Human Resource Management

MBA (G)/MBA (B&F)

MBA 201

Yogesh KumarFaculty (HR)Amity University Gurgaon

Why Study HR Management?

It’s the people who run organizations.

Need to manage their skills, abilities & aptitude.

HRM is study about people i.e. how they are hired, trained,

compensated, motivated & maintained.

Meaning

• HRM is a management function that helps managers recruit, select, train and develop members of an organisation.

• A series of integrated decisions that form the employment relationship; their quality contributes to the ability of the organisations and the employee to achieve their objectives.

• HRM is the planning, organising, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organisational and social objectives are accomplished.

Nature of HRM• Pervasive force

• Action oriented

• Future oriented

• People oriented

• Comprehensive function

• Individual oriented

• Inter disciplinary functions

• Continuous function

• Staff function

• Development oriented

Scope of HRM

The scope of HRM is very wide. It is thus divided into three categories:

A. Personnel aspect

B. Welfare aspect

C. Industrial Relation Aspect

A. Personnel Aspect includes

• HR Planning• Recruitment• Selection• Placement• Transfer• Promotion• Training and Development• Remuneration• Incentives

B. Welfare Aspect includes

• Working Conditions• Amenities such as Canteens, Creches, Rest rooms, Lunch

rooms.• Housing• Transport• Medical Assistance• Education• Health and Safety• Recreation facilities

C. Industrial Relation Aspect includes

• Union Management Relations• Joint Consultation• Collective Bargaining• Grievance Redressal

HRM Functions

Procurement Development Motivation& Compensation

Maintenance integration Emerging issues

•Job Analysis

•HR Planning

•Recruitment

•Selection

•Placement

•Induction

•Internal mobility

•Training

•Executive development

•Career planning

•Succession Planning

•HRD Strategies

•Job design•Work scheduling•Motivation•Job evaluation•Performance and potential appraisal•Compensation administration•Incentives benefits and services

•Health

•Safety

•Welfare

•Social security

•Grievances •Discipline•Teams and teamwork•Collective bargaining•Participation•Empowerment•Trade unions•Employers’ association•Industrial relations

•Personnel records•Personnel audit•Personnel research•HR Accounting•HRIS•Job Stress•Counseling•Mentoring•IHRM

HRM

Managerial Function

Operative Functions

- Planning

- Organizing

- Directing

- Controlling

HRM MODELS

The Fombrun, Tichy & Devanna Model

Human Resource Development

Appraisal

Rewards

SelectionOrganisational Effectiveness

The Harvard ModelStakeholder InterestShareholders Management Government Community Unions

Situational FactorsWorkforce CharacterBusiness Strategy & ConditionsUnionsLabour MarketLaws & Societal values

Human Resource Management

Human Resource outcomesCommitmentCompetenceCongruence

Long-Term ConsequencesIndividual well-beingOrganisationalSocietal well-being

The Guest Model

HRM Strategy

HRM PracticesHiringTrainingAppraisalCompensationRelations

HR OutcomesCommitmentQualityFlexibility

Behavioral OutcomesMotivationCo-OperationOrganisational Citizenship

Performa-nce OutcomesPositiveProductivityInnovationQualityNegativeTurnover

Financial OutcomesProfitsROI

The Warwick Model of HRM

CultureStructurePolitics/LeadersTask-TechnologyBusiness Outputs

RoleDefinitionOrganisationHR Outputs

HR FlowsWork SystemsReward SystemsEmployee-Relations

ObjectivesProduct MarketStrategy & Tactics

Socio-EconomicTechnicalPolitical-LegalCompetitive

Outer Context

Inner Context

HRM Context

HRM Content

Business Strategy Content

Concept of Personnel Management, HRD & SHRM

• Personnel Management - Personnel Management is basically an administrative recordkeeping function, at the operational level.

• Personnel Management attempts to maintain fair terms and conditions of employment, while at the same time, efficiently managing personnel activities for individual departments etc.

• It is assumed that the outcomes from providing justice and achieving efficiency in the management of personnel activities will result ultimately in achieving organisational success.

• Human Resource Development in the organization context is a process by which the employees of an organization are helped, in a continuous and planned way to:

a. Acquire capabilities required to perform various functions associated with their present or expected future roles.

b. Develop their general capabilities as individuals and discover and exploit their own inner  potentials for their own and organizational development purpose.

c. Develop an organizational culture in which supervisor-subordinate relationship, teamwork, and collaborations among sub-units are strong and contribute to the professional well being, motivation, and pride of employees.

• Strategic HRM is a process that involves the use of overarching approaches to the development of HR strategies, which are integrated vertically with the business strategy and horizontally with one another.

• Linking HRM with strategic goals and objectives to improve business performance and develop organizational cultures fostering innovation and flexibility.

HRM Environment

External factors includes:

a) Economic factors (Customers, Suppliers, competitors & Globalization)

b) Political & Legislative factors ( The Legislative, the Employers, & The Judiciary)

c) Technological Factors

d) Social & Cultural factors

e) Demographic factors

Internal factors include:

f) Shareholders

g) Customers

h) Suppliers

i) Government

j) Public

k) Unions

l) The employees

m) Top Management

Changing Role/Challenges in HRM

• The Management of Workplace Diversity• Planning a Mentoring Program• Organizing Talents Strategically• Leading the Talk• Control and Measure Results• Motivational Approaches• Managing Gain-sharing• Managing Executive Information Systems

Any Queries???