business practice and industrial economics, human resourse management
Post on 21-Oct-2014
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BUSINESS PRACTICE AND INDUSTRIAL ECONOMICS
Dileep PandalaiSemester – 1 MtechIEM
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TOPICS FOR DISCUSSION
Human Resource Management Managing Organizational change Innovation
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HUMAN RESOURCE MANAGEMENT
Human Resource Management (HRM) is a management function through which managers Recruit, Select, Train and Develop organization members
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THE HRM PROCESS
Human Resource Planning
Recruitment
Selection
SocializationTraining & Development
Performance Appraisal
Promotions, transfers,
demotions and separations
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HUMAN RESOURCE PLANNING
It is designed to ensure the personnel needs of the organization appropriately.
Human resource planning has four basic aspects: Planning for future needs by deciding how many
people with what skills the organization will need Planning for future balance by comparing the
number of needed employees who can be expected to stay with the organization which leads to
Planning for recruitment or laying off employees and
Planning for the development of employees
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RECRUITMENT
Recruitment is concerned with developing a pool of job candidates in line with the human resource plan.
• Step 1: Prepare a Job/Position description – Description with the title, duties and responsibilities
• Step 2: Hiring/Job specification – qualification and experience requirements
Sources of recruitment • Campus placements, placement agencies• Peer recruitment, recruitment from within
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SELECTION Selection means finding out the right
candidate for job by evaluating through • Application forms• Resumes• Interviews• Employment and skill tests• Reference checks
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SOCIALIZATION (ORIENTATION) Helps the hired individual to fit smoothly in to
the organization.• New comers get introduced to colleagues• Make familiar with their responsibilities• Introduced to Company’s culture, Policy’s and
expectations regarding employee behavior
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TRAINING AND DEVELOPMENT
Training is designed • to improve job skills• to contribute to organizational effectiveness
Requirements for training is determined by1. Performance appraisal2. Analysis of job requirements3. Organizational analysis4. Employee survey
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DEVELOPMENT PROGRAMS
Development programs are designed• to prepare the employees for promotion Two Methods1. On the job methods (Coaching, Job rotation,
Training positions, Planned work activities)2. Off the job methods (in house training and
management development programs and university sponsored programs)
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PERFORMANCE APPRAISAL
Individual’s performance is compared to standards or objectives determined for the position
HRM will establish the policies for appraisal working with the top management
Appraisal in done by the employee’s immediate supervisor
High performanceBonus, Salary rise, Promotion
Low performanceAdditional training, Demotion or
separation
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PROMOTIONS A major incentive for superior managerial
performance Affects morale & productivity if some people
are frequently bypassed Discrimination – Racial & Gender
TRANSFERS Provides broader job experience Fills job vacancies Low performers can be shifted to other
departments instead of demoting or firing from the job
Some employees may need to join their spouse or family
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DISCIPLINE, DEMOTIONS & SEPARATIONS
Discipline – generally administered when company policy is violated or falls short of work expectations
Steps – warning, reprimand, probation, suspension, disciplinary transfer, demotion & discharge
Separation – if transfer or demotion is not possible
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MANAGING ORGANIZATIONAL CHANGE
Reasons for change Changes in external environment Technology Nature of work force
Effects of change Organization structure can become obsolete Management practice & culture become
outdated Communication & decision making system
gets choked Deteriorates interpersonal &
interdepartmental relationships
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PLANNED CHANGE
The systematic attempt to redesign an organization in a way that it will help it adapt to changes in the external environment or to achieve new goals
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FORCE FIELD THEORY – KURT LEWIN EVERY BEHAVIOR IS AN EQUILIBRIUM BETWEEN DRIVING & RESTRAINING FORCES
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SOURCES OF RESISTANCE
Organization’s culture
Individual self interests
Perception of organizational goals and strategies
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THE PROCESS OF CHANGE
Unfreezing Change Refreezing
Unfreezing – making the need for change obviousChange – Adopting new attitudes, values and behaviorsRefreezing – locking the new behavior pattern by means of supporting or reinforcing mechanisms
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TYPES OF APPROACHES TO PLANNED CHANGE
Structural change1. Organizational change2. Decentralization3. Modified work flow Technological change Changing people
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STRUCTURAL CHANGE Rearranging internal systems like 1. Line of communication2. Work flow or management hierarchy
ORGANIZATIONAL CHANGE Classical organization structure focuses on 1. Clearly defined job responsibilities 2. Appropriate division of labor 3. Lines of performance
New trend1. Flat-lean organization where middle level of
managers are eliminated
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DECENTRALIZATION Creating smaller, self contained
organizational units Increases motivation and performance of unit
members Each unit can adapt its own structure and
technology to its particular task and environment
MODIFIED WORK FLOW Modified work flow and careful grouping of
activities can improve productivity and morale
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TECHNOLOGICAL CHANGE
New engineering processes Research techniques Production methods New equipments
CHANGING PEOPLE
Changing employee behavior, skills, attitudes, perceptions and expectations
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MANAGING CREATIVITY AND INNOVATION
Creativity is defined as generation of a new idea and innovation as the translation of a new idea into a new company, new product or new service, a new process or a new method of production
Organizational creativity and innovation• Like individuals organizations also differ in
their ability to translate talents into ideas• Creative process involves 3 steps• Idea generation• Problem solving or idea development• Implementation
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THANK YOU