Professional Documents
Culture Documents
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.
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.
o HRD is more concerned with training and development, career planning and development and orgn development.
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
Prod. Manager
Sales Manager
Accountant
Director Prod
Director HRM/Pers.
Director R & D
Director Finance
Director Marketing
MGR IR
MGR PERS. MGR ADMN. MGR HRD
HR Planning.
PR
CANTEEN
APPRAISAL T&D
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 %
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
HRM Practices
HR Outcomes
Behavioral Outcomes
Final Outcome
Profits
ROI
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
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