Download - 24255173 History of Hrm Stages to Modern Hrm

7/30/2019 24255173 History of Hrm Stages to Modern Hrm

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UNIT-I


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HISTORY OF HRM

(Stages to Modern HRM) The Industrial Revolution

Trade Unionism

Scientific Management

F.W.Taylordeveloped 4 principles of scientific management-Development of true sciences

-scientific selection and training of workers

-friendly cooperation b/w management & workers-development of every worker to his fullest potential

Industrial Psychology

Acc. to Hugo Munster berg theory matching the workers skills with job.

Human Relations Movement

Hawthorn Experiment came in to existence.

Behavioral Sciences

Frederick Hertzberg, Maslow,likert and other theories related withMotivation and Leadership came into existence.

Human Resource Specialist & Employee Welfare


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Evolution of the Concept of HRM

The Commodity Concept

The factor of Production Concept

The Paternalistic concept

The Humanitarian Concept

The Human Resource Concept

The Emerging Concept


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Genesis and Growth of HRM in INDIA

1920- Concern for welfare of Factory Workers

1931- Royal Commission came into existence & Appointmentof Labor Officer

1948- Factorys Act came into existence & state that Factoriesemploying 500 or more workers have to appoint WelfareOfficer

1950- Two professional bodies were established- Indian institute of Personnel Management (NIPM),Kolkata

National Institute of Labor Management (NILM), Mumbai

1960- Labor Welfare, Industrial Relation, HR administrationemerged as the complimentary parts of HRM.

1970- Welfare shifted to higher efficiency. 1980- IIPM & NILM become National Institute of Personnel

Management (NIPM),Kolkata

1990- HRM as a distinct and important part of any organization


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PERIOD DEVELOPMENT OUT-LOOK FOCUS STATUS

1920-1940 Beginning Legalistic Statutory welfare Clerical

1940-1970 Struggling for

Recognition

Technical and

Legalistic

Paternalism Administrative

1970-1990 Introduction of

Sophisticated

Techniques

Impersonal

and

Professional

Regulatory

conformance

Management

1990-2000 Promising Philosophical Human values,Productivity

through people

Executive

After 2000 Bright Psychological Development of

potential

Top Level


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Definition of HRM

HRM is the planning, organizing, directing,

controlling of the procurement, development,

compensation, integration, maintenance andreproduction of HR to the end that individual

organizational and social objectives are

accomplished.

-FLIPPO


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Difference b/w HRM & Personnel

Management

DIMENSIONS PERSONNEL MGT HUMAN RESOURCE MGT

Philosophy

Nature

Communication

Decision making

Approach

Job design

Managements

role

Level of trust

Employees aremade for

rules and regulations

Confined to procurement

and training of personnelSlow and downward

Slow

Work oriented

Division of labor

Transactional

low

Rules and regulations are

meant for employees.

Also integrated with corporate

management.Fast and both upward and

downward.

Fast

People + work oriented

Team work

Transformational

High


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Features of HRM Comprehensive Function

Continuous Function Pervasive Function

Challenging Function

Staff Function

People Oriented

Action Oriented

Individual Oriented

Development Oriented Future Oriented

Science as well as Art

Interdisciplinary

Nervous System


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Managerial Function

Planning

Organizing

Operative Function

Directing

Staffing

Controlling

Procurement

Development

Integration

Compensation

Maintenance

FUNCTIONS OF HRM


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Scope of HRM

Nature of HRM

Employee Hiring

Employee executive

implementation

Employee

Motivation

Prospects

of HRM

Industrial

Relation

Employee

Maintenance

HRM


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Objectives of HRM

Personnel

Objective

Functional Objective

Social Objective

Organizational Objective


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IMPORTANCE OF HRM

SOCIAL

SIGNIFICANCE

PROFESSIONAL

SIGNIFICANCE

SIGNIFICANCE

FOR INDIVIDUAL


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ROLE OF HR MANAGER

PERSONNEL

ROLE

WALFARE

ROLE

CLASSICAL

ROLE

FIREFIGHTING

ROLE

MISCELLANEOUS

ROLE


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HRM ModelNature of HRM

HR Planning

Job analysisRecruitment & selection

Placement

Participative Management

Motivation

T & D

Remuneration

Dispute & their Settlement

Future of HRM

Communication

Promotions

Industrial Relations

Trade Unionism

Welfare

Safety & Health

Competent & Willing

workforce

Organizational

Goals


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Comparison b/w HRM & HRDDimensions HRM HRD

Status

Orientation

Aims

Incentives

used

Responsibility

Morale

Productivity

Relationship

An independent function withindependent sub-function

A service & reactive Function

Seeks to improve the

efficiency of people &

administration

Salary & economic rewards

Only of HR Manager

Improved satisfaction &

Morale as the cause of

improved performance

An integrated system consistingof interdependent sub-system

A proactive function

Seeks to develop the total

organization its culture

Focus on challenges, creativity

& motivation

Of all the managers

Improved performance as the

cause of improved satisfaction


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HRM in Organizational Structure

Organizational Structure

It defines and describes the authority and responsibility

relationship b/w various positions.

It indicates the location of decision centers in the

organization.

It provides the channels of communication among the

members.


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Types of organizational structure

H R Department in Line Organizational Structure

H R Department in Functional Organizational

Structure

H R Department in Line & Staff OrganizationalStructure

H R Department in Divisionalised Organizational

Structure

H R Department in Matrix Organizational Structure


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H R Department in Line


C.E.O.

H R Manager

Training OfficerEmployment Officer Wage & Salary Officer Welfare Officer

clerks clerks clerksclerks


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H R Department in Functional


C.E.O.

H R Manager




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H R Department in Line & Staff


C.E.O.

H R Manager



Staff Function

Line Function


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H R Department in Divisionalised


C.E.O.

H R Manager



H R Officer

(Northern Division)

H R Officer

(Southern Division)

H R Officer

(Eastern Division)

H R Officer

(Western Division)


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H R Department in Matrix


C.E.O.

G.M.

H. R.

Department

Engineering

Department

Finance

Department

Marketing

Department

Project A

Project B

Project C


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H R Policies

A policy is a predetermined course of actionestablished to guide the performance of work

towards the expected objective.

Policy is a type of standing plan that serves

to guide subordinates in the execution of their

task.


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Personnel or Labor or industrial relations policyprovides guidelines for a wide variety of employment

relationship in the organization. These guidelines identifies

the organizational intention in Recruitment, Selection,

Promotion, Development, Compensation, Motivation &otherwise leading and directing people in the working of the

organization.

- Dale yoder


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Essentials of a sound H R Policy

It should express the intention of top management.

It should represents the principles which will guide the action.

It should be based on the objective of the organization.

It should be longlasting and realistic

It should be definite, positive and clear. It should be brief, general and flexible,

It should be in written form.

It should be based on the careful analysis of facts and

information.

It should be fair and equitable.

It should be capable of being executed.


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Formulation of Policy

Identify the Needs

Gathering Information

Examining policy Alternatives

Putting the policy in Written form

Getting Approval

Implementation

Evaluation and Appraisal


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Types of H R Policy

Written and Unwritten Policy

General Policy

Specific Policy Imposed Policy

Originated Policy

Appealed Policy


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Importance of H R Policy

Clear thinking

Uniformity and consistency of administration

Continuity and stability

Sense of security

Delegation of authority

Team work and loyalty

More control

Prompt decision making

Improve confidence

Eliminates biasness


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Limitations of H R policy

Less flexibility

High cost for formulation

High time in formulation High energy in formulation

It can not cover all the problems

It can not change before certain time