions of HR Department can be categorized into - Operative Functions & Managerial Functions
OPERATIVE FUNCTIONS are related to specific activities : Procuring Developing Relations Utilizing and maintaining an efficient work force. Operation managers are more concerned about the efficient and
effective implementation of the plan given by the top management.
Operative Functions & Managerial Functions
FUNCTIONS OF HRM
Managerial functions Operational functions
PlanningOrganizingDirectingControlling
EmploymentHRDCompensationHuman RelationsIR
Objectives of HRMSOCIAL OBJECTIVES
ORGANIZATIONAL OBJECTIVES
FUNCTIONAL OBJECTIVES
INDIVIDUAL OBJECTIVES
EMPLOYMENT HR DEV
COMPENSATIONMGT
HUMAN RELATIONS
Org design
Job design
Job analysis
Perf. app
Training
Career pl
Job eva
Wage
Perks
Motivaton
Morale
Job satisfaction
Communication
Grievance
Discp. action
Planning
Recruitment
Selection
Induction
Placement
Quality of life
AN ILLUSTRATION
OBJECTIVES & POLICIES OF HRM
OPERATIVE FUNCTIONS OF HRM
MANAGERIAL FUNCTIONS OF HRM
Objectives of HRMTo maximise commitment of people by organising work and creating attitudes and behaviour which generate best outcomes.To create and utilize an able and motivated workforce.To accomplish the basic organizational goals.To establish and maintain sound organizational structure and desirable working relationships among organizational members.To create facilities and opportunities for individuals or group development and to match with growth of the organization. HRM is basically a search for “best practices” to generate high levels of employee commitment and performance.
Primary Objectives of HRM
To identify and satisfy individual and group needs by providing adequate and equitable wages, incentives, employee benefits and social security measures for challenging work,prestige,recognition security,status.
Primary Objectives of HRMa. Relate goods and services to Society. HRdepartment has to
create workforce with proper ability and motivation to accomplish the basic organizational goals. Utilize HR effectively.
b. Satisfaction of the personal objectives of the members of an organization through monetary and non monetary devices. Bring about maximum individual development of Organization members.
c. Satisfaction of the community and social objectives.
Secondary Objectives of HRM - Secondary - Fulfillment of primary objectives is contingent upon
Secondary Objectives.A. Usefulness of the goods and services required by the society. Pick up
capable and right people on the basis of qualification and background.B. Condition of employment for all members which motivates them to
work better towards target .C. Effective utilization of people and materials in productive work.D. The continuity of the enterprise. E. Means adopted in achieving the primary objectives shall be consistent
with the ethical and moral values of society and with the policies and regulations established by legislative action.
F. Control the cost of labour G. Facilitate technological progress
Objectives of HRM
OBJECTVIES OF HRM POLICIES , PROCEDURES & PROGRAMME
Objectives are predetermined ends of goals at which individual or group activity in an organization is aimed.
Human beings are goal directed. Objectives serve as standards against which performance is measured.
Setting of goals and their acceptance by employees promotes voluntary cooperation and coordination.
OBJECTVIES OF HRM POLICIES , PROCEDURES & PROGRAMME
A policy is a plan of action . BREWSTEW & RICHBELL defined HRM policies as “ a set of proposals and action that act as a reference point for managers in their dealings with employees”
“ Personnel Policies constitute guides to action. They furnish the general standards or bases on which decisions are reached. Their origin lies in an organization’s values, philosophy, concepts and principles”.
OBJECTVIES OF HRM POLICIES , PROCEDURES & PROGRAMME
Policy : Personnel Policies guide the course of action intended to accomplish personnel objectives.
Personnel policies are designed to ensure healthy conditions of work , employee participation , recognition of trade union , motivation of employees etc.
Need for HR Policy –
Need for HR Policy – To have formal statement on corporate thinking which will serve as a
guideline for action.To establish consistency in the application of the policies over a period.To accord consistent treatment to all the employees -to avoid
favouritism and discrimination.To assure certainty of action and promote stability in an organization.To serve as standard for evaluating performance.To provide just and fair treatment. Policies build employee enthusiasm
and loyalty.
Principles of HR policy
1. Put right means in the right place.2. Train everyone for the job to be done.3. Make the organization a coordinated team4. Supply the right tool and condition of work5. Give security with opportunity , incentives , recognition to all
employees.6. Look ahead, plan ahead for more and better things.
Classification of HR policies
3 major classifications:1. Basic organizational policies : relating to the principles, managerial
philosophy and fundamental objectives of the organization.
2. General policies : relating to organizational activities personnel development & creation of appropriate work climate .
3. Specific policies : relating to job description , analysis & evaluation of fundamental objectives, proper communication system , determination of wage rates on the basis of performance.
HR Policies HR Policies include :
History of company’s growth -
Employment practices and conditions of employment -
Grievances redressal ( amends/alteration/) procedure
Safety rules and regulations and responsibilities of employees
Need for cooperation between management and employees - employee financial aids, educational opportunities
HR Policies HR Policies include : Employees news letters and house journals – communication media
and suggestion system Health and hospitalization Vacation with pay Sickness death and maternity benefits Company stores, social security Collective bargaining , discipline Encashments , PR, Labour Relations Prohibited activities
What is HRM procedure ??
Procedures are specific applications. A procedure is well thought out
course of action. procedures show a sequence of
activities within that area.
Procedure prescribes specific manner in which a piece of work is to be done.
Procedures are called “ action guidelines “ and generally derived from policies.
In procedure the emphasis is on step by step sequence of required action.
Policies are general instructions.
Policies define a broad field –
Policy might be translated into action through procedures
To achieve the objectives –
To achieve the objectives – tools, techniques, to be adopted are
1. Administrative system – which collects systematic data both from within the organization and external sources.
2. Periodic review of administrative practice.3. HR Manager should assume the responsibility of attaining the
requirements of his enterprise and those imposed upon it by environmental changes.
HR Manager’s Responsibilities
Restoring Trust in the HR Profession
Building a New Social Contract at Work
Opening the Door to the Next Generation of HR Leaders
HRM as a central subsystem
Finance Marketing Materials
Technology HRM Information
Production
ORGANIZATION & HRM
Organizations are effective instruments in helping individuals accomplish ,personal objectives that they cannot achieve alone. Organizations are formed to satisfy objectives that can be best met collectively
Organizations are means to an end. Organization design deals with structural aspects of organizations.
Organizational design aims at analyzing roles and relationships so that collective effort can be explicitly organized to achieve specific ends
ORGANIZATIONAL STRUCTURE
STRUCTURE : Efficiency with which an organization is able to achieve its goal are determined by the organizational structure.
STRUCTURE is the pattern of formal relationships and duties – activities or tasks are assigned to different departments and people -
Co-ordination of these tasks – Hierarchical relationships within the organization Policies , procedures, standards, evaluation systems etc guide the
activities and relationships of people in the organization.
Structure TypesStructure TypesStructure Types
All organizations require some form of organizational All organizations require some form of organizational structure to implement and manage their strategiesstructure to implement and manage their strategies
Firms frequently alter their structure as they grow in Firms frequently alter their structure as they grow in size and complexitysize and complexity
Three basic structure types:Three basic structure types:
Functional StructureFunctional Structure
MultiMulti--divisional Structure (Mdivisional Structure (M--form)form)
Simple StructureSimple Structure
ProductionProductionFinanceFinance EngineeringEngineering AccountingAccountingSales & Sales &
MarketingMarketingHuman Human
ResourcesResources
Functional StructureFunctional Structure
Chief Executive OfficerChief Executive Officer
Corporate Corporate FinanceFinance
Corporate Corporate R&DR&D
Corporate Corporate MarketingMarketing
Corporate Corporate Human Human
ResourcesResources
Strategic Strategic PlanningPlanning
DivisionDivision DivisionDivision DivisionDivision DivisionDivision
ProductionProductionFinanceFinance EngineeringEngineering AccountingAccountingSales & Sales &
MarketingMarketingHuman Human
ResourcesResources
Multi-Divisional StructureMulti-Divisional Structure
Chief Executive OfficerChief Executive Officer
Corporate Corporate FinanceFinance
Corporate Corporate R&DR&D
Corporate Corporate MarketingMarketing
Strategic Strategic PlanningPlanning
Corporate Corporate Human Human
ResourcesResources
Steps in designing Organizational structure
1. Analysis of present and future circumstances and environmental factors.
2. Overall aims and purpose of the enterprise – survival, growth, profit maximization, wealth maximization
3. Objectives – specific aims or targets to be achieved.4. Activities – assessment of work being done and what needs to be
done to achieve objectivities5. Decisions to be taken across –horizontal / vertical dimensions.
Steps in designing Organizational structure
6. Organization structure – grouping of activities, span of management, management levels etc
7. Job structure – job design, job analysis, job descriptions, job specification etc
8. Organizational climate – working atmosphere in the enterprise, team work, communication, creativity,
participation and trust. 9. Management style – democratic, free-rein ,autocratic
10. Human Resources – availability of HR marked by skill, knowledge, commitment, aptitude.
Formal Relationships: The relationship with which the managers in an organization deal with one another are broadly classified into LINE & STAFF
Informal Relationships are those that emerge from formal relationships and are established unofficially by persons employed.
Line Managers : Authority -Making decisions-Directing work, Giving orders -Accomplishing goals Staff Managers : Assisting and advising line managers
LINE & STAFF
STAFF RELATIONS STAFF RELATIONS : The staff concept is an old / ancient one.
Line has to perform all their functions and concentrate on management of people and activities. This gives rise to securing advice and help from specialists. - This creates staff relationships.-
The relationships between two managers when it is created for Taking/giving advice, information, counseling etc for achieving organizational goals is called staff relations.
Staff Managers analyze problems, collect information and develop alternative suggestions and help the line managers to make right decisions.
Staff responsibility is monitoring and reporting ---results and information to the line managers to reduce their work load.
Line Manager’s HRM Jobs
The right person Orientation Training Performance Creativity Working relationships Policies and procedures Labour costs Development Morale Protecting
Exact activities of Line and staff managers??
There is no single division of responsibility applied to all organizations
Eg: Recruiting & hiring of employees Usually the line manager specifies the qualifications needed to fill
specific positions. Then the HR manager develops sources of qualified candidates,
conducts initial screening (tests) and sends those filtered to line manager.
Line manager conducts the final technical screening tests and selects the one to hire or requests new applicants
Some activities tend to be split between line & HR managers
Employee interviews Performance appraisal Skills training Job analysis & descriptions Changing Environment of HR Management Globalization Technological Advances Exporting Jobs The Nature of Work Workforce Diversity
Line and staff relations STAFF : Operational – functional managers who carry out the
decisions The relationships that are established among the components of organization are of two types
Formal and Informal. Line & Staff Relations Formal relationships are those officially established and prescribed
in the manual, charts and job descriptions. The three basic relationships of this category are responsibility,
authority, and accountability. Line Relationship : Relationship existing between managers due
to delegation of authority and responsibility and giving or receiving instructions or orders is called LINE RELATIONSHIP
HRM is a staff function
Organizational ability depends on sound management of HR. HR Provides specialized assistance to line managers through
Personnel Managers. Line Managers may not have the time to manage HR and it is HR
Manager who provides training , grievance redressed and motivation.
PM performs certain staff functions relating management of personnel like Advice, guidance, counseling. and providing necessary information.
HRM is a staff function, but responsibility for the management of personnel rests with Line Managers.
HRM is a A LINE responsibility but STAFF but staff function.
Line versus Staff Authority
Line Authority – given to managers directly responsible for the production of goods and services (direct function)
Staff Authority – given to units that advise and consult line units Limits of Authority
HRM & HRD units have staff authority (Overhead function) Line authority takes precedence Scope of authority – how far (how much) can you authorize?
ROLE OF HR MANAGER
HR Manager contributes a lot to organizational effectiveness.
The conscience Role – that of humanitarian who reminds management of its morals and obligation to employees and society.
The counselor – for job related , professional and personal problems.
The Mediator - peace maker settles disputes between employees & management and between employees,-works as a communication link.
The Spokesperson–
Spokesperson OF or FOR the company.
The problem –solver : with respect to the issues that involve HR Management and overall long range organizational planning.
The change Agent _ Introduces changes in various existing programmes.
Other Roles : Welfare Roles, clerical role and fire fighting role-
HRM Activities Two main HRM goals
Getting the right people HRM activities must be
aligned with corporate strategy
Maximizing their performance and potential
Failure of either goal can influence the success or failure of the other
HRM Activities Planning
Forecasting demand Assessing supply Formulating fulfillment plans
Job analysis (assessing the job) Scope and depth of jobs Requisite skills, abilities, and
knowledge that people need to perform their jobs successfully
Job description Job specification
Getting the Right People
ACTIVITY OF HR MANAGER/DEPARTMENT
Recruitment / interview / hiring Pre-employment Testing Induction / Orientation, Promotion/ transfer Personnel records / reports Personnel Research Insurance benefits- Administration ( ESI ) Unemployment - Administration EEO compliance –affirmative action Wages / salary / compensation Education
aid – scholarship Job Evaluation Health and Medical Services
ACTIVITY OF HR MANAGER/DEPARTMENT
Retirement Preparation ProgrammeVacation / Leave Processingseparation = Controlling / control points . Effective separation of employees by carefully designing programmes of retirement, layoffs and discharge. Retirement programmes and Information - More the information about retirement / more successful is the transition and number of retirees participating in.Unemployment compensation – appropriate for voluntary resignation, during strikes, calamities, emergencies.
ACTIVITY OF HR MANAGER/DEPARTMENT
Pension and profit sharing plan Recreation / social recognition programme Attitude surveys / union& labour relations Disciplinary procedures Relocation services Training Programmes Communication – publications – bulletin Boards
ACTIVITY OF HR MANAGER/DEPARTMENT
Public Relations Pay Roll Processing Travel / Transport Services / Library Executive compensation HR Planning & Management Development Performance Evaluation Community Relation / Fund drives ( TSUNAMI ) Management appraisal MBO (Mgmt BY Objective )
QUALITIES & QUALIFICATION –REQUIREMENTS OF HR MANAGER
HR manager organizes and manages the Personnel development of the organization.
He has to win the confidence of all concerned people. It is a tight rope walk. Should be tactful and imaginative.
Should be a specialist in organization theory. Has to advise the top management and should be able to Organize - minimize friction, promote goodwill.
Should have good knowledge of personnel administration, relevant laws, procedure, techniques, economics, industrial Psychology, and behavioural science help to tackle humans and Problems efficiently.
QUALITIES & QUALIFICATION –REQUIREMENTS OF HR MANAGER
Should be familiar with philosophy, ethics , logic , sociology history, medicine, and political science.
Should have a sense of social justice and be appreciative of rights and interests of people at work.
Other Qualities HR manager should possess are :
Loyalty, responsibility and honesty to organization and people who work there.
Faith in humanity. Need to place high value on performance
judging people objectively giving full credit to those who perform.
Ability to analyse and take prompt decisions.
Capacity for persuasion patience and tolerance. Qualities that stand out
Concept of HR
Concept of HR :
A. Industry is a partnership between Management and other employees whose objective is to earn profit through services
B. Industry can earn profit by developing and coordinating the capacities, the interests and opportunities of each worker and management .
ASSIGNMENT
1. What are the essential qualities of an HR Manager? What are her/his functions?
2. Explain meaning of HRM. How does it differ from PM? 3. PM is paid by the company. How should he act? As representative
of management or employees? Discuss. 4. Explain in detail the steps in designing organizational structure.5. Explain the various strategic roles of the HR Manager.6. Identify and discuss managerial and operative functions of HR
department.7. Personnel administration is a line responsibility but a staff
function. Discuss8. Explain the qualities and qualifications necessary to be a
successful or a HR manager. DUE DATE ---- Next week same day
A new model of HRM is needed
More strategic (not strictly focused on day-to-day operational needs)
More proactive (less reactive) More of a consultant to line management
(less of a bureaucratic specialist) More of an “employee champion” (less of
an organizational “cop”)
Competencies needed for HRM
Personal credibility
Business mastery
HR mastery
Change mastery
Development of HRM in India
1. 1. 1947 – Industrial disputes act passed Functions of labour officer were defined2. 1948 – Factories Act3. 1959 - Employment Exchange Act4. 1961 - Maternity Benefit Act 5. 1970 - Contract Labour (regulation&abolishment)6. 1972 - Payment of Gratuity Act7. 1985 - Ministry of HRD-PM to HRM to HRD 8. 1995 - Emphasis shifted to modern techniques9. 2001 - smart sizing of the organization10. 2002 - Emphasis on positive attitude rather than
skill & knowledge – shift Intelligence quotient to emotional quotient
Modern HRM is a combination of principles
Psychology Sociology Philosophy Economics and Management
HRM Involves
Procedures and practices through which Human Resource is managed
Ie organized and directed towards attainment of
Individual goals
Organizational goals
Social goals
CHALLENGES OF
MODERN HR MANAGEMENT
Changing mix of the work force – Changes brought by women workers
Changing personal values of the work force
Changing expectations of citizen –employees
Changing levels of productivity - ( Reason : IT, ( Globalization, economic policies and world politics)
Changing demands of government.( civil rights, equal employment , minimum wages, )
Environmental influence
HRM cannot exist in vacuum.It is an interdependent activity.
Environmental factors that influence the organization through HR is called in STEPIN
Social Technological Economic Political International Natural
What motivates employees?
Rank Feeling “in” on things Good wages Good working conditions Job security Full appreciation of work that is
done Tactful disciplining Employer loyalty to employees Interesting work Promotion and growth in the
organization (Karl and Sutton,
1996)
What motivates employees?
Rank Good wages 1 Job security 2 Interesting work 3 Good working conditions 4 Full appreciation of work that is done 5 Promotion and growth in the organization 6 Employer loyalty to employees 7 Feeling “in” on things 8 Tactful disciplining 9 (Karl and Sutton, 1996)
LINE refers to those positions of the organization which have responsibility , authority and are accountable for accomplishments of objectives.
Managers identified as LINE are not subject to command by staff position. In case of disagreements between line and staff , line manager has the right to make final operating decision.
Line authority represents uninterrupted series of authority and responsibility delegating down the management hierarchy.
Though authority is delegated responsibility for action taken by subordinate still rests with the Line manager.