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Introduction to SHRM

by
Sajid Asghar Rana

Pak Aims Pakistan Institute of Management Sciences,
Lahore
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Personnel Management
A traditional way of working with out much
involvement of work force in decision
making. A short term management approach
which is more of a tactical in nature.
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Human Resource Management
A pro-active way of management with a
strategic focus, relying upon variety of
communication channels and preparing
the individuals to take responsibilities
for their own decisions and actions.
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Personnel Management Vs HRM
A Debate
The personnel management tends to be
tactical in its approach; the focus of the HRM
is more of strategic.

The personnel approach tends to be short
term; the HRM approach is proactive and
think long term whilst developing policies on
major new initiatives.
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Personnel Management Vs HRM A Debate
Cont
While taking issues the personnel approach
tends to be rather piecemeal; the HRM
approach to the same issues is to place
them within a clearly defined integrated
framework which has been worked out to
benefit the organization and to which the HR
Manager and other staff has contributed.
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Personnel Management Vs HRM A Debate
Cont
Personnel Management tends to rely on
traditional forms of communication; the HRM
tends to use a variety of communication
channels.
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Personnel management tends to operate in
organization where there are traditional ways
of working and where there is not much
involvement of the work face in decision
making; HRM emphasizes on the importance
of the involvement of every one in decision
making e.g. work teams and quality circles.
Personnel Management Vs HRM A Debate
Cont
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Personnel management tends to work in
traditionally unionized organizations; HRM
tends to encourage single status agreements
and de-emphasizes the role of trade unions.
Personnel Management Vs HRM A Debate
Cont

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Personnel management tends to use
traditional pay systems; HRM emphasizes
the needs to manage performance and
motivate people by the use of various
payment systems which are integrated with
the organizations objectives.
Personnel Management Vs HRM A Debate
Cont

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Personnel management approach tends to
operate from a pluralistic point of view; the
HRM approach tends to operate from a
unitary perspective emphasizing on the need
for every one in the organization to work
towards common goals, so unions are not
encouraged since they are not seen to be
necessary.
Personnel Management Vs HRM A Debate
Cont

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Personnel managements focus is on
getting the same conditions for groups;
HR Managers focus on individual contract,
payment and reward system.
Personnel Managers may some time take
coercive measures to tackle individuals with
problems;
HR Mangers feel individuals should be
prepared to take responsibility for their own
decisions and actions.
Personnel Management Vs HRM A Debate
Cont
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Personnel management is concerned with
the operational tasks and hence forth ensure
supply of workforce who could physically
endure the work patterns; HRM is demand
driven and has more emphasizes on
forecasting, planning and monitoring. HRM
also ensures the right number of people (Not
Necessarily employees), with the right skills
and the right attitude, or in the right place at
the right time.
Personnel Management Vs HRM A Debate
Cont
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Personnel managers want a system that is
unilaterally imposed and rigid rules and
procedures are devised to encourage this;
HR Managers tend to say that people have a
right to proper treatment at work and efficient
management with fewer controls will achieve
this.
Personnel Management Vs HRM A Debate
Cont

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Personnel management tends to regulate
activities; HRM tends to devolve activities
whereby line managers concentrating mainly
on planning, monitoring and evaluating,
instead of developing policies.
The personnel management approach tends
to reflect the status quo and resist change;
HRM tends to encourage change and
increase flexibility in ways of working.
Personnel Management Vs HRM A Debate
Cont
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The Management Process
Planning
Organizing
Staffing
Leading
Controlling
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Management Process
Planning
Goals and standards
Rules and procedures
Plans and forecasting.
Organizing
Tasks
Departments
Delegating
Authority and communication
Coordinating
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Management Process
Staffing
Hiring
Recruiting
Selecting
Performance standards
Compensation
Evaluating performance
Counseling
Training and developing
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Management Process
Leading
Getting the job done
Morale
Motivation
Controlling
Setting standards
Comparing actual performance to standards
Corrective action

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What is
HR

Highly Ridiculous
Handi Roti
High Risk
Hot Rod
Human Rights
Human Relations
Human Resources
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HR History & Evolution
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HRM
Human Resource Management is the process
of acquiring, training, appraising, and
compensating employees and attending to
their labor relations, health and safety, and
fairness concerns.
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Indicators of effective - HRM
Turnover Rate.
Absenteeism / Sick Leaves.
Training Budget.
Occupational Safety, Health & Environment.
No. of Litigation Cases in Labor Courts.
Motivational Level.
No. of Industrial Accidents.

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Strategic Human Resource
Management
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Strategic Human Resource Management
Objectives at National level

Create Opportunities.
Cure Diseases.
Curb Inflation.
Feed the Hungry.
Compete Internationally.
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Strategic Human Resource Management
Objectives at National level

Lower Unemployment
Revive The Economics of living
Establish Good Governance
Develop Visionary Leadership
Build a Nation With a Meaningful
Prospects & Positive State of Mind
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Strategic Human Resource Management
Objectives at Organization Level
Organizational Design
Competency based Capacity Building
Act as an Enabler of Change Catalyst
Build High Performance work Culture
Manage Work Force Diversity
Mange People and Organizations Productivity
Empower the power
Create Acuity, Groups and Teams
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Strategic Human Resource Management
A vertical as well as horizontal function, staff
as well as line.
Development of HR strategies out of the
organizational vision, mission staying in line
with the ultimate business strategies.
Development of smart goals / objectives.
Maintaining the requisite level of HRD, by
staying in line with the organizational growth
and development.
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Functions Of Human Resource Management
Strategic Human Resource Management
Selection and Recruitment System
Performance Appraisal System
Training and Development
Compensation Management
Labor Laws & Industrial Relations
Environment , Occupational Health &Safety
Human Resource Information System

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HRs Evolving Role
Protector
and
Screener
Strategic Partner
Change
Agent
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HR is all about managing people
OR
Its about managing the people side of a
BUSINESS
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If you want to manage people effectively, help them
by making sure the org chart leaves as little as
possible to the imagination. It should paint a crystal-
clear picture of reporting relationships and make it
patently obvious who is responsible for what
results.
Jack Welch, Winning, Pg 115

HRM Its All About Results
For many years it has been said that capital
is the bottleneck for a developing industry. I
dont think this any longer holds true. I think
its the work force and a companys inability
to recruit and maintain a good work force
that does constitute the bottleneck.

F. K. Foulkes.
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Who Are Managers
Manager
Someone who coordinates and oversees
the work of other people so that
organizational goals can be accomplished.
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Classifying Managers
First-line Managers
Individuals who manage the work of non-
managerial employees.
Middle Managers
Individuals who manage the work of first-line
managers.
Top Managers
Individuals who are responsible for making
organization-wide decisions and establishing
plans and goals that affect the entire
organization.
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Exhibit 11 Managerial Levels
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Management Concerns
Managerial
Concerns
Efficiency
Doing things right
Getting the most output
for the least inputs
Effectiveness
Doing the right things
Attaining
organizational goals
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Exhibit 12 Effectiveness and Efficiency in Management
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What Do Managers Do
Management Roles
Approach (Mintzberg)
Interpersonal roles
Figurehead, leader,
liaison
Informational roles
Monitor, disseminator,
spokesperson
Decisional roles
Disturbance handler,
resource allocator,
negotiator
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What Managers Actually Do
Interaction
with others
with the organization
with the external
context of the
organization
Reflection
thoughtful thinking
Action
practical doing
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What Do Managers Do
Skills Approach
Technical skills
Knowledge and proficiency in a specific field
Human skills
The ability to work well with other people
Conceptual skills
The ability to think and conceptualize about
abstract and complex situations concerning
the organization
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Exhibit 15 Skills Needed at Different Management Levels
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What Is An Organization
An Organization Defined
A deliberate arrangement of people to
accomplish some specific purpose (that
individuals independently could not
accomplish alone).
Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
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Exhibit 19 Characteristics of Organizations
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Exhibit 110 The Changing Organization
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Exhibit 111 Universal Need for Management




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