24255173 History of Hrm Stages to Modern Hrm
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Transcript of 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
Organizational Structure
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
Organizational Structure
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 Line & Staff
Organizational Structure
C.E.O.
H R Manager
Training OfficerEmployment Officer Wage & Salary Officer Welfare Officer
clerks clerks clerksclerks
Staff Function
Line Function
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H R Department in Divisionalised
Organizational Structure
C.E.O.
H R Manager
Training OfficerEmployment Officer Wage & Salary Officer Welfare Officer
clerks clerks clerksclerks
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
Organizational Structure
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