HUMAN RESOURCE MANAGEMENT

SYNDICATE 3
Ayaesha Pagdiwalla (H-17025) – Team Leader
Avijit Sharma (H-17024)
Barkha Jhingan (H-17026)
Chaitanya Rai Tuli (H-17028)
Farhad Shroff (H-17031)
Gaganjit Singh (H-17032)
Garima Bedi (H-17033)
Garv Arora (H-17034)
 COMPETITIVE ADVANTAGE MODEL
SUMMARY
 The Competitive Advantage Model deals with gaining a
sustainable competitive advantage over the organizations
rivals. This can be either done by lowering prices of
products or providing benefits or specialized services in
accordance to the price demanded.
 With the help of this model, an organization develops
characteristics that allow it to outperform its rival
competitors in a specific market.
 Vital attributes of an organization needed to provide
sustainable Competitive Advantage are VALUE,
RARENESS, IMITIBALITY and ORGANIZATION.
 MANAGERIAL IMPLICATIONS
1. This model nurtures organization specific skills
by building HR Competencies.

2. Implementing a Human Resource System

3. Infuses Team Work

4. Enforces strong sense of competition

 E-BUSINESS MODEL OF HRM
SUMMARY
 E-business in the 21st Century has become the main focus
of all organizations.
 When an organization decides to adopt an E-Business
model, they tend to face certain challenges like frequently
changing technology, maintaining integration of suppliers,
distributors, customers etc.
 e-HRM is a way of implementing HR strategies, policies
and practices in organizations through a conscious and
A directedin support
• Accessible with the full use of web technology.
a web browser
D • Security of Data
V • User friendly interface
A
• Multi Language Support
N
T
• Adaptability to any client
A • Decisive step towards a paperless office
G • Lower business costs.
E • Connectivity with the client’s existing information system (payroll
S accounting, attendance etc.)
SIX PRINCIPLES OF E-BUSINESS
1. Attain autonomy with accountability

2. Forge common purpose

3. Achieve contextual clarity

4. Promote personal growth

5. Develop mutual support

6. Provide commensurate results

 MANAGERIAL IMPLICATION
 This e-HRM business solution is designed for human resource
professionals and executive managers who need to support to
manage the workforce, monitor changes and gather the
information needed in decision making.

 Italso helps keep track of relevant information of the

organization.

 Companies using this e-business model in the present day and

age:
◦ Dow Chemicals
◦ ABN-AMRO
◦ Ford Motor Company
◦ IBM
 MODEL FOR DYNAMIC
ORGANISATION
 HR Policies and Practices of Stable Organizations differ
from those in Dynamic Organizations.
 5 Experts Richard Shafer, Lee Dyer, Janine Kilty, Jaffrey
Amos & G A Ericksen formulated the critical issues in HR
in Dynamic Organizations:-
◦ Even in the most dynamic environment, not everything can be
emergent
◦ Organizational agility doesn’t just happen, it has to be deliberately
pursued.
◦ Guiding Models facilitate the formation of an agility oriented Human
Resource Strategy.
◦ A limited number of integrated or synergistic HR initiatives define
an agility oriented HR Strategy.
◦ Key HR initiatives guides the choice of HR Programs & Practices.
MANAGERIAL IMPLICATIONS
To bring certainty in an uncertain
environment.

This practice helps in bringing out valuable

results for both the employees and the
organization.

Success is facilitated from the Quality of

the work rather than Quantity.
 MODEL FOR BUSINESS HRM
ALLIGNMENT
Organizational Effectiveness begins with
the alignment of HR and Business
Objectives.
HR Alignment focuses on aligning HR
Processes, Talent, Jobs, Culture and Key
Business Objectives.
HR Alignment include the following
factors:
◦ Assessing HR Alignment
◦ Architecting HR Process Alignment
◦ Building HR Alignment
MANAGERIAL IMPLICATIONS
• It helps in illustrating different routes an organization can
use to achieve alignment between Business plan and H.R.M
Alignment plan.

• Human Resources managers should analyze all the related

aspects such as the operating culture, technology, the type
of workforce and the nature of business strategy while
embracing a particular approach.

• None of them can be straight jacketed into a situation of an

organization. In that case a combination of approaches or
an approach with necessary modification is required.
 PEOPLE SIDE OF KAIZEN
A long lasting Japanese Strategy to bring
continuous improvement in an organization.
INNOVATE
• Establishing policies and goals.
TOP MANAGEMENT
• Building systems, procedures and
structures favorable to Kaizen.
IMPLEMENTING
• Deploying Kaizen goals.
MIDDLE
• Using Kaizen in functional capabilities.
MANAGEMENT
• Establishing and upgrading standards.

MAINTAIN
• Guiding and disciplining workers.
SUPERVISORS
• Improving communication and
sustaining high morale amongst
workers.
PERFORM
WORKERS • Engage in self development
• Enhance skills to better their job
performance
MANAGERIAL IMPLICATIONS
 Managers with the help of Kaizen model can empower
employees to perform to their optimum.
 With the help of the Kaizen model, managers in an
organization can save:
◦ Time
◦ Cost
◦ Continuous improvement in productivity

MAIN FUNCTIONS REQUIRED TO IMPLEMENT THIS STRATEGY :

1. Team Building
2. Employee Participation
3. Empowerment
4. Team Reward System
5. Quality Training
6. Employee Communication
 BIBLIOGRAPHY
Book
Kandula S.R.(2009), Human Resource Management in
Practice. PHI Learning Private Limited, New Delhi

Website
Venkateswaran, N. (2007, April 12). Faculty Column: E-
HRM. Retrieved January 14, 2011, from IndianMBA
Website: http://indianmba.com