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Kiran Jain Roll No:- 134231

Q.1 Explain the role and functions of HRM. Are there truly some paradoxes.
Functions of HRM:Planning: - Preparing forecasts of future HR needs in the light of an organisations environment, mission, & objective, strategies, and internal strengths and weaknesses, including its structure, culture, technology and leadership. Staffing:- Obtaining people with appropriate skills, abilities, knowledge and experience to fill jobs in the work organisation. Key practices are human resource planning, job analysis, recruitment and selection. Developing: - Analysing learning requirements to ensure that employees possess the knowledge and skills to perform satisfactorily in their jobs or to advance in the organisation. Performance appraisal can identify employees key skills and competencies. Monitoring: - the design and administration of reward systems. HR practises include job evaluation, performance appraisal, pay and benefits. Maintaining: - the administration and monitoring of workplace safety, health, and welfare policies to retain a competent workforce and comply with statutory standards and regulations. Managing Relationships: - Encompasses a range of employee involvement/participation schemes in non-union or union work places. In a union environment this includes negotiating contracts and administering the collective agreement.

Managing change: - this involves helping others to envision the future, communicating this vision, setting clear expectations for performance and developing the capability to recognize people and reallocate other resources. Evaluating: - Designing the procedures and processes that measure, evaluate and communicate the value-added component of HR practices and the entire HR system to the organisation

HRM Roles:The purpose of Human Resource Management is to hire, train and develop staff and where necessary to discipline or dismiss them. Through effective training & development, employees at enterprise achieve promotion within the company and reach their full potential. This reduces the need for external recruitment and makes maximum use of existing talent. This is a cost-effective way for a business to manage its people. The HRM function not only manages existing staff, it also plans for changes that will affect its future staffing needs. This is known as workforce planning. For example, -The business may grow into new markets, such as Enterprise moving into truck rental -it may use new technology which requires new skills. E.g. global positioning equipment -Staff may retire or be promoted, leaving gaps which need to be filled. There may also be external changes in the labour market, meaning that there will be fewer skills available or too many in a particular area. HRM monitors all of these things in planning recruitment strategy. This places the HRM functions in a central role in the business because all managers use this expertise to acquire staff. To achieve its aims and objectives, enterprise needs staff who are motivated and who possess initiative and drive.

HRM Paradoxes:Paradoxes abound in HRM. Its decades old existence seems to have not helped the HRM mature into a perfect profession. Compared to finance and marketing, HR function has been disadvantaged and the HR professionals themselves need to be blamed. In finance, there has emerged a clear distinction between professional practices and strategic decision making. Accounting covers the professional practise and strategic decision making falls into the domain of finance. Likewise, advertising and sales make up

Q.3 Distinguish between HRM Personnel Management and Human capital management.
Human Resource Management 1. Employment Contract Aim to go beyond contract 2. Rules Can do outlook, impatience with rules 3. Guide to management Procedures Business need 4. Behaviour referent Norms/customs and Values/mission practices 5. Managerial task vis-a-vis Monitoring Nurturing labour 6. Key relations Labour Customers management 7. Initiatives Piecemeal Integrated 8. Speed of decision Slow Fast 9. Management role Transactional Transformational 10. Communication Indirect Direct 11. Prized management skills Negotiation Facilitation 12. Selection Separate, marginal Integrated, key task task Dimensions Personnel Management Careful delineation of written contracts Importance of devising clear rules

13. Pay 14. 15.

16. 17. 18. 19. 20.

Job evaluation (fixed grades) Condition Separately negotiated Labour management Collective bargaining contracts Job categories & grades Many Job design Division of labour Conflict handling Reach temporary truce Training development Controlled access to courses Focus of attention for Personnel interventions procedures

Performance related Harmonisation Individual contracts

Few Team work Manage climate and culture Learning companies

21. Locus of Control 22. Organising Principles

Wide ranging cultural, structural and personnel strategies External Internal Mechanistic, Top- Organic, Bottom-up, down, Centralised Decentralised

Q.4 HRM policies and principles contribute to the effectiveness, stability and continuity of an organisation. Discuss with the example of Kellogs case
Policy are plans of action;. Organisations need to evolve HR policies as they ensure consistency and uniformity in treating people. They help motivate and build loyalty. Policies become benchmarks to compare and evaluate performance. Policy regarding training & development, terms & condition of employment, housing, transport, allowances, industry relations, grievance procedures, etc. A policy does not spell out the detailed procedure by which it has to be implemented that is role of a procedure. A procedure is in reality a

method for carrying out a policy. A policy should be stated in terms broad enough for it to be applicable in varying situations. Principle is fundamental truth established by research, investigation and analysis. Many personnel principles have been established through practice, experience and observation. Principles are universal truths generally applicable to all organisations. Policies, on the other hand, vary from organisation to organisation. Principles guide managers in formulating policies, programmes, procedures, and practices. They also come handy in solving any vexing problem. Some of the personnel principles are Principle of individual development, Principle of scientific selection, Principle of free flow of communication, Principle of participation, Principle of fair remuneration, Principle of incentive, Principle of dignity of labour, Principle of labour management, Principle of team spirit, Principle of contribution to national prosperity. Aligning HR processes with strategic Goals: Build for the future to support continued sustainable growth. Create a consistent customer experience. Give employees and managers more control of their information and career resources. Delivery timely consistent and reliable data to the business and regulatory agencies. HR Strategy:Strengthen Culture viaBuild Talent Powerhouse Optimize Global HR Network Develop Recognized Leadership Brand HR Anchors: Capability to work together in a congenial environment

Goal Setting and People Planning setting and communicating organization and department goals for the year so that employees understand how their individual contributions support our corporate goals. Performance Management (PMP) translating corporate and team priorities into individual accountabilities and measuring what they achieved as well as how they did so. Career Development aligning employees career interests with development opportunities to help them succeed and grow in current roles and prepare for future roles. Succession Management ensuring we have the right people in the right positions now and in the future to meet our corporate goals. HR Shared Services Management- ensuring integration of employee data across the world

Q.5 Bring out the role of HRM in strategic formulation, implementation and evaluation.
Strategy Formulation Strategy Formulation is positioning forces before the action It focuses on effectiveness It is primarily an intellectual process It requires good initiative and analytical skills It requires co-ordination among a few individuals. Strategy Implementation Strategy Implementation is managing forces during the action It focuses on efficiency It is primarily an operational process It requires special motivation and leadership skills. It requires co-ordination among many persons

Monitor & Evaluation

The final phase in Strategic HRM is monitoring and evaluation of HR strategies. Is should be remembered that erroneous strategic decisions can inflict severe penalties and can be exceedingly difficulty, if not impossible, to rectify. Basic activities involved in strategy monitoring & evaluation are: 1. Establishing performance targets, standards and tolerance limits for the objectives, strategies and implementation plans. 2. Measuring the performance in relation to the targets at a given time. If outcomes are outside the limits, inform managers to take action. 3. Analyse deviations from acceptable tolerance limits. 4. Execute modifications where necessary and are feasible.

Q.6 How does the people capabilities lend a competitive advantage to firms?
People offer competitive advantage to a firm and managing people is the domain of HRM. An organisation enjoys competitive advantage when it is the only one which can offer a product at a price and at quality while it is competitors cannot do so There are several ways how people lend competitive advantages. First, people offer skills, capabilities, systems, practices, speed, language, bonding and behaviours, which help execute firms strategies successfully. Strategy implementation cannot be done by physical resources such as technology, buildings, machines and materials. It is the people who can craft strategies and execute them effectively. Secondly, by aligning HR plans to business plans, HR managers are becoming strategic partners. HR professionals work with line managers to identify HR practise that help accomplish business strategy. The outcome of identifying HR planning with business planning is a framework for integrating HR practices into business decisions to ensure results. On integration line managers and HR

professionals work as partners to ensure that an integrated HR planning process occurs. Third, innovation is the key to competitive advantage. Fortunes of several companies have been revised thanks to innovation. E.g. Mahindra & Mahindra, Google, ICICI banks, etc Forth, HR function seeks to convert an adverse situation into an opportunity. HR often gets trapped in a policy role, mediating employee grievances, monitoring compliance with employment laws and enforcing codes of conduct. How can a firm enhance its revenue by doing more for its employees is concentrated in new HR. Instead of trying to fix a chronic employee weakness, how can the firm tailor a role that matches and capitalises on strengths. Fifth, organisational designs do not remain static over a period of time. Environmental changes compel organisations redesign their structures. Along with changes in designs, organisations adopt uncertainty avoidance mechanisms, differentiation mechanisms and integrating mechanisms to cope with the compulsions of environmental changes. These changes in organisational designs need to be reinforced by innovative HRM strategies. Sixth, HR executive is becoming an effective change agent. Change management is critical to the success of any firm and marks a different between winners and losers. While winners anticipate and prepare themselves to adapt and assimilate the changes, losers are overtaken by events, ruminate over them and are left behind.

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