Professional Documents
Culture Documents
Management
ROHIT KUMAR
1
Unit I: Introduction to Human
Resource Management
After studying the unit, you will be able to
understand:
•Why the ‘people’ dimension in an organization
is important
•What Human Resource Management (HRM) is.
•Identify the major influences on HRM
•Component of HRM
•Line and staff responsibilities of HRM
•What a strategy orientated HR system is and
why it is important?
2
How can we ensure that HR
is at the table - and not
on the table?
3
How CEOs and senior executives often view HR
Administrativespecialists
Administrative specialists Employeeadvocates
advocates
Employee
4
How HR wants to be viewed
Businesspartners
Business partners Changeagents
Change agents
==Missed
Missed
opportunity!
opportunity!
David Ulrich — HR Champions: The Next Agenda for Adding Value & Delivering Results,
1996
5
Discrepancies Between
Academic Research Findings
and HRM Practice
Academic Research Findings HRM Practice
RECRUITMENT
Quantitative analysis of recruitment sources using yield Less than 10% calculate yield ratios.
ratios can facilitate efficiencies in recruitment Less than 25% know how.
STAFFING
Realistic job previews can reduce turnover. Less than 20% of companies us RJPs in high-turnover jobs.
Weighted application blanks reduce turnover. Less than 30% know what WAB is; less than 1% use WABs.
Structured, behavioral, or situational interviews are more valid.45% of companies use structured interviews
Graphology is invalid and should not be used. Use is on the increase in the United States.
PERFORMANCE APPRAISAL
Do not use traits on rating forms. More than 70% still use traits.
Train raters (for accuracy, observation bias). Less than 30% train raters.
Make appraisal process important element of manager’s job. Less than 35% of managers are evaluated on performance
appraisal.
COMPENSATION
- Less than 5 % of companies use it where they could.
Gainsharing is an effective PFP system
6
Why Study HRM?
People (human resources) are the
essential resource of all
organizations
These human resources create
organizational innovations and
accomplishments
Organizational success depends
upon careful attention to human
resources
7
Human Resource
Management
The successful 21 -century company is one that
st
8
Human Resource
Management
of Human Resource
9
Stages in Human Resources functional development
COMPETITIVE
ADVANTAGE Total line manager accountability
Internal consultants
(Consolidation) Add value
Integral to company success
BUSINESS Long term vision and strategy
PARTNERS Integral contribution to business plan
(Integrated) Strong influence on other departments
Member of top team
Quality systems and processes
PROACTIVE Service management
Intellectual
(Rapid growth) Customer/needs capital/knowledge management
focused
Workforce
Pro-active/improvement empowerment and teams
Management Return on investment
development
Leadership training analysis
Cost/benefit
INTERNAL
Policies Comprehensive
and manuals
Succession planning database
POLICE
(Emerging) Controls — headcount,
Workforce hiring,
planning
restructuring, travel, relocation
Performance management
Reporting systems & budgets
Workforce productivity
Basic measures — turnover,
KIND HEARTS
(Lending Support) absenteeism
Cafeteria
Technical and skills training
Car
park
IR disputes, grievances
BASIC Security
OH&S procedures
Recruitment Gymnasium
NEEDS
Induction Social club
Payroll Christmas party
Admin/Records
Leave
10
Objectives of HRM
Organizational
Objectives
Human
Resource
Management
Societal Employee
Objectives Objectives
11
Current Challanges
Economic
Technological
Demographic
Organizations
Cultural
Legal
12
Human Resource
Management
Products and services of HRM for personnel
job designing
personnel planning
recruiting
hiring
evaluating
training
developing
promoting
compensating
terminating
13
HRM Activities
Attract and
orient new
employees
Effective
Compliance &
compensation
procedures Human Resource
systems
Management
Effective
Effective
work
relationships
environment
14
Major Activities of HR
Management
Organizational Design
human resource planning
job analysis
job design
information systems
Staffing
recruiting/interviewing/hiring
affirmative action
promotion/transfer/separation
induction/orientation
employee selection methods
15
Major Activities of HR
Management
Employee Training and Organizational Development
management/supervisory development
career planning/development
employee assistance/counseling programs
attitude surveys
training delivery options
diversity programs
Performance Management and Appraisal
management appraisal/management by objectives
productivity/enhancement programs
customer-focused performance appraisal
multi-rater systems
16
Major Activities of HR
Management
Reward Systems, Benefits, and Compliance
safety programs/OSHA compliance
health/medical services
complaint/disciplinary procedures
compensation administration
wage/salary administration
insurance benefits administration
unemployment compensation administration
pension/profit-sharing plans
labor relations/collective bargaining
17
HR- Responsibilities of Line
Managers
Staffing
Retention
Development
Adjustment
Managing Change
18
HRM Role Change
The HR function has historically been reactive and
subservient to the other business functions.
Role has changed recently due to environmental change
and uncertainty
Need to maintain an effective alignment with the
environment while managing internal interdependencies.
19
HRM-The Traditional View
20
HRM -- The Strategic View
21
The Dave Ulrich HR Model
Future/strategic focus
and change)
People
Administrative expert Employee champion
(Management of (Management of
Organisation infrastructure) Employee contribution)
22