View
298
Download
5
Category
Preview:
Citation preview
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
1/33
CONTEMPORARY ISSUES IN HRM
ANSHUL(39)
PRERNA(40)
DAPHNE(41)
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
2/33
Contemporary issues with HRM
GLOBALIZATION: globalization refers to the
tendency of firms to extend their sales,ownership and manufacturing to new marketsabroad.
TECHNOLOGICAL ADVANCEMENT:many of the improvements that make firms
world class involve technology. THE NATURE OF WORK: technology is also
changing the nature of the work. Even factoryjobs are more technologically demanding.
WORKFORCE DEMOGRAPHICS: theworkforce is becoming more diverse aswomen, minority groups members and olderworkers enter the workforce.
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
3/33
CONTEMPORARY ISSUES WITHSHRM,IHRM ,GREEN HRM
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
4/33
SHRM
Strategic human resource management means formulating and
executing HR systems ,HR policies and activities that produce theemployee competencies and behaviors the company needs to
achieve its strategic aims.
Pattern of HR related decision strategies adopted over a period of
time and its linkages with the corporate strategies to be able toachieve the distinctive competitive advantage.
A companys plan for how it will match its internal strength and
weakness with external opportunities and threats in order to
maintain a competitive advantage. A pattern of top management decision for fulfilling the goal and
objectives of the organization and achieve competitive advantage.
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
5/33
Process of SHRM
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
6/33
Mission
Goals
HR Needs
HR Capabilities
HR Outcomes
Firms Outcome
HR
Practices
INTERNAL
ANALYSIS
EXTERNAL
ANALYSIS
Strategy formulation
Strategy implementation
Strategy evaluation
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
7/33
I. Strategy formulation stage
Linkage between strategic planning and
HRM:
Strategic
planning
HRM
Strategic
planning
Strategicplanning
Strategicplanning
HRM
HRM HRM
Administrative linkage Two-way linkage
One-way linkage Integrative linkage
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
8/33
I. LINKAGE MODELS
Matching model
Control based model
Resource based model
Barneys model
SHRM Model Of Bamberger
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
9/33
MATCHING MODEL
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
10/33
CONTROLBASED MODEL
When organizations hire people, they have only a potential or
capacity to work. To ensure that each worker exercises his or herfull capacity, managers must organize the tasks, space, movement
and time within which workers operate.
Workers own counter-management behaviour then causes
managers to control and discipline the interior of the
organization.
This can be explained by the following three methods:
Individual Control
Bureaucratic Control
Technological Control
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
11/33
Resource Based Model
The sum of peoples knowledge and expertise, and social
relationships, has the potential to create competitive advantage. Resources Tangible
Non-tangible
Threshold
Resources
Unique
Resource
Distinctive
Competency
Threshold
competency
Same ascompetitor
Different from
competitor
resource
competency
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
12/33
BARNEYS MODEL
Barney argues that four characteristics of
resources and capabilities Value
rarity
Inimitability
non-substitutability
are important in sustaining competitive
advantage.
Resources which have value are rare, which
cannot be initiated or substituted, will be helpful
in shaping the HR strategies which inturn will
give the organisation competitive advantage.
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
13/33
BAMBERGERS MODEL
COMMITMENT COLLABORATION
PATERNALISTIC TRADITIONAL
Workforce locus
of control
outcome
process
Acquisition of employees
internal external
Acquisition and developmentare concerned with the extent to which theHR strategy develops internalhuman capital as opposed to the external
recruitment of human capital
Locus of controlis concerned with the degree to which HR strategy
focuses on monitoring employees compliance with process-basedstandards.
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
14/33
II. Strategy implementation stage
Internal analysis(3 cs)based on
Culture
Competencies
Composition
CONSULTING
WORKFORCE
CORE
WORKFORCE
ANCILLIARY
WORKFORCE
COMPULSARY
WORKFORCE
high
VALUElow high
UNIQUNE
RESOURCES
HR architecture
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
15/33
III. Strategic evaluation stage
HR scorecard
It measures the effectiveness of HR activities.
Steps involved
1. Formulating the business strategy
2. Consulting with the value chain of the organisation
3. Laying out the strategy map
4. Identifying the organisational outcomes to be achieved
5. Strategically fit HR functions
6. Deciding the metrics for measuring the impact of the
required behaviour and capabilities7. Strategic comparison with the strategic objectives met.
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
16/33
Company practicing SHRM
FedEx, one of the top
transportation companies of the world has beenpracticing Strategic Human Resource
Management over years. It has also gained a
competitive edge over the other firms.
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
17/33
IHRM
IHRM is the process of procuring, allocating and effectively
utilizing human resources in an international business or in amultinational organization.
IHRM is a set of activities aimed at managing organizational
human resources at international level to achieve organizational
objectives and achieve competitive advantage over competitors atnational and international level.
IHRM includes HRM functions such as recruitment, selection,
training and development, performance appraisal and dismissal
done at international level and additional activities such as global
skills management, expatriate management and so on.
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
18/33
MODEL OF IHRM
HUMANRESORCE
ACTIVITIES Procure Allocate
Utilize
TYPES OFCOUNTRIES
Home Country Host Country
Other Country
TYPES OFEMPLOYEE
Parent Host
Third
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
19/33
Features of IHRM
IHRM involves employment of the right people at the right
positions, irrespective of geographic locations. It requires the development of a long-term HR plan to
make sure of an effective alignment of the HR strategies
with the corporate objectives.
It requires the development of a diversified range of skills
for employees, especially for those who need to workbeyond national boundaries.
It necessitates the determination of compensation for host-,
home- and third-country nationals on the basis of country-
specific factors.
It requires the creation of centralized reporting
relationships around the world for faster information
sharing.
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
20/33
oBJeCTIVES of iHRM
The main objective of international human
resources management is to enable the firm, the
multinational enterprise (MNE), to be
successful globally.
This entails being
competitive throughout the world efficient
locally responsive
flexible and adaptable within the shortest of
time periods capable of transferring learning across their
globally dispersed units.
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
21/33
IHRM
Recruitment and selectionTraining and Development
Performance evaluation
Remuneration and benefits
Labour relations
A h f M i & St ffi
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
22/33
Approaches for Managing & Staffing
Subsidiaries
Ethnocentric: strategic decisions made at
the headquarters with limited subsidiary
autonomy
Polycentric: each subsidiary is a distinct
national entity with some decision making
autonomy.
Geocentric: global approach, view that
each part of the organization makes unique
contribution
Regiocentric: staff moves within thedesignated region rather than globally
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
23/33
Major Issues of IHRM
1) Management of expatriates
Selection of expatriates
Expatriate training
Expatriate evaluation
Expatriate remuneration
Expatriate failure
2) Management of repatriates
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
24/33
3) Comparison of HRM practices ina variety of different countries
4) Management of internationalassignments to women
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
25/33
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
26/33
PROCTER & GAMBLE
In P&G, one of the priorities for HR at globallevel is to develop HR capability. This is being
achieved by creating interdependencies within
the HR community across the company. A
sophisticated network of ten communities ofpractice, each focusing on a different area of
HRM activity (such as remuneration or
employee relations) has been established.
These communities are international, and are
resulting in less difference between countries
in HRM policies due to the collaborative
nature of policy development and
implementation.
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
27/33
GREEN HRM Green HR is a strategy used primarily for reducing the carbon
footprint of each employee and talent retention.
This term is combined by traditional CSR concept with longer-
term renewable approach to business practices.
It involves undertaking environment-friendly HR initiatives
resulting in greater efficiencies, lower costs and better employee
engagement and which in turn, help organizations to reduce
employee carbon footprints by the likes of electronic filing, car-
sharing, job-sharing, teleconferencing and virtual interviews,
recycling, telecommuting, online training.
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
28/33
Green HRM processes
Green Recruiting
Training, Development, and Learning
Performance Measurement
Compensation and Rewards
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
29/33
Green work-life balance (WLB)
It can be assumed that the full potential of Green
HRM in theory and practice has not yet beenrealized. One conceivable deficit which could
hamper the greening process is that the green HR
policies focus only on employees working role.
We need to acknowledge that environmentallyrelevant attitudes and behavior are not learned
exclusively at the workplace, but also in private life.
People have distinctive modes of living. They
practice specific consumption patterns in their
everyday life, Therefore employees private role as
consumers is considered crucial for learning and
practicing environmental attitudes and behavior.
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
30/33
Actions companies can take to go green:
Conducting an energy audit
Recycle
Reuse
Reduce commuting
Buying green
Implement green manufacturing processes
Implement green policies
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
31/33
Companies implementing Green HR
ITC LtdSustainable Initiatives at ITC GreenProducts- Premium Business Paper: Forthe first time in India ITC has launched
an environment friendly multipurposepaper "Paperkraft Premium BusinessPaper", for office and home use using anew technology 'Ozone Treated
Elemental Chlorine Free Technology'replacing Elemental Chlorine which wasconventionally used in the bleaching
process during paper manufacture.
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
32/33
ONGC: Implementing Green HR practices
Project of Landscaping, designing of gardenand greening of area in the campus of
Jollygrant Airport, Dehradun is started.
ONGC has many such initiatives towards green
HRM. Another one is Vadodara Movementwith Indian Express.
7/30/2019 HRM, SHRM,IHRM,GREEN HRM
33/33
THANK YOU
Recommended