human resource management. definition human resource management is defined as proactive system wide...
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Human Resource Management
DEFINITIONHuman resource management is defined as proactive system wide interventions, with emphasis on fit, linking HRM with strategic planning and cultural change.
Human Resource Management
planning employment needsrecruitingselectingtrainingdeveloping
Changes in Human Resource Environment
cultural diversityshift from manufacturing to serviceswomen in workforcedual career familiesdownsizingoutsourcingsexual harassmentincrease in temporary workers
High-Performance Work Practices
Self-directed work teamsJob rotationSkills trainingEncouraging innovation and creativityPerformance-based payCross-functional integration
Planning Human Resource Needs
determining job needsjob analysis – behaviors necessary to perform jobjob description – what, how and when tasks are donejob specifications – minimum acceptable qualifications
determining human resource needscalculate number of employees neededassess current employees skills
determine action programrecruit and select employees.
Developing Sources of Supply of Employees
from within the organization (internal)
upgrading (training)transferringpromoting
Developing Sources of Supply of Employees
from outside the organization (external)
former employeespersonal applicationsfriendscompeting firmslabor organizationsemployment agenciesschools and colleges.
Recruiting and Selecting Employees
recruitment - creating a pool of potential employeesselection - choosing the specific person for a job
personal backgroundaptitudes and interestsattitudes and needsskills and technical abilitieshealth, energy, and stamina
Selection Processresume screeningpreliminary interviewbiographical verificationtesting (valid and reliable)
physicaldrugpersonalityaptitude
in-depth interviewassessment centers or trial period
Training and Developmenttraining
specific detailed job skills
types of trainingon-the-job
coaching, job rotation, planned progression
developmentbroader, covering growth of abilities, attitudes, personality development
executive development programs, sensitivity training, organizational development
New Employee Orientation
goal is to: reduce turnover lessen anxietyacclimate employeeinstill work values and ethics.
Performance Appraisals
standard evaluation processpre-established criteriamay be part of an MBO
Compensating Employees
wagessalariesemployee benefitsincome is determined by:
what management is willing to paywhat managers are required to paywhat managers are able to pay.
Employee Benefits
health packagessocial securityunemployment compensationworkers compensationThe Family and Medical Leave Act Voluntary benefits:
holidays, personal days, educational benefits, child-care, elder care
JOB ATTITUDE
Three types of work related attitudes:
Job involvement: Identifying with one’s job
Organizational commitment: Identifying with top management and organization
Job satisfaction:Result of the above two and indicates the overall attitude towards job
Job involvementTime orientation: • Spends enough time to plan and get
the work done.
Work orientation: • Priority of job over other activities
People orientation: • Disposition towards people in
getting the work done
Dr. MG Jomon, XIMB
Organizational CommitmentOrganization:
• Sense of pride and obligation towards the organization. Willing to do anything make the organization successful
Top Management: • Ability to identify, support and contribute
with people responsible at the organization. This will not change with the change of top management.
Team orientation: • Disposal toward work with others in
teams to realize organizational goals
Dr. MG Jomon, XIMB
JOB SATISFACTIONRecognition: • Utilization of my expertise and
services by the organization.
Development: • How well am I growing along with
the organizaiton
Benefits: • My personal gains out of my work in
this organization
Dr. MG Jomon, XIMB
Attitude competency A capacity that exists in a person that leads to
behaviour that meets the job demands which brings in desired results beyond knowledge and skill.
Is the sum total of a person’s disposition towards the job seen in his behavour of job involvement, organizational commitment and overall satisfaction to meet the job requirements and the ability to bring in desired results.
Dr. MG Jomon, XIMB
JOB PERFORMANCE In-role behaviour: • What an employee does in his role• Activities carried out as part of the job
description
Extra-role behaviour: • What an employee does beyond his
role• Activities are not part of his job
specificationDr. MG Jomon, XIMB
JOB ATTITUDE AND PERFORMANCE
Co-relation between job involvement and In-role behaviourCo-relation between job commitment and extra-role behaviourWhat are the other co-relations that you can find from your data?What are the major research questions that arise out of the study?
Dr. MG Jomon, XIMB
Research Questions?
While it is well accepted that Knowledge, skill and attitude are the components of attitude, why in the educational curriculum and training programs attitude does not figure as a major area?
Is Job satisfaction an attitude at all?
Will job satisfaction leads to good performance or good performance leads to job satisfaction?
Dr. MG Jomon, XIMB
“He who cannot change the very fabric of his thought will never be able to change
reality”
- Anwar-el-Sadat
Dr. MG Jomon
CONCEPT OF CHANGE
Act of becoming different: Oxford DictionaryBasis for all problems: Pre- Socratic philosophersTransformation in space and time: SubsequentlyAnarchic and even lunatic: Alwin Toffler(1990)
Dr. MG Jomon
MOTION AND CHANGE
Motion is: Shift of position over timeVariation referred to location
Change is: Transformation referred to a structureMay have nothing to do with location
Dr. MG Jomon
DIFFERENCE AND CHANGE
Difference refers to: More than one structureNo similarity among structures
Change refers to:Single structureSimilarity is defined and compared
Dr. MG Jomon
GROWTH AND CHANGE
Growth:Physical maturationPace goes along with chronological age
Change:Not limited to physical dimensionPace cannot be determined
Dr. MG Jomon
DEVELOPMENT AND CHNAGE
Development occurs:As a result of learning, maturation and experienceOrderly and predictable pattern
Change:Is an independent phenomenaPredictable pattern not foolproof
Dr. MG Jomon
HOW DO WE KNOW THE PRESENCE OF CHANGE OR CHANGE HAS HAPPENED?
Is present when differences occurs over a period over the same structure Recognize change when something is not what it was in time or spaceInterpret by trying to make sense of the differences in time and space
Dr. MG Jomon
TIME
The indefinite continued progress of existence in past, present and future regarded as a whole.
Dr. MG Jomon
SPACE
A continuous, unlimited area (which may or may not contain objects)
Dr. MG Jomon
WHAT IS CHANGE?
“Is a complex adaptive system, a system that transforms its behavior in response to its environment or its own circumstances”
(Falconer James, 2003)
Dr. MG Jomon
CHANGE IS A COMPLEX SYSTEM
Change evolves as a stable system, far from
equilibrium, constantly seeking tension rather than resolution. Intervention does not necessarily cause change, it
affect change or alter outcome Change is not linear- no boundary conditions, no
discrete steps Change behave unpredictably Change never ends Change is iterative and acquisitive It cycle around and augments itself
Dr. MG Jomon
CHANGE IS A COMPLEX SYSTEM…Contd.
Not a self optimizing system; a self-degrading system Has no cause to advance Always re-explore the general domain. No interest in pre-determined objectives Change is recursive: reoccur with differing
scope & scale
Often “force-fit” approach is considered for change intervention
Dr. MG Jomon
CHANGE MANAGEMENT
Engineer:Improve efficiency parameters Manager: Improve business performance HR: Improve human capital performance
Change Management is to do with: lead change enable change steward change navigate change
Dr. MG Jomon
CHANGE MANAGEMENT
Change Management is the business of helping companies ease the pain of transformation (Leon Mark, 2003)
Dr. MG Jomon
APPROACH TO CHANGE MANAGEMENT
HBR Reading:Cracking the code of change1. Theory E: Hard approach
Concept: Economic value by shareholder returns Case: Scott Paper-Al Dunlap
2. Theory O:Soft Approach Concept Organizational Capability by Building corporate
culture Case: Champion International-Andrew Sigler
3. The EO Theory(combined) Concept: O&E competitive advantage Case: GE-Jack Welch ASDA-Archie Norman; Allan Leighton
Dr. MG Jomon
HR ROLE IN CHANGE MANAGEMENT: CASE
DISCUSSION Organizational transformation in a
Taiwanese company Case in brief Discussion Analysis Learnings
Dr. MG Jomon
REPOSITIONING HR FOR BUSINESS RESULTS
NTPC CASEOrganizational diagnostic study including plantsCorporate strategyHR strategyTraining all HR headsWorkshops at plants
Dr. MG Jomon
CONCLUSION
HR function is being emerged as a strategic and activities that are not strategic in nature are being slowly sourced outChange management is being recognized a the key HR strategic function HR managers are to be change managers in organizationsChange is a complex system… process… navigation of change…Herculean task…
Dr. MG Jomon
The only certainty is nothing is certain
- Pliny the elder
Dr. MG Jomon
Human Res
HRM FRAMEWORK
Session 1Dr. MG Jomon
INDUSTRIAL RELATIONS :PEACEPERSONNEL MANAGEMENT :STABILITY
HUMAN RESOURCES DEVELOPMENT :DEVELOPMENT
HRM FRAMEWORKAREA IR PERSONEL HRD
BASIS LegislationsStanding orders
Personnel PolicyPersonnel Manual
Vision-mission document
FOCUS Rights and Duties
Eligibility and Compliance
Development of individuals
PROCESS Negotiations and Bargaining
Administration of WC and CW
Implementation of HRD systems
BUS-CON No manday lost- labour unrest
No manday lost-lack of manpower
competitiveness lost -lack of competency
PER-INDI Settlement and Harmony
Stability Competent individuals and teams
NON-PERI Misconduct Non-compliance Low performance by individual and teams
List of HRM FUNCTIONS
Kindly classify the following into three HRM functions viz. IR, Personnel and HRD
Negotiations, Bargaining, Settlement, Liaisoning, PR, Compliances- legislations, Draft Rules and orders, Implement IR programs, Power and status equations, Grievance handling, Absenteeism, Induction, Performance management, Potential development, Career development, Role analysis, Role efficacy, Role effectiveness, Succession planning, Feedback system, Training and development, Mentoring system, Taskforce, Small Group Activities, Action Research, HRIS, Reward system, Manpower planning, Recruitment and selection, Promotion, Transfers and separations, Wage and salary administration., Time management, Time office, Welfare administration, MIS, Employee Records, Personnel Audit and Retention.
HRM FUNTIONAL AREAS
IR PERSONNEL HRDNegotiations and bargainingSettlementLiaisoning and PRCompliances- legislationsDraft Rules and ordersImplement IR programsPower and status equationsGrievance handlingAbsenteeism
Manpower planningRecruitment and selectionPromotionTransfers and separationsWage and salary admn.Time management/officeWelfare administrationMIS/RecordsPersonnel AuditRetention
InductionPerformance managementPotential developmentCareer developmentRole analysisRole efficacy/effectivenessSuccession planningFeedback systemTraining and developmentMentoring systemTaskforceSmall Group ActivitiesAction ResearchHRISReward system
HRM SUPPORTIVE FRAMEWORK
AREA OB OT OD
BASIS OB DisciplineOrg. attributes
OT DisciplineOrg. Design strategy
OT Discipline
FOCUS Behaviour ofInd. And Team
Competitive org. structures
Development of struct, systems and processes
PROCESS Reinforcing desired behaviour at work
Implement best org. design for business excellence
Designing and implementing OD interventions
BUS-CON Unique personality of org.
Bus. Facilitating org. design
Org. readiness for change
PER-INDI Performance driven culture
No redundancy structure, roles, systems
Learning organization