HRM

HRMPresented By :TamannaManagers must find ways to get the highest level of contribution from their workers. And they will not be able to do that unless they are aware of the many ways that their under-standing of diversity relates to how well, or how poorly, people contribute. R. Roosevelt Thomas Jr., p 320

Human Resource Management

The process of attracting, developing and maintaining a talented and energetic workforce to support organisational mission, objectives and strategiesA distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques.

Human Resource Management

Employment Issues

Discrimination Equal Employment Opportunity Harassment Affirmative Action Diversity Management Occupational Health and Safety Industrial Relations

HRM Includes:

HRM Includes:

Employment Issues

Recruitment Selection Induction / Orientation Training and Professional Development Performance Appraisal and Management Career Development Quality of Work Life Retention and TurnoverStrategic integrationOrganisational flexibilityCommitmentQuality

PRINCIPLES OF HRMAn attempt to treat all labour management processes from recruitment and training to remuneration and retrenchment in a strategic fashion by integrating them with the broader business concerns of the enterprise.

STRATEGIC INTEGRATIONPeople are not just another cost or factor of production. They are the key to competitive advantage.

Close fit between human resources, internal processes and the external environment. Devolution of responsibility for labour management to line managers.Co-ordination of policies on recruitment, training & performance management.STRATEGIC HRMThe flexible firm and the global economy.Functional flexibilityNumerical flexibilityFinancial flexibility

Core: Highly skilled knowledge workers. Full time jobs and job security.

Periphery: Casuals and part-time workers and short-term contractors.

FLEXIBILITYFrom control to commitment through changing the organisations culture.

Mission statement: A statement of core values.

Recruitment: Only recruiting those prepared to subscribe to these core values.

COMMITMENTTransformational leadership: CEO as visionary change agent.

Ensuring employees demonstrate desired attitudes, competencies and behaviours.

Culture Management strong culture

ContdCulture of quality: Quality work, quality workers, quality products and services.Total Quality Management.Quality assurance and zero defects.Internal customers.Empowering workers via team working.

QUALITYConducting job analysis.Planning future needs and supplies.Recruiting and selecting employees.Orienting and training employees.Managing wages and benefits.Performance appraisal.Communicating (discipline and services).Building employee commitment (incentives).

Functions of HRMOBJECTIVES OF PM/HRMPersonal ObjectivesOrganizational ObjectivesSocietal ObjectivesIt is concerned with the optimum utilization of the human resources within and organization.

It is concerned with the creation of conditions in which each employee is encouraged to make his best possible contribution to the effective working of the undertaking.

PERSONALIt is also concerned with the development of the sense of mutual respect and trust between management and workers through sound relations.

It endeavors to increase the productive efficiency to the workers through training, guidance and counseling and

It tries to raise the morale of the employee.

To recognize the role of HRM in bringing about organizational effectiveness.

HRM is not an end itself. It is only a means to assist the organization with its primary objectives.

Simply stated, the department exist to serve the rest of the organization.

ORGANIZATIONALTo be ethically and socially responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization.

The failure of organizations to use their resources for the societys benefit in ethical way may lead to restrictions.

For example, the society may limit HR decisions through laws that enforce reservation in hiring and laws that address discrimination, safety or other such areas of social concern.

SOCIETALJob analysis defines a job in terms of specific tasks and responsibilities and identifies the abilities, skills and qualifications needed to perform it successfully.

Human resource planning or employment planning is the process by which an organisation attempts to ensure that it has the right number of qualified people in the right jobs at the right time.

HRM ACTIVITIESPerformance appraisal is concerned with determining how well employees are doing their jobs, communicating that information to the employees and establishing a plan for performance improvement.

Training and development activities help employees learn how to perform their jobs, improve their performance and prepare themselves for more senior positions.

HRM ACTIVITIES (cont)Career planning and development activities benefit both employees (by identifying employee career goals, possible future job opportunities and personal improvement requirements) and the organisation (by ensuring that qualified employees are available when needed).

Employee motivation is vital to the success of any organisation. Highly motivated employees tend to be more productive and have lower rates of absenteeism and turnover.Employee recruitment is the process of seeking and attracting a pool of applicants from which qualified candidates for job vacancies within an organisation can be selected.

Employee selection involves choosing from the available candidates the individual predicted to be most likely to perform successfully in the job.

According to the British Institute of Personnel Management : Personnel Management can be defined as that part of management which is concerned with people at work and with their relationship within an organization.

WHAT IS PERSONNEL MANAGEMENT?

According to American Management Association: Human Resource Management is that field of management which has to do with planning, organizing and controlling various operative functions of procuring, developing, maintaining and utilizing a work force in order that (a) the objectives for which the company is established are attained as efficiently and economically as possible;(b) the objectives of all levels of personnel are served to the highest degree; and (c) the objectives of the community are duly considered and served.

WHAT IS HUMAN RESOURCE MANAGEMENT?

DISTINCTION BETWEEN PERSONNEL MANAGEMENT (PM) & HUMAN RESOURCES MANAGEMENT (HRM)DimensionPMHRMPerspectiveShort-term perspectiveLong-term perspectivePoint of ViewCompliance

The psychological contract based on commitmentControlExternal control Self-controlPerceptionPluralist perspectiveA utilitarian perspectiveRoleSpecialist roleStrategic roleOutlookCost-minimization Maximum utilizationDISTINCTION BETWEEN PERSONNEL MANAGEMENT &. HRM (CONTD)DimensionPMHRMEmployment contractCareful delineation of written contractsAim to go beyond contractRulesImportance of devising clear rulesCan do outlook, impatience with ruleGuide to management actionProceduresBusiness needBehavior referentNorms/customs and practicesValues/missionManagerial task vis--vis labourMonitoringNurturingInitiativesPiecemealIntegratedSOURCEAswathappa, K., Human Resource and Personnel Management, Tata McGraw-Hill Publishing Company Limited, 3rd Edition, 2002, p. 6. and Guest, 1987, cited in Gamage & Pang, 2003, p.256.DimensionPMHRMJob designDivision of laborTeam workConflict handlingReach temporary truceManage climate and cultureTraining and developmentControlled access to coursesLearning organizationsRespect for employeesLabor is treated as a tool which is expendable and replaceablePeople are treated as assets to be used for the benefit of an organizationShared interestsInterests of the organization are uppermostMutuality of interestsEvolutionEmployee advocate' Member of the management team' DISTINCTION BETWEEN PERSONNEL MANAGEMENT &. HRM (CONTD)Impact of the HR Manager on Organizational PerformanceReducing unnecessary overtime expenses by increasing productivity during a normal day.

Staying on top of absenteeism and instituting programs designed to reduce money spent for time not worked.

Eliminating wasted time by employees with sound job design1-29Impact of the HR Manager on Organizational PerformanceMinimizing employee turnover and unemployment benefit costs by practicing sound human relations and creating a work atmosphere that promotes job satisfaction.

Installing and monitoring effective safety and health programs to reduce lost-time accidents and keep medical and workers compensation costs low.

1-30Impact of the HR Manager on Organizational PerformanceProperly training and developing all employees to improve their value to company and do a better job producing and selling high-quality products and services at lowest possible cost.

Decreasing costly material waste by eliminating bad work habits, attitudes and poor working conditions that lead to carelessness and mistakes.

Hiring the best people available at every level and avoiding overstaffing.1-31Impact of the HR Manager on Organizational PerformanceMaintaining competitive pay practices and benefit programs to foster a motivational climate for employees.

Encouraging employees to submit ideas for increasing productivity and reducing costs.

Installing human resource information systems to streamline and automate many human resource functions.

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