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H rm notes
- 2. Meaning of HR/Definition • “The total knowledge, skills,creative abilities, talents and aptitudes of an organizations workforce as well as the value attitudes and beliefs of the individuals involved”
- 3. Meaning of HRM • HRM refers to a set of programmes, functions and activities designed and carried out in order to maximize both employees as well as organizational effectiveness. • HRM means employing people,developing their resources,utilising,maintaining & compensating their services in tune with the job and organisational requirements with a view to contribute to the goals of the organisation,individual & the society.
- 4. Definition • HRM can be defined as managing the functions of employing, developing & compensating human resources resulting in the creation & development of human relations with a view to contribute proportionately to the organizational, individual & social goals.
- 8. NATURE OF HUMAN RESOURCES • Complex Dynamism a. Economic b. Physiological c. Psychological d. Sociological e. Ethical Beings Social System Challenging Task
- 9. OBJECTIVES OF HRM Social/Societal Objectives Organizational Objectives Functional Objectives Personal/Individual Objectives
- 10. Features of HRM • HRM is concerned with employees both as individual & as a group in attaining goals. • It is concerned with the development of human resources • HRM covers all levels & categories of employees • It applies to the employees in all types of organizations in the world. • HRM is a continuous & never ending process. • It aims at attaining the goals of organization. • Organizational goals
- 11. • Individual employee goals • Goals of society • HRM is a central sub-system. • It is concerned mostly with managing human resources at work.
- 12. Functions of HRM Managerial Functions Operative Functions Employment Planning Human Resources Organizing Development Compensation Directing Human Relations Controlling Industrial Relations Recent trends in HRM
- 13. HRM as a Central Sub-System Marketing Finance Materials HRM Technology Information Production
- 14. Operative Functions 1. EMPLOYMENT Job Analysis Human Resource Planning Recruitment Selection Placement Induction & Orientation
- 15. 2.HUMAN RESOURCE DEVELOPMENT Performance Appraisal Training Management Development Career Planning & Development Internal Mobility Transfers Promotion Demotion Change & Organization Development
- 16. 3.COMPENSATION Job Evaluation Wage & Salary Administration Incentives Bonus Fringe benefits Social Security Measures
- 17. 4.HUMAN RELATIONS 5.INDUSTRIAL RELATIONS 6.RECENT TRENDS IN HRM
- 18. Differences B/W P.M and HRM DIMENSIONS PM HRM Employment Careful delineation of Aim to be ‘beyond Contract written contracts contract’ ‘can do’ outlook Rules Importance of devising Impatience with ‘rule’ Guide to Clear rules/mutuality ‘Business need’ management procedures action Behaviour Norms/customs & Values/mission referent practice Nature of Pluralist Unitarist relations Conflict Institutionalized De-emphasised
- 19. DIMENSION PM HRM Key relations Labour management customer Corporate plan Marginal to Central to Speed of decision slow Fast Management role transactional Transformational leadership Key managers personnel General/business/line managers communication indirect Direct standardization high Low Job categories & grades Many Few communication Restricted flow Increased flow Job design Division of labour Team work Training & development Controlled access to courses Learning companies
- 20. ORGANISATION OF HR DEPARTMENT • Two issues –Place of the HR department in the overall set up –Composition of the HR department itself • HRM in a small scale unit • HRM in a large scale unit • Composition of a HR/Department
- 21. HRM in a small scale unit Owner/manager Production Sales Office accountant manager manager manager Personnel assistant
- 22. HRM in a large scale unit Chairman & managing Director Director Director Director Director Director production Personnel/H Finance Marketing R&D RM
- 23. Composition of a HR/Personnel Department Director-personnel/HRM Manager Manager Manager HRD Manager HR Personnel Administration HRP PR Appraisal Training & Hiring Canteen Development Grievance Medical Handling Compensation Welfare Transport Legal
- 24. PERSONNEL POLICIES AND PRINCIPLES • HRM policies as “a set of proposals and actions that act as a reference point for managers in their dealings with employees”. • “personal policies constitute guides to action. They furnish the general standards on which decisions are reached. Their genesis lies in an organization's values, philosophy, concepts and principles”.
- 25. A few specific personnel policies are:- • Policy of hiring people • Policy on terms & conditions of employment • Policy with regard to medical assistance • Policy regarding housing, transport, uniform & allowances. • Policy regarding training & development • Policy regarding industrial relations
- 26. FORMULATING POLICIES There are 5 principal sources for determining the content & meaning of policies:- Past practice in the organization. Prevailing practice in rival companies. Attitude & philosophy of founders of the company as also its directors & the top management. Attitude & philosophy of middle and lower management The knowledge & experience gained from handling countless personnel problems on a day- to-day basis.
- 27. Why adopt policies? • The work involved in formulating personnel policies requires that the management give deep thought to the basic needs of both the organization & the employees. • Establish policies ensure consistent treatment of all personnel throughout the organization. Favoritism & discrimination are, thereby minimized. • Continuity of action is assured even though top- management personnel change. • Policies serve as a standard of performance. • Sound policies help build employee motivation & loyalty. • Sound policies help resolve intrapersonal, interpersonal & intergroup conflicts.
- 28. PRINCIPLES • Principle of individual development to offer full & equal opportunities to every employee to realize his full potential. • Principle of scientific selection to select the right person for the right job. • Principle of free flow of communication • Principle of participation to associate employee representative at every level of decision making. • Principle of fair remuneration
- 29. • Principle of incentive • Principle of dignity of labour • Principle of labour management • Principle of team spirit • Principle of contribution to national prosperity
- 30. CHALLENGES OF HRM • Globalization • Corporate re-organizations • New organizational forms • Changing demographics of work forces • Changed employee expectation • New industrial relations approach • Renewed focus on people • Managing the managers • Interests of the weaker sections of society.
- 31. HRM MODEL HR Planning Job Analysis Recruitment Selection Placement Training & Development Remuneration Motivation Participative Management
- 32. Communication Safety & Health Welfare Promotions Industrial Relations Trade Unionism Disputes & Settlement Future of HRM Ethical Issues in HRM
- 33. Careers in HRM • Supervisors/officer Level • Junior Management Level Jobs • Middle Management Level Jobs • Senior Management Level • General Management Level
- 34. Organization Design & Line & Staff Relationships Steps in Designing Organizational Structure External Environment Overall aims & purpose of the enterprise Objectives Activities Decisions to be taken across horizontal & vertical dimensions Relationships Organization structure Job structure Organization climate Management Style Human Resources