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HUMAN RESOURSE MANAGEMENT Managing HR important because HR are heterogenous Modern employees more educated Himself determines what he contributes Drucker---Of all the resources available i.e.mgmt. of materials,methods, money machine most imp.is M for MEN HR management is the planning, organizing, of the procurement, dev., compensation. integration ,maintenance &separation of human resources to the end that individual, organizational & societal objectives are achieved Human resource: Knowledge, skill sets, expertise of employees, the adaptability, commitment and loyalty of employees. Skills: The individual abilities of human beings to perform a piece of work. Resource: The stock of assets and skills that belong to a firm at a point of time. Capability: The ability of a bundle of resources to perform an activity; a way of combining assets, people and processes to transform inputs into outputs. •HRM is concerned with most effective use of people to achieve org.al & individual goals. •Acc. To National Institute Of personnel mgmt. in India “it is that part of mgmt which is concerned with people at work & their relationships in the org. It seeks to bring together men & women who make up an enterprise, enabling each to make its own best contribution to its success both as individual & as a member of working group. Core Competencies Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers. Sustained competitive advantage through people is achieved if these human resources: Have value. Are rare and unavailable to competitors. Are difficult to imitate. Are organized for synergy. Internal Environment External Environment HRM Functions HRM Objectives Attract Retain Motivate Cont…. HRM Purposes and Criteria Productivity Performance Absenteeism Turnover Basic Model of Human Resource Management Quality of Work Life Job Satisfaction Job Involvement Stress Legal Compliance Fines Contracts Goodwill Bottom Line Survival Competitiveness Growth Profitability Flexibility Cont…. Characteristics of Human Resource Management • strategic activity • goal-oriented rather maintenance focused; than establishment / • seeks to develop individual capacity and capability in order to contribute their best to the organization; people-oriented process for assimilating individual efforts with organization’s competitive priorities emphasizes of its individual as a core element competitive strategy; • is an ongoing set of activities and requires commitment of top management. Contract Personnel mgmt. HRM Careful delineation Aim to go of written contracts beyond contract Managerial tasks Monitoring vis a vis labor Key relation Labor mgmt. Nurturing Customer Speed of decision Mgmt. Role Key managers Communication Selection Pay Job categories& grades Slow Fast Transactional Personnel/IR specialists Indirect ,Slow & downward Transformational General/business /line mgrs. Separate,margin al task Job evaluation (fixed grades) Many Integrated,key task Performance related Few Direct,fast&both upward & downward Philosophy Motivators Aim Reactive On monetary rewards Tries to improve the efficiency of people and admin. Proactive On higher order needs Tries to develop the organization as a whole and its culture Environment Of Human Resource Management Both at national and global levels, labour market conditions and trade unions. Cont…. Internal Environmental Influences Organizational culture • core values, beliefs and assumptions Organizational climate • the prevailing environment that exists in an organization and its impact on employees. Cont…. Employer Branding Attrition has today assumed epidemic proportions plague ring every organization across different industry segments. • Branding the organization and offering employees a ‘great place to work’ experience. • External Environmental Influences Economic environment the kinds of external influences are: i. Political ii. Economic iii. Social iv. Technological v. Mergers and Acquisitions vi. Labour Market Conditions vii. Trade Unions P/HRM Operative Functions Managerial functions: – Planning Procurement Development: Job Analysis Training HR planning – Organising Recruitment Selection Executive development Career planning Placement – Directing Induction Internal mobility – Controlling Succession planning Human resources development strategies Motivation and Compensation: Maintenance: Job design Health Grievances Discipline Work scheduling Motivation Integration: Safety Teams and teamwork Welfare Collective bargaining Social security Participation Job evaluation Performance and potential appraisal Compensation administration Incentives benefits and services Empowerment Trade unions Employers’ associations Industrial relations Emerging Issues: Personnel records Personnel audit Personnel research HR accounting HRIS Job stress Mentoring International HRM Qualities and Role of Human Resource Manager The critical qualities for an HR professional as mentioned below: • Selling Skills • Knowledge of overall business • A willingness to work hard • Broad-based knowledge of management and labour laws human resource • Good listening skills • Good communications skills Cont…. Good counselling skills Branding Leadership skills Cultural skills skills Customer management skills The critical roles for an HR professional 1. Strategic Partner 2. Administrative Expert 3. Employee Champion 4. Change Agent 5. Corporate Architect Cont…. 1-10 Competitive advantage through people? Competitive advantage allows a firm to gain an edge over its rivals when competing. It comes from a firm’s unique ability to perform activities more distinctively and more effectively than rivals. HR can be a source of competitive advantage when the talents of people working in the firm are valuable, rare; difficult to imitate and well organised to deliver efficient and effective results. 1-12 SHRM, is the linkage of HRM with strategic goals and objectives with a view to improve business performance and develop organisational cultures that foster innovation and flexibility. Summarization of Development of HRM Period HRM’s Role Key Business Issue 1920s–1930s Organic growth New technologies Recruitment New technologies Caring for employees 1940s–1970s Diversification Competition Productivity Negotiations 1970s–1990s International competition Survival Shift to service Downsizing Leadership Change management Performance management Globalization Innovation Reinvention Talent management Strategic capabilities 2000s onwards (Source: Mercer Delta Consulting) Title for Role Labour Relations Personnel Human Resources HR Business Partner Globalization The trend toward opening up foreign markets to international trade and investment Impact of globalization “Anything, anywhere, anytime” markets Partnerships with foreign firms Lower trade and tariff barriers WTO and GATT Corporate Social Responsibility The responsibility of the firm to act in the best interests of the people and communities affected by its activities Impact on HRM Different geographies, cultures, laws, and business practices Issues: Identifying capable managers and workers Developing foreign culture and work practice training programs. Adjusting compensation plans for overseas work Knowledge Workers Workers whose responsibilities extend beyond the physical execution of work to include planning, decision making, and problem solving. Knowledge-Based Training Online instruction “Just-in-time” learning via the Internet on company intranets Human Resources Information System (HRIS) A computerized system that provides current and accurate data for the purposes of control and decision making. Benefits: Store and retrieve of large quantities of data. Combine and reconfigure data to create new information. Institutionalization of organizational knowledge. Easier communications. Lower administrative costs, increased productivity and response times. Fit of the application to the firm’s employee base. Ability to upgrade Increased efficiency and time savings Compatibility with current systems Availability of technical support Time required to implement and train staff members to use HRIS Initial and annual maintenance costs Training time required for HR and payroll Types of Change Reactive change Change that occurs after external forces have already affected performance Proactive change Change initiated to take advantage of targeted opportunities Managing Formal Change through HR change management programs help to keep employees focused on the success of the business. Why 1. 2. 3. 4. 5. 6. 7. 8. Change Efforts Fail: Not establishing a sense of urgency. Not creating a powerful coalition to guide the effort. Lacking leaders who have a vision. Lacking leaders who communicate the vision. Not removing obstacles to the new vision. Not systematically planning for and creating shortterm “wins.” Declaring victory too soon. Not anchoring changes in the corporate culture. Human Capital The knowledge, skills, and capabilities of individuals that have economic value to an organization. Valuable because capital: is based on company-specific skills. is gained through long-term experience. can be expanded through development. Total Quality Management (TQM) A set of principles and practices whose core ideas include understanding customer needs, doing things right the first time, and striving for continuous improvement. Six Sigma Reengineering and HRM Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed. Requires that managers create an environment for change. Depends on effective leadership and communication processes. Requires that administrative systems be reviewed and modified. Downsizing The planned elimination of jobs (“head count”). Layoffs Outsourcing Contracting outside the organization to have work done that formerly was done by internal employees. Offshoring The business practice of sending jobs to other countries. Employee Leasing Employees are hired by a leasing company (which handles all HR-related activities) and contract with a company to lease the employees.