hrm evaluation.pptx

8/17/2019 HRM Evaluation.pptx

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HUMAN RESOURCEMANAGEMENT

HUMAN RESOURCEMANAGEMENT

CHAPTER NO. 1


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AFTER STUDYING THIS CHAPTER YOU SHOULD BE ABLE TO:

Understand the term HRM and importanceof HRM.

Comprehend four functions of HRM .

Describe evolution of HRM.

Identify key roles played by HR managers.

Eplain challenges faced by HR managers.

Di!erentiate bet"een HRM andinternational HRM.


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HUMAN

&


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RESOURCE

Means debt# e$uity#retain earnings and

selected matters.

Means building#machinery# vehicle

and other material.

FINANCIALRESOURCES

PHYSICALRESOURCES

Include the history ofgroups in theorgani%ation#

relationship# level of

trust etc.

Includes skills# abilities#eperience and other

"ork relatedcharacteristics of people

associated "ith the

organi%ation.

ORGANIZATIONAL

RESOURCES

HUMAN

RESOURCE


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MANAGEMENT

Management is the universal processof getting activities completed "ithand through other people to achieve

organi%ational goals.


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HUMAN RESOURCE MANAGEMENT

&he design of formal systems in anorgani%ation to ensure e!ective ande'cient use of talent to accomplish

organi%ational goals.

Human Resource Management helps in

maimi%ing productivity ( reducingcost by )utting Right )erson *t Right

)lace.


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E'OLUTION OF HRM

?

&


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E'OLUTION OF HRM C%n . . .

1. The CraftSystem

(1600s-1700s)

+mall level of production Industrial Revolution

2. ScientificManagement(Early 1900s)

,ne best "ay to accomplish the task )utting the right person on the -ob "ith the

correct tools and e$uipment Having a standardi%ed method of doingthe -ob )roviding an economic incentive to the"orker

3. HumanRelations(Late 1920s –Early 1930s)

Ha"thorne studies Employee participation program


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E'OLUTION OF HRM C%n . . .

4. BehavioralSciences

&he study of the actions of people at"ork people are the most important

asset of an organi%ation.

5. Personnel

Management

Involve in operational planning and

decision making ( do not incorporateall HR activities.

6. HumanResource

Management

Involve in operational as "ell as strategicplanning and decision making (

incorporate all HR activities/training#career development# EE, etc.0

7. IntellectualCapital

Management

,rgani%ations need to be dynamic both inthe contet of the management of

individual capabilities and themanagement of organi%ational structure.


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FUNCTIONS OF HRM

STAFFING

MAINTENANCE TRAINING

&

DEVELOPMENT

MOTIVATION

H R M


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FUNCTIONS OF HRM C%n . . .

STAFFING•Strategic Human Resource Planning•Recruitment

•Selection

Maintenance Training &Development

Motivation

H R M


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1. STAFFING

&he activities in HRM concerned "ithseeking and hiring $uali1ed

employees are called +ta'ng.


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1. STAFFING

&he basic ob-ective of the sta'ngfunction is to locate ( secure

competent employee.

COMPONENTS OFSTAFFING

a. Strategic HumanResource Planning

b. Recruitment

c. Selection


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a. STRATEGIC HUMAN RESOURCEPLANNING

+trategic Human Resource )lanning isthe process by "hich an organi%ationensures that it has right number and

kind of people capable of e!ectively ande'ciently completing those task that arein direct support of company2s mission

and strategic goals.


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(. RECRUITMENT

&he process by "hich a -ob vacancy is identi1edand potential employees are noti1ed.

&o obtain an ade$uate pool of applicantsthere by more choice to the organi%ation.

)roviding enough information about the -obsuch that those "ho are un$uali1ed "ill notapply.

OBJECTIVES


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c. SELECTION

+election is the process by "hich anorgani%ation chooses from list of applicantsthe person or persons "ho meet the

selection criteria for the position availableconsidering current environmental

conditions.


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c. SELECTION

• &he primary ob-ective of selection activities is to

predict "hich -ob applicant "ill be suitable if hired#

during the selection process# candidate are also

informed about the -ob and organi%ation

• )roper selection can minimi%e the cost of replacement

and training resulting in more productive "orkforce


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Staffing

Maintenance

Motivation

TRAINING &DEVELOPMENT

•Orientation•Employee Training•Employee Development•Organization Development•Career DevelopmentH R M


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). TRAINING * DE'ELOPMENT

&raining is the systematic process of altering the behaviorof employees in a direction that "ill achieve organi%ationalgoals.

Development can be de1ned as 3E!orts to improveemployees2 ability to handle a variety of assignments are.4


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). TRAINING * DE'ELOPMENT

&he basic ob-ective of &raining ( Development function isto take competent "orkforce# adapt them to the

organi%ation# and help them to obtain up5to5date skills#kno"ledge# and abilities for their -ob responsibilities

COMPONENTS OF


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COMPONENTS OFTRAINING * DE'ELOPMENT

Orientation

Employee Training

Employee

Development

Organization

Development

CareerDevelopment

COMPONENTS OF


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COMPONENTS OFTRAINING * DE'ELOPMENT C%n . . .

• I t c o v e r s t h e a c t i v i t i e s i n v o l v e i n t h e i n t r o d u c i n g a n e " e m p l o y e e

t o o r g a n i % a t i o n a n d t o h i s o r h e r " o r k u n i t .

a. Orientation

• E m p l o y e e t r a i n i n g i s d e s i g n e d t o a s s i s t e m p l o y e e a c $ u i r i n g b e t t e r s k i l l f o r t h e c u r r e n t - o b .

b. Employee Training

• & h e f o c u s o f e m p l o y e e d e v e l o p m e n t i s o n a f u t u r e p o s i t i o n " i t h i n t h e

o r g a n i % a t i o n f o r t h e " h i c h e m p l o y e e r e $ u i r e a d d i t i o n a l

c o m p e t e n c i e s .

c. EmployeeDevelopment

d. CareerDevelopment

e.Organizational

Development

•

&he focus of career developmentis to provide the necessaryinformation and assignment inhelping employees reali%e their

career goals.

• ,rgani%ational Development isthe part of HRM that deals "ith

facilitating system "ide changein the organi%ation.


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Training&

Development

Staffing

Maintenance

Motivation Motivation and Job Design Performance management Reward & Compensation Employee Benefits

H R M


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+. MOTI'ATION

*n inner force that impels human

beings to behave in a variety of "ays.

MOTIVATION


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+. MOTI'ATION

&he basic ob-ective of motivationfunction is to retain good sta! andto encourage them to give of their

best.


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COMPONENTS OF MOTI'ATION * -ob should be designed in a such a "ay

that itshould facilitate the achievement of the

organi%ational ob-ective# stimulate

performanceand recogni%e the capacity and needs

of those"ho are to perform it.

1.

JobDesign

)rocess "hich is used to identify#encourage#

measure# evaluate and improveemployees through

performance appraisal.

2.

PerformanceManagement Compensation is "hat employee

receives inechange for their contribution to theorgani%ation.Compensation management help the

organi%ationto obtain# maintain and retain aproductive

6orkforce.

3.Compensation

Management

Employees bene1t are generallymembership

based #non 1nancial re"ard o!ered toattract and

keep the employees# regardlesstheir

4.Employee

Benefit


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Motivation

Staffing

Maintenance•Health & safety•Communication

•Employee relations

Training &DevelopmentH R M


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,. MAINTENANCE FUNCTION

*ctivities in HRM concerned "ith maintainingemployees commitment and loyalty to the

organi%ation.

MAINTENANCE


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,. MAINTENANCE FUNCTION

&he last phase of HRM process is calledmaintenance function. &he main ob-ective of this

function is to do such HRM activities that maintainemployees commitment and loyalty "ith the

organi%ation.


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+erving as an intermediarybet"een the organi%ation and itsunion.

Designing discipline andgrievance handling systems.

Designing andimplementing employee

communication system.

Designing and

implementing programs toensure employee healthand safety.

COMPONENTS OF MAINTENANCE

Health andSafety

CommunicationEmployees/

Labor Relation


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ROLES OF HR MANAGER

Administrative

Role

Employee Advocate

Role

Operational

Role

Strategic

Role

+erve as

3Morale,'cer4

Clerical

*dministration

7usinessContributo

r

HR*ctivities


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ROLES OF HR MANAGER C%n . . .

• C l e r i c a l a n d a d m i n i s t r a t i v e s u p p o r t o p e r a t i o n s / e . g . # p a y r o l l a n d b e n e 1 t s " o r k 0 .

1. Administrative

Role

• 3 C h a m p i o n 4 f o r e m p l o y e e c o n c e r n s • E m p l o y e e c r i s i s m a n a g e m e n t • R e s p o n d i n g t o e m p l o y e e c o m p l a i n t s2.

Employee Advocate Role

• I d e n t i 1 c a t i o n a n d i m p l e m e n t a t i o n o f H R p r o g r a m s a n d p o l i c i e s 8 h i r i n g # t r a i n i n g # c o m p e n s a t i n g a n d o t h e r a c t i v i t i e s t h a t s u p p o r t t h e

o r g a n i % a t i o n .

3.OperationalRole


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ROLES OF HR MANAGER C%n . . .

4.Strategic Role

9ocusing on developing HR

activities that enhanceorgani%ational

performance. Involvement in strategic planning. )articipating in decision making on

mergers# ac$uisitions# anddo"nsi%ing. *ccounting and documenting the

1nancial results of HR activities.


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HR MANAGEMENT CHALLENGES

Economic and &echnologicalChanges

6orkforce *vailability and:uality

;ro"th in Contingent6orkforce

Demographics and DiversityIssues

7alancing 6ork and 9amily

,rgani%ational Restructuring#

Mergers# and *c$uisitions


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R MANAGEMENT CHALLENGES C%n . .

+hift in -obs for manufacturing and agricultureto service industries and telecommunications. )ressures of global competition causing 1rms toadapt by lo"ering costs and increasingproductivity. ;ro"th of information technology.

1. Economic & TechnologicalChanges

Inade$uate supply of "orkers "ith needed skillsfor 3kno"ledge -obs4Education of "orkers in basic skills

2. Workforce Availability and

Quality


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Increases in temporary "orkers# independentcontractors# leased employees# and part5timers causedby< =eed for >eibility in sta'ng decisions Increased di'culty in 1ring regular employees.

3. Growth in Contingent Workforce

3Right5si%ing48eliminating of layers of management#closing facilities# merging "ith other organi%ations# andout placing "orkers. Intended results are >atter organi%ations# increases in

productivity# $uality# service and lo"er costs. HR managers must "ork to"ard ensuring culturalcompatibility in mergers.

4. Organizational Restructuring,Mergers, and Acquisitions


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Dual5career couples +ingle5parent households Decline in the 3traditional family4

6orking mothers and family?childcare +ingle employee 3backlash4 against family5oriented programs.

5. Balancing Work & Family

More diversity of race# gender# age etc.

6. Demographics andDiversity Issues


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I n e # n a

i % n a - H . $ a

n

R e " % . # c e M

a n a / e $ e n

INTERNATIONAL


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INTERNATIONALHRM 0IHRM

International HRM /IHRM0 is the process of

procuring# allocating # and e!ectively utili%inghuman resources in a multinational corporation.

Encompasses more functions. Has more heterogeneous functions. Involves constantly changing perspectives.

Re$uires more involvement in employees2personal lives. In>uenced by more eternal sources. Involves greater level of risk than typical domesticHRM.

HRM vs. IHRM

THE CONCEPT OF


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THE CONCEPT OFTRANSNATIONALITY

Each of these de1nitions# depending upon ho" theorgani%ation perceives itself # has implications forthe role of international HRM.

M-inai%na- C%$2anie"

Refers to companies that have developed astrategic posture and organi%ational capabilitythat allo" them to be very sensitive andresponsive to di!erences in nationalenvironments around the "orld.

G-%(a-C%$2anie"

Refers to companies that have developedinternational operations that are much moredriven by the need for global e'ciency andcentrali%ed in strategic and operationaldecisions.

Ine#nai%n

a-

7ased on &ransferring and adapting the parent

company2s kno"ledge or epertise to foreign

FUNCTION OF


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FUNCTION OFINTERNATIONAL HRM

@. &he &hree broad Human Resource activities<

A. &he &hree ma-or Country categories involved inInternational HRM activities<

B. &he &hree type of Employee of an International 9irm<

Host countryNationals(HCNs)

Parent CountryNationals(PCNs)

Third CountryNational(TCNs)

Procurement Allocation Utilization

Host country Home Country Other Country

Highlighting the broad functions of HRM#

Morgan /@0 has presented a modelthat consist of three dimensions "hichare<

APPROACHES TO IHRM


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APPROACHES TO IHRM

APPROACHES DEFINITIONS

ETHNOCENTRIC

M=C simply eports HR practices and policiesused in the home country to the foreignsubsidiaries. It Emphasi%es consistency and

integration across all subsidiaries.POLYCENTRIC

HR policies are adapted to meet thecircumstances in each foreign location.

REGIOCENTRIC

Represents a regional grouping ofsubsidiaries. HR policies are coordinated and

integrated "ithin the region.

GEOCENTRIC

HR policies are developed to meet the goalsof the global net"ork of home countrylocations and foreign subsidiaries.

Ev%-i%n3


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Human Resource

Management

%3 HRM

Craft+ystem

+cienti1cManageme

nt

HumanRelations

7ehavioral+ciences

)ersonnelManageme

ntHRM

IntellectualCapital

Management

+cienti1c

Management+&*99I=;

+cienti1c

Management

&R*I=I=;

(DEFEG,)ME=&

+cienti1c

ManagementM,&IF*&I,=

+cienti1c

ManagementM*I=&*I=CE

G%a-" %3 HRM

Enhancing)roductivity (

:uality

)romotingIndividual;ro"th (

Development

Complying "ithGegal ( +ocial

,bligations

9acilitating,rgani%ationalE!ectiveness

Fnci%n"%3

HRM

R%-e" %3 HRMana/e#

*dministrativeEmployee*dvocate

,perational +trategic

HRMana/e$enC!a--en/e"

Economic ( &echnological Changes

6orkforce*vailability( :uality

;ro"th inContingent6orkforce

Demographics (

DiversityIssues

7alancing6ork (9amily

Mergers (*c$uisition

Ine#nai%na-

HRM

CHAPTER : 1

HRM Fs. IHRM

&he Concept

,f &ransnationality

9unction ,f

InternationalHRM

*pproaches toIHRM

• Strategic HumanResource planning

• Recruitment• Selection

• Orientation• Employee Training• EmployeeDevelopment• Organizational

Development• CareerDevelopment

• Motivation & JobDesign• Perormance

Management• Re!ar" &Compensation• #ene$ts

• Healt% & Saety• Communication• EmployeeRelations


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THOUGHT OF THE DAY

People are defnitely a company’s realest asset. Itdoesn't make any dierence whether the productis cars or cosmetics. A company is only as good

as the people it keeps.

“Mary Kay Ash”

hrm evaluation.pptx

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