UNIT 1-HRM.ppt
- 2. Human resources: Meaning Human resources means the collection of people and their characteristics at work. These are distinct and unique to an organization in several ways.
- 3. Human resources: Definition Human Resource are ”A whole consisting of inter-related, inter-dependent & interacting psychological, sociological & ethical components”. -Michael J. Jucius
- 4. What is HRM? Human Resource Management is “the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational, and social objectives are accomplished.”
- 5. Human resource management: Definition Human resource management is concerned with policies and practices that ensure the best use of the human resources for fulfilling the organizational and individual goals. -Edwin B. Flippo
- 6. Characteristics of HRM • People oriented • Action- oriented • Individual- oriented • Development – oriented • Pervasive Function • Continuous Function • Future- oriented • Challenging function • Science as well as art • Staff function • Young discipline • Nervous system
- 7. Scope of HRM 1. Personnel or Labour Aspect Planning, recruiting, selection, placement, transfer, promotion, training and development, Lay-offs, retrenchment, remuneration, incentives and productivity 2. Welfare Aspect Housing, transport, medical assistance, canteen, rest rooms, health and safety, education, etc. 3. Industrial Relation Aspect Union-management relations, collective bargaining, grievance and disciplinary actions, settlement of disputes.
- 8. Objectives of HRM To act as a liaison between the top management and the employees. To arrange and maintain adequate manpower inventory To devise employee benefit schemes To ensure and enhance the quality of work life To offer training To help keep up ethical values and behaviour amongst employees both within and outside the organization. To maintain high morale and good human relations within the organization.
- 9. Functions of human resource management
- 10. Operative functions of HRM
- 11. Dimension Personnel Management HRM Philosophy Employees are made for rules & regulations Rules & regulations are made for employees Nature Confined to procurement & training of personnel Integrated with the corporate management Communication Slow & downward Fast & both upward & downward Decision-making Slow Fast Approach Work oriented People oriented Job Design Division of labor Team –work Management's Role Transactional Transformational Level of Trust Low High 11 Difference between HRM and PM
- 12. Evolution of HRM 1. The Industrial Revolution(beyond 1820 to 1840) 2. Trade unionism(1841 to 1909) 3. Scientific Management (1910 evolve & 1920 implementation to 1940) 4. Industrial Psychology (1945 to 1970) 5. Human Relation Movement Era( 1971 to 1980) 6. Behavioural Science (1980 to 1990) 7. The Contemporary HRM Era (1990 onwards)
- 13. The Industrial Revolution(beyond 1820 to 1840) • Usages of the machinery • Mass level of production • To satisfied the human need • Profit maximization form the factor of production like land , labour, capital, entrepreneur
- 14. Trade unionism(1841 to 1909) • World have been separated in two type of economy one is capitalization which has a motive of profit maximization other other side labour intensive economy Labour class reflected their provouge by strike, slowdown, pen down, boycott & sabotage of the work for resolution of the problem where new redressal procedure had been developed to subside the chaos like collective bargaining, grievance handling system, arbitration, disciplinary practices
- 15. Scientific Management (1910 evolve & 1920 implementation to 1940) • Development of true science • Scientific selection & training • Friendly co-operation between management • Development of every worker to his fullest aspects. • Draw back • Man become machine human factors were completely avoided.
- 16. Industrial psychology era (1945 to 1970) Mainly focused on the part on IQ of the employees through MMPIT(Minnesotta multiple personality test )or MBTI( Myer Brigg Jung topology) & assigned them skill & aptitude based job.
- 17. Human relation movement ( 1971 to 1980) Hawthorne experiment Interaction with the employee increase the productivity Basic facilities are required for the production Empathized view towards workes have increased productivity of worker
- 18. Behavioural Science era (1980 to 1990) Multiple branch discipline like sociology , anthropology, psychology, economics & politics Contributors:- Abraham Maslow, Douglas mc gregeor, Fredrik Herzberg, Rensis Likert, Robert black, Robert Owen, kurt lewin, burke letwin, fidler contingent theory, victor vroom theory, grid theory, Aldofer ERG theory, Mclland N-ach theory
- 19. The Contemporary HRM era (1990 onwards) More focused on gaining competitive advantage in market through HR. Focuses on developing HR strategies, aligning them with corporate strategy and achieving organizational goals effectively.
- 20. Qualities of an HR manager Knowledge Intelligence Communication skills Objectivity and fairness Leadership and motivational qualities Emotional maturity and Empathy
- 21. CHALLENGES OF HRM Advancement in technology Changes in Legal environment Globalization Conflict Managing Retaining Employee Work Life Balance Need for quality human resources Managing workforce Diversity
- 22. Flexi Time Flexitime, sometimes also called flextime, is a working schedule which allows employees to choose when to start and end their workday, and/or how long to take their break for, within agreed limits set by management. It’s one of the key ways to increase work flexibility and attractiveness of a workplace.
- 23. Example of Flexi Time An example of a flexitime working policy would be: Flexitime arrival: 7am – 10 am Flexible lunch hours: 12am – 2pm Flexible leave: 4pm – 6pm Core hours (must be in the office): 10am – 12am, 2pm – 4pm
- 24. Advantages of Flexi Time A better work environment with greater satisfaction and motivation Reduced stress and fatigue Easier and faster commuting, rush hours can be avoided Easier planning of quiet time in the office Full pay and benefits are kept Extended office hours Better fit of working hours with school hours, college hours, or care arrangements
- 25. Strategic HRM Strategic human resource management is the process of linking the human resource function with the organization’s strategic objectives to improve performance. Strategic Human Resource Management is an approach relates to decisions about the nature of employment relationship, recruitment, training, development, performance management, reward,& employee relationship.
- 26. Objectives of Strategic HRM To focus the HR policies, programmes and practices as the means through which the people can be deployed to gain better and competitive advantages; To manage and maintain human capital resources, skill, knowledge, efficiency and intelligence of the employees; To find out the ways and means for effective and efficient utilisation of human resources; To emphasise that human resources treated as the primary source of competitive advantages of the organisation; To integrate the HR strategies with the Business strategies for the betterment of organisation;
- 27. Objectives of Strategic HRM To make an appropriate direction for people, practices and performance towards the achievements of the goals of the organisation; To develop stable employee relations by way of effective resource utilisation, optimizing remuneration, better productivity and better work culture; etc. To recognise the needs and customised services of different market segments and try to fulfil them properly; To make an appropriate ‘cost optimisation’ with increase the efficiency of resources; and To make an appropriate and feasible plan for change environment.
- 28. Traditional HRM vs. Strategic HRM Traditional HRM Strategic HRM Responsibility for HRM Staff specialists Line managers Focus Employee relations Partnership with internal and external customers Role of HR Transactional, change follower and respondent Transformational, change leader and initiator Initiatives Slow, reactive, fragmented Fast, proactive, integrated Time horizon Short term Short, medium, long Control Bureaucratic roles, policies, procedures Organic-flexible, whatever is necessary to succeed Job design Tight division of labour, independence, specialisation Broad, flexible, cross-training teams Key investments Capital, products People, knowledge Accountability Cost centre Investment centre
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