CH-1&2-introduction-of-hrm...ppt
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- 3. Introduction to Human Resource Management
- 4. 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.
- 5. A basic concept of management states that manager works in organizations. Organization has three basic components, People, Purpose, and Structure. HRM is the study of activates regarding people working in an organization. It is a managerial function that tries to match an organization’s needs to the skills and abilities of its employees.
- 6. Human resources: Definition Human Resource are ”A whole consisting of inter-related, inter-dependent & interacting psychological, sociological & ethical components”. -Michael J. Jucius
- 7. “Having good talent people in the organisation was important yesterday, but today it is critical !!”
- 8. 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.”
- 9. 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
- 10. • People oriented • Action- oriented • Continuous Function • Future- oriented • Challenging function • Science as well as an art • Staff function • Pervasive Function • Nervous system • Development – oriented
- 11. 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 behavior amongst employees both within and outside the organization. To maintain high morale and good human relations within the organization.
- 12. HR Objectives of TATA Group Tata company shall provide equal opportunities to all its employees. HR policies shall promote diversity and equality in the workplace. Employees shall be treated with dignity. Maintain a work Environment free of all forms of harassment. Respect for the right to privacy and the right to be heard. Equal opportunity to all eligible. Decisions are based on merit.
- 13. 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.
- 14. HRM is proactive in nature while PM is reactive. HRM is a resource-centred activity whereas PM is a employee-centred activity. HRM emphasizes on flexible, open-ended contracts (agrement)but PM emphasizes the strict observance of defined rules, procedures and contracts. HRM views better performance as a cause of job satisfaction whereas PM considers job satisfaction as a source of better performance….
- 15. Difference between HRM and PM (contd.) HRM seeks to develop the competencies of the employees on a sustained basis while PM is a regular, status quo–based administrative function.
- 16. 0.
- 18. Benefits by Corporate Mobile Working at IBM HR and well-being of Employees at Infosys
- 19. Significance for an enterprise Professional significance Social significance National significance
- 20. Significance of HRM Significance for an enterprise Attracting & retaining the required human resource, recruitment & selection , placement , orientation, compensation & promotion policies. Developing the skills & necessary attitude among the employees by T&D & performance evaluation Providing them social & job security by grievance handling, motivating & participation in mgt Utilizing effectively the available human resources Ensuring that the enterprise will have in future a team of competent & dedicated employees.
- 21. Professional significance Providing maximum opportunities for personal development of each employee. Maintaining healthy relationships among individual & different work groups. Allocating work properly.
- 22. Social Significance Sound human resources management has a great significant for the society. It help to enhance the dignity of labour in the following ways. Providing suitable employment that provides social & psychological satisfaction to people. Maintaining a balance between the job available & the jobseekers in terms of numbers, Qualification, needs & aptitudes. Eliminating waste of human resource through conservation of physical & metal health
- 23. Significance of HRM National Significance Human resource & their management plays a vital role in the development of a nation. The effective exploitation & utilization of a nation’s natural, physical & financial resources require an efficient & committed manpower. There are wide differences in development between countries are with similar resources due to differences in the quality of their people. Countries are underdeveloped because their people are backward. The level of development in a country depends primarily on the skills , attitudes & values of its human resources. effective management of human resources helps to speed up the process of economic growth which in turn leads to higher standards of living & fuller employment Human resource Management is the central subsystem of an organisation.
- 25. a. Increase in the size & complexity of organisation eg.MNC employees ,Rapid technological development like automation, computerisation b. Rise of professional & knowledgeable workers, Increasing proportion of women in the workforce Growth of powerful nationwide trade unions. c. Widening scope of legislation designed to protect the interests of the working class. d. Revolution in the information technology that might affect the work force. e. Rapidly changing jobs & skills requiring long-term manpower planning. f. Growing Expectations of society from employers.
- 26. 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)
- 27. 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
- 28. 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 prologue by strike, slowdown, pen down, boycott(withdrawal from commercial or social relation ship)& sabotage of the work for resolution of the problem where new redressed procedure had been developed to subside the chaos like collective bargaining, grievance handling system, arbitration, disciplinary practices
- 29. Construction of titanic & child labour pathetic condition
- 30. 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.
- 31. 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.
- 32. 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 works have increased productivity of worker
- 33. 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
- 34. 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.
- 35. Qualities of an HR manager Knowledge Intelligence Communication skills Objectivity and fairness Leadership and motivational qualities Emotional maturity and Empathy
- 36. CH.2 Environment of Human Resource Management
- 37. Political- Legal Considerations Political variables are the factors that may influence an organizations activities as a result of the political process or climate. The political-legal environment is also made up of the laws and regulations within which an organization conducts its affairs. A significant external force affecting HRM relates to federal, state, and local legislation and the court decisions interpreting this legislation. The legal considerations affect virtually the entire spectrum of human resource policies.
- 38. Labor Market Potential employees located within the geographic area from which employees are recruited comprise the labor market. The labor market is always changing these shifts inevitably cause changes in the workforce which can affect the way management must deal with the workforce.
- 39. Society Ethics is the discipline dealing with what is good and bad, or right and wrong, and with moral duty and obligation. Corporate social responsibility is the implied, enforced, or felt obligation of managers, acting in their official capacities, to serve or protect the interests of stakeholders inside and outside the organization. To remain acceptable to the general public, a firm must accomplish its purpose while acting ethically and responsibly.
- 40. Unions A union is comprised of employees who have joined together for the purpose of dealing collectively with their employer. In a unionized organization, the union—rather than the individual employee—acts as a third party to negotiate work agreements with management Wage levels, benefits, and working conditions for many of employees reflect decisions made jointly by unions and management.
- 41. HR Technology While the development of technology has created new roles for HR professionals, it also places additional pressures on them to keep abreast of new HR technology. Technological advancements have tended to reduce the number of jobs that require little skill and to increase the number of jobs that require considerable skill. Technological advances also have training implication.
- 42. Economy When economy is booming, it is often more difficult to recruit qualified workers. In economic downturn, more applicants are typically available. One segment of the country may be experiencing a downturn and another a This variation in supply and demand is also true for obtaining qualified workers in different industry and professional areas.
- 43. Customers People who actually use firm’s goods and services. Employment practices should not antagonize members of the market the firm serves. Workforce should be capable of providing top- quality goods and services. This capacity is directly related to the skills, qualifications, and motivation of the organization’s employees.
- 44. Competition Firms may face intense competition in both their product or service and labor markets. To compete effectively, a firm must also compete for and retain competent employees. Bidding war often results
- 45. Shareholders Because shareholders have invested money in the firm, they may at times challenge decisions made by management. Management may be forced to justify the merits of a particular program in terms of how it will affect future projects, costs, revenues, profits, and even how it will benefit society as a whole.
- 46. Unanticipated Events Unanticipated events are occurrences in the external environment that cannot be foreseen. These events (eg., natural or man-made disasters) cause major modifications in the performance of many human resource functions in the affected firms. Require a tremendous amount of adjustment with regard to HRM
- 47. The Environment of HRM-summary The External Environment The external environment is composed of two layers: The general environment and the task environment. The General Environment They are general forces or processes that interact with each other and also affect the organizations as a whole including: The Economic Environment The Technological Environment The Socio-Cultural Environment The Political-Legal Environment The Physical Environment
- 48. Models of Human Resource Management The Michigan School Model: Congruency with organizational strategy (matching model) The Harvard School Model (Harvard framework) Integrated parts towards a strategic vision and with a central philosophy
- 49. The Michigan School Model The human resource cycle
- 50. Elements of human resource cycle 1.Selection: matching available human resources to jobs 2.Appraisal: performance management 3.Rewards: focus on organizational performance (most under-utilized and mishandled tool) short-term and long-term 4.Development – developing high quality employees
- 52. Characteristics of HRM in Harvard framework 1) line managers accept more responsibility for ensuring the alignment of competitive strategy and personnel policy 2) personnel has the mission of setting policies that govern how personnel activities are developed and implemented in ways that make them more mutually reinforcing
Editor's Notes
- #37: The firm often has little, if any, control over how the external environment impacts the task of managing its human resources. External factors include the legal considerations, labor market, society, political parties, unions, shareholders, competition, customers, technology, the economy, and unanticipated events. Each factor, either separately or in combination with others, can enable or hinder the accomplishment of HRM tasks within the firm.
- #38: A significant external force affecting HRM relates to federal, state, and local legislation and the court decisions interpreting this legislation. These legal considerations affect virtually the entire spectrum of human resource policies.
- #39: Potential employees located within the geographic area from which employees are recruited comprise the labor market. The labor market is always changing, and these shifts inevitably cause changes in the workforce which can affect the way management must deal with the workforce.
- #40: The public does not accept, without question, the actions of firms in the business world today. To remain acceptable to the general public, a firm must accomplish its purpose while acting ethically and responsibly. Ethics is the discipline dealing with what is good and bad, or right and wrong, and with moral duty and obligation. Corporate social responsibility is the implied, enforced, or felt obligation of managers, acting in their official capacities, to serve or protect the interests of stakeholders inside and outside the organization.
- #41: A union is comprised of employees who have joined together for the purpose of dealing collectively with their employer. In a unionized organization, the union—rather than the individual employee—acts as a third party to negotiate work agreements with management. Wage levels, benefits, and working conditions for millions of employees reflect decisions made jointly by unions and management.
- #42: The world has never before seen the rapid rate of technological change that is occurring today. While the development of technology has created new roles for HR professionals, it also places additional pressures on them to keep abreast of new HR technology. With the increased sophistication of technology has come the ability to design more useful human resource information systems (HRIS).
- #43: The economy, on the whole and in its various segments, is a major environmental factor affecting HRM. Generally speaking, when the economy is booming, it is more difficult to recruit qualified workers. On the other hand, when a downturn is experienced, as with the recession of 2008–10, more applicants are typically available. To complicate this situation even further, one segment of the country may be experiencing a downturn and another a boom. This variation in supply and demand is also true for obtaining qualified workers in different industry and professional areas.
- #44: Customers are the people who actually use a firm’s goods and services. Because sales are crucial to a firm’s survival, management has the task of ensuring that its employment practices enhance the ability of its workforce to provide top-quality goods and services. This capacity is directly related to the skills, qualifications, and motivation of the organization’s employees.
- #45: Firms may face intense competition in both their product or service and labor markets. Unless an organization is in the unusual position of monopolizing the market it serves, other firms will be producing similar products or services. To compete effectively, a firm must also compete for and retain competent employees.
- #46: Because shareholders have invested money in the firm, they may at times challenge decisions made by management. Shareholders wield increasing influence, and management may be forced to justify the merits of a particular program in terms of how it will affect future projects, costs, revenues, profits, and even how it will benefit society as a whole.
- #47: Unanticipated events are occurrences in the external environment that cannot be foreseen. These events cause major modifications in the performance of many human resource functions in the affected firms. Every disaster, whether man-made or natural, requires a tremendous amount of adjustment with regard to human resource management. On a global level, think of the many different ways HR was affected when major earthquakes struck Japan, Haiti, and Chile.