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HRM functions

1. Planning 2. Staffing 3. Developing 4. Monitoring 5. Maintaining 6. Managing Relationships 7. Managing Change 8. Evaluating

The semantics
o HRM is a broad concept o PM and HRD are part of HRM o HRM differs from PM both in scope and orientation

Personnel management
o scope and orientation. o Labor as a tool o not treated with respect. o Not very productive employees o Very routine activity. o Never considered part of the strategic mgt of business o PM preceded HRM.

Human Resource Management

o People as an important source or asset. o A distinct philosophy of mgt aiming to promote mutuality o Integrated into the strategic mgmt of business.

Human Resource Development

o HRD is more concerned with training and development, career planning and development and orgn development.

CONTINGENCIES OF ORGNL DESIGN


Dimension PM HRM

Employment contract Careful delineation of Aim to go beyond written contracts contract Job design Guide to mgt action Behavior referent Key relations initiatives Speed of decision Communication Pay Division of labor Procedures Customs and practices Labor mgt Piecemeal Slow Indirect Job evaluation Team work Business need Values/mission Customer Integrated Fast Direct Performance related

Organization of HR Dept

o 2 issues Place of HR department in the overall set-up Composition of the HR department itself

Hr small scale unit


Owner / Manager

Prod. Manager

Sales Manager

Office Manager Personnel Assistant

Accountant

Hr LARGE scale unit


Chairman & MD

Director Prod

Director HRM/Pers.

Director R & D

Director Finance

Director Marketing

Composition of HR/pers. dept


Director HRM

MGR IR
MGR PERS. MGR ADMN. MGR HRD

HR Planning.

PR
CANTEEN

APPRAISAL T&D

HIRING MEDICAL GREIVANCE HANDLING COMPENSATION WELFARE TRANSPORT LEGAL

outsourcing
o Recent Trend o Outsourcing --transfer routine or Peripheral work to another orgn o HR activities - ? o Reasons for outsourcing - ? o Outsourcing results - ? o 72 %

PERSONNEL POLICIES & PROCEDURES

HRM Models
1. 2. 3. 4. Provide an analytical framework for studying HRM Legitimize certain HRM practices Provide a characterization of HRM Serve as a heuristic device 4 HR Models The Fombrun model The Harvard model The Guest Model The Warwick Model

Fombrun model
HRD

SELECTION

APPRAISAL

ORGNL EFFECTIVENES S

REWARDS

The harvard model

The guest model


HRM Strategies

HRM Practices

HR Outcomes

Behavioral Outcomes

Hiring, Training, Appraisal, Compensatio n Relations

Commitmen t Quality, Flexibility

Motivation, Cooperation , Orgnl Citizenship

Performanc e Outcome Positive Productivity Innovation, Quality


Negative Productivity Absenteeis m, Turnover

Final Outcome

Profits

ROI

The warwick model

Hrm evolution (india)


Period Development Status 1920 Beginning 1930 1940s- Struggling for 1960s recognition Outlook Pragmatism of capitalists Technical, legalistic Emphasis Statutory, welfare, paternalism Introduction of techniques Status Clerical

Administrativ e

1970s- Achieving Professional, Regulatory, Managerial 1980s sophistication legalistic, conforming, imposition impersonal of standards on other functions 1990s promising Philosophica Human values, executive l productivity through people

Hrm & its environment

o o o 1. 2.

Analysis of the environment proactive or reactive Reactive strategy - ? Proactive steps - needed to survive External Forces Internal Forces

External forces
1. o o o 2. o o o o Political Legal Legislature Labor laws enacted by legislature Executive Implementing body Judiciary Watch dog Economic Suppliers Who provides human resource to orgn. Competitors significant role of certain HR function Customers influence personnel function Industrial Labor commitment, employment pattern, unionization

.contd
3. o o o 3. o o o o o Technological Systematic application HRIS-record, store, manipulate and communicate information Results of technology change hierarchical dimension; collaborative work; work from home Cultural First, type of ppl Secondly, attitude of workers Third, time dimension Fourth, work ethics Fifth, culture makes people confine themselves to certain occupations and regions.

Internal forces

1. Unions association of workers 2. Strategy, task and leadership direction ; work to be done ; encouragement and direction 3. Organisational culture and conflict reflects past and shapes future 4. Professional bodies - NIPM

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