Download - Hrm Models Session-i & II
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ORIGIN AND GROWTH OFPERSONNEL MANAGEMENT
Employment practices differ from country tocountryIndustrially developed nations have differentmanagement practices than less industrializedeconomiesIssues are different, practices are different andnecessitates innovative strategiesNews paper reflect VRS,FDS, downsizing/ rightsizing, job-cut, pruningHR issues are globally relevant plant level tointernational level
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ORIGIN
CLOSEDECONOMY
OPENECONOMY
Guildsystem Migration
Industrialcentres
CapitalLabourseparation
Labourproblem
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ROLE & STATUS Like production, marketing, finance importance given to
personnel mgt. Recruiter---welfare personnel HRM Change in nature of relationship, rising competition,
complexities of organizations, effectiveness, retention,value addition, controlling prices, social change,composition of labour market-----focus on personnelDepartment
Man-machine-adjustment, Mgt.by exception
Anticipating & coping with change Various approaches: Scientific mgt., Human relationsthought, X- Y thought, Fayolism, Webers rulesdeveloped
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Jobber/ Interpreter
Labour
Welfare
Personnel
Management
Human
Resource Management
International
HRM( Fig-I : Changing Functional
Role of HRM)
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HRM Political
Information Technology
Finance
Marketing
Individualefficiency
Group
effectiveness
Improvingperformanc
Fig-II: Factors Influencing HRM
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Personnel Management Phase of management which deals witheffective control and use of manpower
distinguished from other resources of power.
Personnel Administration is the field ofmanagement which has to do with planning,organizing, directing and controlling withvarious operational activities as procuring,developing, maintaining and utilizing labourforce. (Prof. Jucious)
Edwin B. Flippo: for betterment of individuals,organization and society .
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Personnel Management is that part ofmanagement function which is primarily concernedwith human relations on a basis of which byconsideration of wellbeing of individuals enablesall these engaged in the undertaking to make theirmaximum personal contribution to the effectiveworking of the undertaking . (IPM,London, 1943)
Personnel Management is that part ofmanagement which is concerned with people atwork and their relationship within an organization .Its aim is to bring together and develop an
effective organization where men and women whomake an enterprise and wellbeing of theindividuals and working groups to make bestcontribution to its success. (IPM, 1963)
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ER
PM
IR
PersonnelAdministration
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HUMAN RESOURCEMANAGEMENT
WHAT IS HRM ?FUNCTIONS OF HRM
DIFFERENCE BETWEEN PERSONNELMANAGEMENT AND HRM
MODELS OF HRM
GENERAL MANAGEMENT Vs. HRM
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WHAT IS HRM ?
It is a management function Essentially requires an integrated and inter
related approach to manage humanresources
Interdependence among tasks andfunctions performed
Based on systems approach Gaining competitive advantage
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Personnel Management Vs HRM
Personnel Management HRM old terminology new terminology
(old wine in new bottle) new structure inflow of human resources, reward system, work system, utilization of human resources Human Resources ( total knowledg skill, creative abilities, talents, apt., values, attitudes, belief of people) organizational citizenship Human capital Policies, practices, system, behaviour, performance. Proactive approach
Change in departmentalstructureWorking peopleWork/job related manpower
Performance orientedLabour partReactive approach
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Personnel Management Vs HRM
Personnel Management HRM No way concerned with all aspects Organizational growth Record keepers /Time officers Manager (Time office) Traditional approach
HR Skills, Technical skills &Conceptual skills
Report for basic human rights,greatest good for greatest no.
Individual growth & development Social obligation
( social responsibility of business) Manager (HR) Larger, smaller, medium ; IT sector
service sector; important
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FUNCTIONS OF HRM
MANAGERIAL : planning, organizing,directing, coordinating,budgeting.
OPERATIVE : procuring/hiring, utilizing,developing, integrating,maintaining
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MODELS OF HRM Competitive edge in todays market Traditional model inappropriate in our dynamic
work environment Global competition Managerial control three aspects:
- organizations & job design- organizations culture
- personnel techniques & policy HR Manager industrial architect No best way to manage organizations
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Overall management
managementscience
arts
control
politics
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HRM activitiesstaffing
rewards
development
Employee maintenance
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Fomburn, Tichy & Devannamodel of HRM
selection performance
appraisal
HumanResource
development
rewards
d d l f
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Havard Model of HRM
Stake holders
InterestShareholderManagement
Employee groupGovt.
Community
unions
SituationalFactors
WorkforceBusisness
Labour mkt.Union
TechnologyLaw
values
HRPhilosophy
Hr flow,Reward,
Work-system
HR outcomeCommitment
Cost
competence
LongtermConsequence
IndividualOrgn.wel
-being,Societal.
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Past Current Intervention(Fig-III: Changing focus of HR)
Emotional---------------------------Attitudinal
Belongingness-------------------Commitment Employee centered-------------Customer/client centered Individual appraisal--------------Team appraisal Career planning ------------------Fast track-careers Individual goal setting-----------Participative goal setting Rewards----------------------------Performance linked compensation
Unifunctional-----------------------Multifunctional Monotonous recruitmentpractice----------------------------Creative recruitment practice
No transparency insharing information------------- Information sharing
Cash ---------------------------------Capacity building perks Cost cutting--------------------------Cost effective Employee centered-------------- Organization centered Employee---------------------------Human capital Organizational environment---Business environment Human focus---------------------- Economic focus Individual outcomes-------------Organizational outcomes Employee satisfaction-----------Customer satisfaction
AtIndividual
level
AtGroup
level
AtOrganization
Level
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Guest Model of HRMHRM HRM HRM Behav. Perform. Finance
Strategy Practices Outcomes Outcomes Outcome OutcomeEffort/
Differenti Selection Commitment Motivation High: Profits-ation Training Cooperation Productivity
Appraisal Quality
Focus Rewards Quality Involvement Innovation
Job design
Involvement Low: ROI
Cost Status Flexibility Organizational Absence(Cost- and citizenship L.turnoverReductn.) Security conflict
complaint
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Area PM HRMcompliance commitment
PsychologicalContract
Locus of control
Employee relations
Organizing principles
Policy goals
-Fair days work For fair days pay
-External-Pluralist
-Collective -Low trust
MechanisticFormal/ defined rolesTop-down
Centralised
Administrative efficiency-Standard performance-Cost minimization
Reciprocal commitmen
InternalUnitarist Individual
High Trust
OrganicFlexible rolesBottom-up
Decentralised
Adaptive work-forceImproving performancMaximum utilization
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Warwick Model of HRMOuter context
Socio-technicalPolitics,competition
Inner context-culture
-structure
-politicsLeadership
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HR flowsWork systems
Reward systemsEmployee relations
HRM contextRole
DefinitionHR outputHRM content
BusinessStrategy content
ObjectivesProduct marketStrategy & tactis