Post on 06-Apr-2018
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INTRODUCTION TO INTRODUCTION TOHUMAN RESOURCE HUMAN RESOURCE
MANAGEMENT MANAGEMENT
JIGNESH TRIVEDI (SPCAM)
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What is Hum an Resource M anag eme nt? Human resource (HR) management
refers to the pr a ctices and policies o ne nee ds to c a rryou t to de a l with the perso nn el a spec ts of themanag eme nt job
Human resource management (HRM) is the effectivemanagement of people at work
The goa l: m ak e wor kers more s at isfie d and pro duc tiveWh e n an or gan izat ion is co ncer ne d a bou t people, i tstota l philosop hy, cul ture, and orie ntat ion reflec t it
E very manager must be concerned with people ,whe ther or not there is a hum an resources dep a r tme nt
JIGNESH TRIVEDI (SPCAM)
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Scope of HRM
JIGNES H TR IVEDI (SPCA M)
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Importance of HRM
attract and re ta in ta lent
train people for c ha lleng ing roles
develop s kills and compe te ncies
p r omo t e te a m spiri t
develop loya lty and commi tme nt
incr e as e pro duc tivity and profi ts
i mp r ove job s at isf a ction
e nhanc e s tanda r d of livingg e n e rat e employme nt oppor tunities
Goo d HR Pr a ctices help
JIGNES H TR IVEDI (SPCA M)
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Imag e and Qu a lity of HR/Perso nn el M anag er
Fa ir ness and firmness
Ta ct and resourceful ness
Symp ath y and co nsider at ion
Knowle dg e of l a bor and other terms
Bro ad soci a l ou tloo k
Oth ers and Acad emic qu a lificat ions
JIGNESH TRIVEDI (SPCAM)
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Fu nctions of HRM
Plann ing
Or gan izing
Direc ting
Co ntrolling
Operative Functions
P/ HRM
Managerialfunctions:
P rocurement
Job A na lysis
HR pl ann ing
Recrui tme nt
Selec tion
Pla ceme nt
Ind uc tion
Inter na lmobili ty
D evelopment:
Tr a ining
Execu tivedevelopme nt
Ca reer plann ing
Successio n
plann ingHum an resourcesdevelopme nt s tr at e gies
Motivation andC ompensation:
Job desi gn
Wor k sc he duling
Motivat ion
Job ev a luat ion
Perform an ce and po te ntia la ppr a isa l
Compe ns at ion ad ministr at ion
Ince ntivesbe nefits andservices
Maintenance:
He a lth
S a fety
Welf a re
Soci a l securi ty
Integration:
Griev an cesDiscipli ne
Te a ms and te a mwor k
Collec tiveba r ga ining
P a r ticipat ion
Empowerme nt
Tr ad e u nions
Employersassoci at ions
Ind us tria lrelat ions
E mergingIssues:
Perso nnelrecor ds
Perso nnelaudit
Perso nnelrese a rch
HRaccou nting
HRIS
Job s tress
Mentoring
Inter nat iona lHRM
JIGNESH TRIVEDI (SPCAM)
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HRM a s a ce nt r a l subsys tem i n an
or gan izat ionProduct
Subsystem
HR S ubsystemP rocurement
TrainingC ompensation
A ppraisalRewards
Ma rketingSubsystem
FinanceS ubsystem
TechnicalS ubsystem
JIGNESH TRIVEDI (SPCAM)
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A Brief His tory of HRM
HRM can be traced to E ngland, where craftspeopleorganized guilds
They use d unity to improve wor king co nd itionsThe Industrial Revolution in the 18th century laid the
basis for a new, complex industrial societyChang ing wor k co nd itions, soci a l patt er ns, and la bor cre at e d a ga p be twee n wor kers and ow ners
D uring the world wars era, scientific management,welfare work, and industrial psychology merged
JIGNESH TRIVEDI (SPCAM)
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A Brief His tory of HRM
Frederick W. Taylor, the father of scientificmanagement, summarized scientific management as:
Scie nceHa rmo ny
Cooper at ionMa ximum ou tpu t
I ndustrial psychology, initiated in 1913, focused on:The wor ker
Ind ividua l differe ncesThe m a ximum well bei ng of the wor ker
JIGNESH TRIVEDI (SPCAM)
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A Brief His tory of HRM
P ersonnel departments were created to deal with:Dr a s tic c hang es i n tec hn olo gyOr gan izat iona l grow thThe rise of u nions
Gover nme nt interve ntion co ncer ning wor king people
A round the 1920s, more organizationsnoticed and acted on employee-management conflict
JIGNESH TRIVEDI (SPCAM)
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A Brief His tory of HRM
The Hawthorne studies (1924 to 1933):Were to de termi ne the effec ts of illuminat ion on wor kers and their ou tpu tRath er, i t poi nte d ou t the impor tan ce of
soci a l inter a ction on ou tpu t and s at isf a ctionU ntil the 1960s, the personnel function was concernedonly with blue-collar employees
File cler k, house- keeper, soci a l wor ker, firefi ght er, and
union trouble defuser
JIGNESH TRIVEDI (SPCAM)
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Evolu tion of the Perso nn el Fu nction
C oncept What is it all about?
The Commo dityco ncep t
Labour w a s re ga r de d a s a commo dity to be bou ght and sol d.Wag es were b a se d on d em and and supply . Gover nme nt d idvery li ttle to pro tec t wor kers .
The F a ctor of Pro duc tion co ncep t
Labour is li ke an y o ther f a ctor of pro duc tion, viz, mo ney,mat eri a ls, l and , e tc. Wor kers a re like m a chine tools .
The Goo dwill co ncep t Welf a re me a sures li ke s a fe ty, firs t a id , lu nch room, res t room willha ve a posi tive imp a ct on wor kers pro duc tivity
The P at er na listicco ncep t/ P at er na lism
Manag eme nt mus t a ssume a f ath erly and pro tec tive att itudetowa r ds employees . P at er na lism does not me an merelyprovi ding be nefits bu t it me an s s at isfying va rious nee ds of theemployees a s p a re nts mee t the requireme nts of the c hildre n.
C ontJIGNESH TRIVEDI (SPCAM)
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The Hum an ita rian co ncep t
To improve pro duc tivity, p hysic a l, soci a l and psyc holo gica lnee ds of wor kers mus t be me t. As M a yo and others s tat e d,mo ney is less a f a ctor in d e termi ning ou tpu t, than g roups tanda r ds, group i nce nt ives and securi ty. The or gan izat ion is asoci a l sys tem that ha s bo th eco nomic and soci a l dime nsio ns .
The Hum an Resourceco ncep t
Employees a re the mos t va lua ble a sse ts of an or gan izat ion.There s houl d be a co nscious effor t to re a lize or gan izat iona l goa lsby s at isfying n ee ds and a spir at ions of employees .
The Emer ging co ncep t Employees s houl d be a ccep te d a s p a r tners i n th e pro gress of acomp an y. They s houl d ha ve a feeli ng that th e or gan izat ion istheir ow n. To this e nd , m anag ers mus t offer be tter qu a lity of wor king life and offer oppor tun ities to people to exploi t their po te nt ia l fully. The focus s houl d be o n Hum an ResourceDevelopme nt.
Evolu tion of the Perso nn el Fu nction
JIGNESH TRIVEDI (SPCAM)
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P ersonnel Function in India;
Changing ScenarioP eriod E mphasis S tatus Roles1920 3 0 Welf a re m anag eme nt Cleric a l Welf a re
P at er na listic pr a ctices ad minis tr at or
1990 s I ncreme nta l pro duc tivity Pro a ctive, Developer onwa r ds ga ins throu gh hum an g row th-orie nte d Cou nsellor
a sse ts Co a chMe ntor Problem solver
1940 6 0 Exp and ing the role to cover A dminis tr at ive Appr a iser Labour, Welf a re, I nd us tria l Advisor
Rel at ions and Perso nn el Me diat or Adminis tr at ion Le ga l ad visor Fire fi ght ing
1970 8 0 Efficie ncy, effec tive ness Developme nta l Chang e ag e ntdime nsio ns add e d Inte gr at or Emp ha sis o n hum an Tr a iner va lues, a spir at ions, E duc at or
JIGNESH TRIVEDI (SPCAM)
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Objec tives of HRM
JIGNESH TRIVEDI (SPCAM)
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Objec tives of the HRM Fu nction
HRM contributions to organizational effectiveness:Helpi ng the or gan izat ion re a ch its goa lsEmployi ng wor kforce s kills and a bilities efficie nt lyIncre a sing job s at isf a ction, self- a ctua lizat ion, and
qu a lity of wor k lifeCommu nicat ing HRM policies to a ll employeesMa inta ining e thica l policies and soci a lly respo nsiblebe ha vior
Manag ing chang e to the mu tua l ad vantag e of ind ividua ls, groups, the e nterprise, and the public
JIGNESH TRIVEDI (SPCAM)
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Objec tives of the HRM Fu nction
Increasing employees job satisfaction and self-actualization
Employees mus t feel that the job is ri ght for their a bilities and that they a re bei ng tre at e d equi ta bly
S at isfie d employees a re not aut
omatica
lly morepro duc tive
However, u ns at isfie d employees te nd to be a bse nt and qui t more of te n and pro duce lower-qu a lity wor k
Bo th s at isfie d and diss at isfie d employees c an performequ a lly in qu ant itat ive terms
JIGNESH TRIVEDI (SPCAM)
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Objec tives of the HRM Fu nction
Q uality of work life ( Q WL) is a general concept thatrefers to several aspects of the job, including:
Manag eme nt and supervisory s tyleFree dom and a utonomy to m ak e decisio ns o n the job
S at isf a ctory p hysic a l surrou nd ing sJob s a fe tyS at isf a ctory wor king hoursMe an ing ful ta s ks
The job and work environment should be structured tomeet as many workers needs as possible
JIGNESH TRIVEDI (SPCAM)
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Objec tives of the HRM Fu nction
C ommunicating HRM policies toall employees:
HRM policies, pro gr a ms, and proce dures mus t becommu nicat e d fully and effec tively
They mus t be represe nte d to ou tsidersTop-level m anag ers mus t und ers tand what HRM c an offer
JIGNESH TRIVEDI (SPCAM)
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Objec tives of the HRM Fu nction
Maintaining ethical policies and socially responsiblebehavior:
HRM m anag ers mus t s how by ex a mple that HRMa ctivities a re f a ir, tru thful, and honor a ble
People mus t not be discrimi nat e d aga ins tTheir b a sic ri ght s mus t be pro tec te d
These principles should apply to all activities in theHRM area
JIGNESH TRIVEDI (SPCAM)
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Objec tives of the HRM Fu nction
Managing increased urgency and faster cycle times:Firms a re pl a cing a growi ng emp ha sis o n:
Incre a sing cus tomer service
Developi ng new pro duc ts and servicesTr a ining and e duc at ing tec hn ician s, m anag ers,and decisio n mak ers
S horter cycle times mean less time to:
Tr a in, e duc at e, and a ssi gn manag ersRecrui t and selec t ta lente d peopleImprove the firms im ag e
Learning provides a framework for decreasing
cycle timeJIGNESH TRIVEDI (SPCAM)
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HRMs Pl a ce i n Manag eme nt
The HR department must be a proactive, integral partof management and strategic planning
Ascer ta in specific or gan izat iona l nee ds for theuse of i ts compe te nce
Ev a luat e the use and s at isf a ction a mo ng other dep a r tme ntsEduc at e m anag eme nt and employees a bou t thea va ila bility and use of HRM services
HRM strategic plans must build on the firm's strengths
JIGNES H TR IVEDI (SPCA M)