Human Resource

ManagementBY: KUNAL SINGHAL

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Nature and scope of HRM HRM functionsHRM modelsUnderstanding concepts of Personnel Management,

HRD and SHRMHR EnvironmentChanging Role of HR.

Human Resource Management in Perspective:

It’s the people who run organizations.

Need to manage their skills, abilities & aptitude.

HRM is study about people i.e. how they are hired,

trained, compensated, motivated & maintained.

Why Study HR Management?

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HRM is a management function that helps managers recruit, select, train and develop members of an organisation.

A series of integrated decisions that form the employment relationship; their quality contributes to the ability of the organisations and the employee to achieve their objectives.

HRM is the planning, organising, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organisational and social objectives are accomplished.

Meaning

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Nature of HRM• Pervasive force• Action oriented• Future oriented• People oriented• Comprehensive function• Individual oriented• Inter disciplinary functions• Continuous function • Staff function• Development oriented

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The scope of HRM is very wide. It is thus divided into three categories:

A. Personnel aspectB. Welfare aspectC. Industrial Relation Aspect

Scope of HRM

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HR PlanningRecruitmentSelectionPlacementTransferPromotionTraining and DevelopmentRemunerationIncentives

A. Personnel Aspect includes

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Working ConditionsAmenities such as Canteens, Creches, Rest rooms, Lunch

rooms.HousingTransportMedical AssistanceEducationHealth and SafetyRecreation facilities

B. Welfare Aspect includes

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Union Management RelationsJoint ConsultationCollective BargainingGrievance Redressal

C. Industrial Relation Aspect includes

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Procurement Development Motivation& Compensation

Maintenance integration Emerging issues

•Job Analysis

•HR Planning

•Recruitment

•Selection

•Placement

•Induction

•Internal mobility

•Training

•Executive development

•Career planning

•Succession Planning

•HRD Strategies

•Job design•Work scheduling•Motivation•Job evaluation•Performance and potential appraisal•Compensation administration•Incentives benefits and services

•Health

•Safety

•Welfare

•Social security

•Grievances •Discipline•Teams and teamwork•Collective bargaining•Participation•Empowerment•Trade unions•Employers’ association•Industrial relations

•Personnel records•Personnel audit•Personnel research•HR Accounting•HRIS•Job Stress•Counseling•Mentoring•IHRM

HRM Functions

HRM

Managerial Function

Operative Functions

- Planning

- Organizing

- Directing

- Controlling

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HRM MODELS

Theoretical Models of HRMThe following models provide an analytical framework for studying

HRM and a means of linking OB theories to HR They thereby serves as an heuristic device relating to HR policies

The Fombrun, Tichy and Devanna model (1984) An early model emphasising the interrelatedness of HR activities

The Harvard mode An heuristic device for explaining HR practices Has an analytical base (factors/stakeholders/choices) but links with attitudinal

features (commitment/competence)The Warwick model

Extends the Harvard framework The five elements of the model are: outer context; inner context, business strategy

content, HRM context and HRM content Shows links between HR end environmental factors

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The Fombrun, Tichy & Devanna Model

Human Resource Development

Appraisal

Rewards

SelectionOrganisational Effectiveness

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The Harvard ModelStakeholder InterestShareholders Management Government Community Unions

Situational FactorsWorkforce CharacterBusiness Strategy & ConditionsUnionsLabour MarketLaws & Societal values

Human Resource Management Policy Choices

Human Resource outcomesCommitmentCompetenceCongruence

Long-Term ConsequencesIndividual well-beingOrganisationalSocietal well-being

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The Guest Model

HRM Strategy

HRM PracticesHiringTrainingAppraisalCompensationRelations

HR OutcomesCommitmentQualityFlexibility

Behavioral OutcomesMotivationCo- OperationOrganisational Citizenship

Performance OutcomesPositiveProductivityInnovationQualityNegativeTurnover

Financial OutcomesProfitsROI

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The Warwick Model of HRM

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CultureStructurePolitics/LeadersTask-TechnologyBusiness Outputs

RoleDefinitionOrganisationHR Outputs

HR FlowsWork SystemsReward SystemsEmployee-Relations

ObjectivesProduct MarketStrategy & Tactics

Socio-EconomicTechnicalPolitical-LegalCompetitive

Outer Context

Inner Context

HRM Context

HRM Content

Business Strategy Content

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Personnel Management - Personnel Management is basically an administrative recordkeeping function, at the operational level.

Personnel Management attempts to maintain fair terms and conditions of employment, while at the same time, efficiently managing personnel activities for individual departments etc.

It is assumed that the outcomes from providing justice and achieving efficiency in the management of personnel activities will result ultimately in achieving organisational success.

Concept of Personnel Management, HRD & SHRM

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Human Resource Development in the organization context is a process by which the employees of an organization are helped, in a continuous and planned way to:

a. Acquire capabilities required to perform various functions associated with their present or expected future roles.

b. Develop their general capabilities as individuals and discover and exploit their own inner  potentials for their own and organizational development purpose.

c. Develop an organizational culture in which supervisor-subordinate relationship, teamwork, and collaborations among sub-units are strong and contribute to the professional well being, motivation, and pride of employees.

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Strategic HRM is a process that involves the use of overarching approaches to the development of HR strategies, which are integrated vertically with the business strategy and horizontally with one another.

Linking HRM with strategic goals and objectives to improve business performance and develop organizational cultures fostering innovation and flexibility.

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External factors includes:a) Economic factors (Customers, Suppliers, competitors & Globalization)b) Political & Legislative factors ( The Legislative, the Employers, & The Judiciary)c) Technological Factorsd) Social & Cultural factorse) Demographic factorsInternal factors include:f) Shareholdersg) Customersh) Suppliersi) Governmentj) Public k) Unionsl) The employeesm) Top Management

HRM Environment

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The Management of Workplace DiversityPlanning a Mentoring ProgramOrganizing Talents StrategicallyLeading the TalkControl and Measure ResultsMotivational ApproachesManaging Gain-sharingManaging Executive Information Systems

Changing Role/Challenges in HRM