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Sutapa BhattacharjeeAssistant Professor, IBA

HRM involves all managementdecisions and practices that directlyaffect or influence the people, orhuman resources, who work for theorganization.

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• Planning for organization, jobs and people– Strategic management of human resources– Human resource planning– Job analysis: procedures and choices

• Acquiring human resources– Equal employment opportunity: the legal

environment– Recruiting and job search– Measurement and decision making issues in

selection– Assessing job candidates 3

• Building and motivating performance– Human resource development– Performance assessment and management– Compensation system development– Incentive compensation

• Maintaining human resources– Benefits– Safety and health– Labor relations and collective bargaining– Employment transitions: managing careers,

retention, and termination 4

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Multinational human resource management Managing human resources in

multinational organizations

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An ever-present reality of today’s organizations isthe need to strive for the best practices (i.e.benchmarks) and to then substantiate the costeffectiveness of programs, approaches, andpolicies. HR benchmarking is the process ofcomparing one’s HR practices with those ofanother firm, particularly a competitor, as a way tooutperform the competition.

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Shared services is an increasingly commonorganizational response to creating moreefficient service delivery. Costs can be reducedthrough the economies of scale fromcentralization of services. Increased customerfocus can lead to better quality outcomes.Technology can offer various routes to userfriendly delivery (eg call centers, intranets, etc.).Choices, though, have to be made on the nature ofthe shared services operation and on therelationship between HR and line managers andemployees.

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The key dimension of HR shared service is that theactivities involved are available to a number of parties.They are common services. Moreover, the customer definesthe level of the service and decides which services to takeup. A shared services model presupposes central provision.

A variety of activities can be covered in shared services.These include principally administrative tasks (eg payrollchanges, relocation services, recruitment administration,benefits administration, company car provision, pensionsadministration, etc.), but also frequently include providinginformation and advice, or consultancy and high levelprofessional support.

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Three principal drivers of the HR shared service are: Cost Quality Organizational change

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Today the current makeup of the labor force is 52percent male and 48 percent female (Jalilvand, 2000).Women are represented almost equally with men inthe workforce. When it comes to low and mid levelmanagement positions women and men are alsorepresented almost evenly. This is not the case withtop management positions and women also make lessamount of money than men for the same positions andresponsibilities

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The Wall Street Journal made glass ceiling a popularphrase in the 1980s. It is defined as a transparentceiling that hinders women and minorities to reachupper level management levels in the workforce

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1. education and work environment women seek.Women often look for jobs that have normal hours,good working conditions, and safety.

2. women are raised to believe that nice girls don’t ask.Women often earn less and do not get what they wantfor the simple reason of not speaking up ornegotiating. Men just ask for what they want withgreater frequency than women

3. Women on average retire earlier than men. 4. Women work more part time positions than men.

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In many ways the lives of women have and continue to becontrolled by others. Little girls are often raised differentlythan little boys. Little girls are protected and watched overmore than boys. Even the types of choirs done differ withgender. Girls do indoor activities such as cleaning andcooking and boys do outside chores such as yard work andconstruction. Girls are taught to wait for a boy to call, to waitto be asked on a date, to dance, and to get married. Inaddition, women lose their name after marriage. For muchof the 1900s women were in many ways at the hands of men.The father was in control of the daughter until she wasmarried, at which time the control was transferred to thehusband. Some of this has changed but much of it has notand explains some of the gender pay gap. Women have beenraised to wait for someone else and not to directly ask foranything

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Men are thought to be assertive, dominate, decisive,ambitious, and self oriented, whereas women arethought to be warm, passive, nurturing, emotional,and friendly. These are gender stereotypes.

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Men get promoted quicker than women because theyare more willing to relocate and it is more acceptableto move the family for the husband’s job. Men alsohave the ability to work longer hours since the wifetakes on the primary caretaking of the children andhome. The man’s contribution to the family is moreoften than not a financial contribution. Men have iteasier when it comes to the work life balance.

Men have a wife but women do not.

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The feminine style of management also uses a feelingapproach when making decisions. This means the feelingtypes “prefers making decisions based on subjective values,allowing emotion, sympathy, and the desire for harmony toenter in the equation.

The feminine style of management is also an asset to acompany. Women feel strongly in collaboration and havinginput from the entire team. This should not be viewed assomeone who is weak or indecisive by management. Thisstyle of management leads to more creativity and strongerteams. Women are also more concerned with the wellbeingof others compared to men. Women as managers are moreapproachable; do not mind questions, organized, andnurturing. These are all characteristics that make a goodmanager and leader and should not be overlooked.

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The feminine style of management is also an asset to acompany. Women feel strongly in collaboration andhaving input from the entire team. This should not beviewed as someone who is weak or indecisive bymanagement. This style of management leads to morecreativity and stronger teams. Women are also moreconcerned with the wellbeing of others compared tomen. Women as managers are more approachable; donot mind questions, organized, and nurturing. Theseare all characteristics that make a good manager andleader and should not be overlooked.

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1. Women need to become more competitive in theworkforce.

2. Women need to develop their negotiating skills. 3. Women need to develop their self-confidence.

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The financial crisis and the recession changed the prioritiesof Human Resources. Before the recession organizationswere in a tough war for talents on the job, after recession,organizations can easily choose from many job applicants,who ask for a lower salary. Organizations face different HRchallenges to stay a successful organization.

Introduction of efficient and cost saving initiative Performance benchmarks Defined group of employees to keep the performance and

know-how inside the organization

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Also referred to as industrial relations, employeerelations analyzes the relationship of employees withtheir supervisors and with each other.

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Clarity Employee retention Legal issues Company growth

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The relations between company management andemployees can have a profound effect on the success ofa business. These relations include conflict resolutiontechniques and providing workers with a positiveworkplace identity. Good employee relations can helpan organization avoid conflicts and increase a sense ofteamwork on the job for employees.

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Productivity Employee loyalty Quality improvement

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An employee relations specialist handles matters that affectthe employer-employee relationship. Specific activities ofan employee relations specialist include investigating andresolving formal and informal employee complaints,analyzing employee turnover, improving performance andproductivity through developing clear communicationchannels and enhancing employee satisfaction. Handlingemployee relations issues requires an expert whounderstands labor and employment laws and is capable ofapplying appropriate policies and laws to resolveemployment matters. Employee relations specialists utilizetheir skills, expertise and knowledge to handle workplaceissues as effectively as possible.

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1. Interacting with employees on a regular basis, not justwhen investigating a complaint or addressing anemployee issue.

2. Disseminating workplace policies via the employeehandbook and staff meetings.

3. Participating in new employee orientation, as well assupervisor and manager training.

4. Maintaining confidentiality to the extent possiblewhenever investigating employee relations issues.

5. Devoting time to professional development as anemployee relations specialist and human resourcesexpert. 25

Spending extra time with employees. Creating presentations for staff that present a

hypothetical problem and brainstorm strategies tosolve the problem

Scheduling time each month to celebrate birthdays,holidays and anniversaries.

Offering rewards to your staff. Hosting a virtual break room for staff.

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