human resourse management unit 1

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UNIT -1


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INTRODUCTION

Organization is made of people

An organization cannot run without people

All resources machinery ,men, money, material

are collected, coordinated and utilized throughpeople to attain common objectives.

Therefore people are the most important resource

of any company .


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ACCORDING TO L.F .URIWCK- | BUSINESS HOUSES ARE

MADEORBROKEN IN THE LONG RUN NOT BY MARKETSORCAPITAL , PATENTS OREQUIPMENTS BUT BY MEN}

HRIS THEONLYRESOURCE THATDOES NOT

DEPRECIATE WITH TIME.


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DEFINITION HUMAN RESOURCE- IS THE SUM TOTALOFALL THE

INHERENTABILITIES , KNOWLEDGE SKILLS ASEXEMPLIFIED IN THE TALENTS & APTITUDES OFEMPLOYEES.

HUMAN RESOURCE MANAGEMENT |IS CONCERNED WITHTHEPEOPLEDIMENSION IN MANAGEMENT . SINCEEVERYORGANIZATIO N IS MADE UPOFPEOPLE

ACQUIRING THEIRSERVICES DEVELOPING THEIR

SKILLS, MOTIVATING THEM,


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TO HIGH LEVELS OFPERFORMANCEAND ENSURINGTHAT THEYCONTINUE TO MAINTAIN THEIR

COMMITMENT TO THEORGANIZATION ARE ESSENTIALTOACHIEVING ORGANIZATION OBJECTIVE. THIS IS

TRUEREGARDLESS OF THE TYPEOFORGANIZATIONGOVERNMENT, BUSINESS, EDUCATION , HEALTH OR

NGO.

BY WILLIAM WERTHER& KEITDAVIS, HR& PERSONNELMANAGEMENT


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DEFINITION EDWIN B FLIPPO | HRMANGEMENT IS THE

PLANNING ORGANIZING DIRECTING AND

CONTROLLING & PROCUREMENT , DEVLOPMENT

COMPENSATION ,INTERGRATION ,MAINTENANCE

AND SEPRATION OF HUMAN RESOURES TO THE

END THAT INDIVIDUALORGANIZATION AND

SOCIALOBJECTIVES AREACCOMPLISHED.


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SCOPEOF HRM IS VERY VASTAS IT INCLUDES ALLACTIVITIES OFA

WORKERFROM THE TIME HE ENTERS INTOAN

ORGANIZATION AND TILL HE LEAVES AND SOMETIME

EVEN AFTERTHAT.

JOB ANALYSIS

JOB DESIGN

RECRUITMENT, SELECTION, ORIENTATION ,

PLACEMENT, TRAINING & DEVELOPMENT,

REMUNERATION, MOTIVATION AND SOON.


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HRM FEATURES HR IS HETEROGENEOUS

HR- IS THEPRODUCTOF THEIR BIOLOGICAL

INHERITANCEAND INTERACTION WITH THEIR

ENVIRONMENT, FAMILYRELATIONSHIP, BACKGROUND,

EDUCATIONALACCOMPLISHMENTAND SOON.

COMPREHENSIVE FUNCTION- PEOPLEOFALL LEVELS

HAVE TO BE MANAGED

ACTION ORIENTED- ITDOES NOTONLYDORECORD

KEEPING AS IN PERSONNEL MANAGEMENT ITANALYSIS

PROBLEMS AND SUGGESTS SOLUTIONS.


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QUALITYOF HRM INFLUENCES THEORGANIZATION

ACHIEVEMENT

INDIVIDUALORIENTATION

PERVASIVE FUNCTION- ALLORGANIZATION, ALL LEVELS

ANDALLDEPARTMENTS

DEVELOPMENTORIENTED- OF EMPLOYEEAND

ORGANIZATION.

CONTINUOUS FUNCTION

FUTUREORIENTED- HELPS ORGANIZATION ACHIEVE ITFUTURE GOALS

CHALLENGING FUNCTION- DYNAMIC NATUREOFPEOPLE


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Both a science and art

It helps overcome resistance to change

Staff function

Young disciple

It is the nervous system of an organization


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HRM V/S PERSONNEL MANAGEMENT

View people as asset.

People to be trainedand developed

Promotes mutuality-growth, goals andrewards

Hrm is a part ofstrategic management

of business. Human resource

department is veryessential and thereforethe employees of HR

Dept should be the best

Labor is a tool the

behavior of which can be

people manipulated for

the benefit of

organization and

replaced when worn out

Not productive

employees were madethe part of hr dept

A routine activity to hire

new employees and to

maintain records

HRM Personnel Management


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OBJECTIVES OF HRM

SOCIETALOBJECTIVE

ORGANIZATION OBJECTIVE

FUNCTIONALOBJECTIVE

PERSONNELOBJECTIVE


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HR POLICY APOLICY IS APLAN OFACTION .

ORG NEED TO EVOLVE HRPOLICIES AS THEY ENSURE

CONSISTENCY & UNIFORMITY IN TREATING PEOPLE.

THEY MOTIVATE & BUILD LOYALTY

POLICIES BECOME BENCHMARKTOCOMPARE &

EVALUATEPERFORMANCE.

POLICIES HOWEVERDONTDESCRIBE HOW IT SHOULD BE

IMPLEMENTED.

SOUNDPOLICY HELPRESOLVECONFLICTS


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POLICIES SHOULD BE STABLEAS ITCREATESSECURITY & REMOVES UNCERTAINTY FROM THE MINDS

OF THE EMPLOYEES

SHOULD NOT BERIGID

SHOULDREFLECT THE GOALS & VALUES OF

ORGANIZATION

SHOULD BEREALISTIC & EASY TO IMPLEMENT

SHOULD HELPKEEP BOTH EMPLOYEEAND EMPLOYERSATISFIED


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EXAMPLE- HULPOLICY

|CHILD LABOUR-OURRECRUITMENTPOLICY

DOESN'TPERMIT ENGAGEMENTOFCHILD LABOUR

DIRECTLYOR INDIRECTLY. REGULARAUDITSENSURECOMPLIANCEATOUROWN SITES ANDAT

THIRDPARTY LOCATIONS/SITES.}-


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DIVERSITY

WEARECOMMITTED TO MAINTAINING DIVERSITY IN OURWORKING

ENVIRONMENT. WEAGGRESSIVELYPURSUE THE TARGETOFINCREASING THEPROPORTION OF WOMEN IN MANAGEMENT

CADRES. WE HAVEA NUMBEROF GENDER-FRIENDLYPOLICIES SUCH

AS MATERNITY BENEFIT, CAREERBREAK, FLEXI-WORKING, PART-

TIME WORK;

IN 2009, 19% OFOURMANAGERS AND 9% OFOUROFFICERS WERE

WOMEN. OUREIGHT-MEMBERMANAGEMENTCOMMITTEE HAS A

WOMAN MEMBER.


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OURFORMAL EMPLOYMENTAND FITMENTPOLICY

ABSOLUTELYPROHIBITS GENDER-BASED

DISCRIMINATION. NO INCIDENTS OFDISCRIMINATION ORCOMPLAINTS HAVE BEEN

REPORTED IN 2009.

WEAREA MERITDRIVEN ORGANISATION ANDTHIS IS REFLECTED IN THEPOLICIES CONCERNING

RECRUITMENT, TRAINING, ANDPROMOTION WHICH

ENSURE THAT THE BESTPERSON GETS THE JOB,


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FORMULATING HR POLICIES

Past practices in the organization

Prevailing practice in rival company

Attitude and philosophy of founder and existing

top management. Knowledge & experience gained from past


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HRM FUNCTIONS

Planning

Organizing

Staffing

Directing

controlling

MANAGERIALFUNCTIONS

Employment

Human resource development Compensation management

Employee relationsOperativefunction


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ENVIRONMENT OF HRM

Enviroment of hr are all those forces which have

a bearing on the functioning of the HR

department

Internal

External

Environmentof HRM


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EXTERNAL ENVIRONMENTOF HRM

Political &legal

Economic

growth

suppliers

competitors

cultureglobalizatio

ntechnol

ogy


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strategy

Leadership- get the best peopleand set them free-JRD Tata

Organization culture

Growth position of company

INTERNAL FORCES


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LINE&STAFF

THEDEPARTMENTAND EMPLOYEEOFA FIRM

THATPERFORM THECOREACTIVITIES AND

CONTRIBUTE TO ITS BUSINESS DIRECTLYARE

CALLED LINE FUNCTION.

DEPARTMENTAND EMPLOYEES THATPERFORM

FUNCTION ANDCONTRIBUTE INDIRECTLY TO THE

BUSINESS OFA FIRM ARE TERMEDAS STAFF

HRM AS LINERESPONSIBILITY

HRM AS STAFF


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CHALLENGES OF HRM

INADEQUATE SUPPLYOF WORKERS WITH NEEDED

SKILLS

INCREASING WORKFORCEDIVERSITY- MELTING

BOWL TO SALADPOTMORE WOMEN WORKFORCE

WORKING MOTHERS ANDCHILDCARE

RIGHT SIZING

FLATTERORGANIZATION

REDUCED LOYALTY

MERGERS

DUALCARRERCOUPLES


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OURSOURCING OUTSOURCING IS AN ALLOCATION OF SPECIFIC

BUSINESS PROCESSES TOA SPECIALISTEXTERNAL SERVICEPROVIDER. MOSTOF THE

TIMES AN ORGANIZATION CANNOT HANDLEALL

ASPECTS OFA BUSINESS PROCESS INTERNALLY.

ADDITIONALLY SOMEPROCESSES ARE

TEMPORARYAND THEORGANIZATION DOES NOTINTEND TO HIRE IN-HOUSEPROFESSIONALS TO

PERFORM THE TASKS. ONCE THE TASK IS

OUTSOURCED TO THE SERVICEPROVIDER, HE WILLTAKE THERESPONSIBILITYOFCARRYING OUT

THE TASKS AND MAINTAINING THE

ORGANIZATIONS ASSETS


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SWIFTNESS ANDEXPERTISE

CONCENTRATING ON

COREPROCESS

RATHERTHAN THESUPPORTING ONES:

REDUCEDOPERATIONALAND

RECRUITMENTCOSTS

RISKOF EXPOSING

CONFIDENTIALDATA

LACKOFCUSTOMER

FOCUS

LACKOFCONTROL

HIDDEN COSTS

ADVANTAGES OFOUTSOURCING

DISADVANTAGES OFOUTSOURCING


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OUTPLACEMENT

OUTPLACEMENT IS A TERM USED TODESCRIBEEFFORTS MADE BYADOWNSIZING COMPANY TO

HELP FORMEREMPLOYEES BY HELPING THEM

FIND NEW JOBS AND HELP THEM RE- ORIENTATE

TO THE JOB MARKET

ACONSULTANCY FIRM USUALLYPROVIDES THE

OUTPLACEMENT SERVICES WHICH AREPAID FORBY THE FORMEREMPLOYERANDAREACHIEVED

THROUGH PRACTICALADVICEAND

PSYCHOLOGICAL SUPPORT.


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ASSISTANCEPROVIDED THROUGH A

THIRD-PARTYCOMPANY

PAID BY THE FORMERCOMPANY.

TO HELPA LAID-OFF EMPLOYEE TOFINDA NEW JOB.


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OUTPLACEMENT FORMER EMPLOYER

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OUTPLACEMENT IS EITHER

DELIVERED THROUGH

INDIVIDUALONE-ON-ONE

SESSIONS OR IN A GROUP

FORMAT.

TOPICS INCLUDECAREER

GUIDANCE, RESUME

WRITING AND INTERVIEW

PREPARATION,

DEVELOPING NETWORKS

AND SOON.


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HISTORY OF OUTPLACEMENTTHE TERM "OUTPLACEMENT" WAS COINED MORE

THAN THIRTY YEARS AGO BY THE FOUNDEROFANEW YORKBASEDCAREERCONSULTANCY.

WITH THE INCREASEDRATES OFDOWNSIZING,

RIGHTSIZING,LAYOFFS, PARTICULARLYDURING

THE 1980S BUSINESSES INCREASINGLY FOUNDANEED FORSOME FORM OFASSISTANCE IN

REDUCING THE TRAUMAOF BOTH DEPARTINGEMPLOYEES AND THOSE WHOREMAIN.

RESEARCH SHOWS THAT LOSING ONE'S JOB IS ONEOF THE MOST STRESSFUL EXPERIENCES A

PERSON CAN FACE, RANKED THIRD BEHIND

DEATH ANDDIVORCE.


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But what does the former

company gains???32


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REASON NO.1

To build the reputation of a caring

company.

(Corporate Social Responsibility)

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REASON NO.2

CHARGES OF DISCRIMINATION AND LAWSUITS

INITIATED BYFORMER COMPANY EXECUTIVES CAN

BE EMBARRASSING AND EXPENSIVE.34


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REASON NO.3

Providing outplacement support

for existing staff helps retain

remaining staff.

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REASON NO.4

Provides moral support and

motivation to the employees36


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Services offered by

Outplacement firm:37


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CAREER EVALUATION

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CAREER GUIDANCE39


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RESUME WRITING& RESUME DISTRIBUTION

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INTERVIEW PREPARATION41


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Other services such as preparing a profile

for career networking platforms like

LinkedIN

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SOME INDIAN OUTPLACEMENT FIRMS ABC International Placement Services

Times International Inc

Bhardwaj & Company Chartered Accountants

International Manpower Resources Pvt. Ltd.

Total Strategic Solutions India Pvt. Ltd.

Designing Solutions, Gurgaon

Esource Global HR

BRAINSTORM PLACEMENTS

Suven Consultants

M-Power HR Solution

Cindy Placements & consultancy Smart Serve H.R. Consultant

Horizon hr Solution Pvt. Ltd.

M.K.CONSULTANT

JOBKOMPASSE

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TCS CASE STUDY

Ref: SiliconIndia Wednesday, 11 March 2009,

Chennai: The employees ofTata Consultancy Services (TCS),

who would be the victims of the company's recent announcement

of massive layoff, may find some relief as the firm plans to help

them in outplacement. The company had said that it will be

slashing around 1,300 employees or one percent of its workforce

across its global centers. The software giant will aid inoutplacement, counseling and alternate positions in

subsidiaries if available and it has also tied up with a few

placement agencies across the country. It has already sacked

around 100 employees in Chennai in the last two weeks.

"Recruitment of experienced professionals has been frozen unless

these are approved by the respective business heads for project-

specific skills. Wherever possible, we look to retain experienced

professionals within the company to take on these roles," Ajoy

Mukherjee, Vice President and Head, Global HR, TCS told.

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SAPIENT CASE STUDY

11 feb,2009

Software major Sapient has laid off 500 employees globally, ofwhich around 300 are from the offices in India - Bangalore, Noida

and Gurgaon - during the weekend.

Sapient, in an official statement, confirmed the lay off and said

that it has laid off 300 employees at its offices in Bangalore,

Noida and Gurgaon.

"In order to adjust to this changing demand environment, Sapient

has exited about 8 per cent of its people. Sapient employs

approximately 6,400 globally and as a result of this

rationalization, 300 people in India have been impacted," the

company spokesperson said.

According to the spokesman of the software major, the laid off

employees have received severance packages and full

outplacement services, and would be considered for rehiring on

a fast track basis if the company finds that it again needs their

skills and experience.

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I


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INTERNATIONAL HUMAN

RESOURCE MANAGEMENT


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IHRM

BROADLYDEFINED, INTERNATIONAL HUMANRESOURCE MANAGEMENT (IHRM) IS THEPROCESS

OFPROCURING, ALLOCATING, AND EFFECTIVELY

UTILISING HUMA

NR

ESO

URC

ES INA

MULTINATIONALCORPORATION.}

IF THE MNC IS SIMPLY EXPORTING ITS PRODUCTS,

WITH ONLYA FEW SMALLOFFICES IN FOREIGNLOCATIONS, THEN THE TASKOF THE

INTERNATIONAL HRMANAGER IS RELATIVELY

SIMP

LE.


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HOWEVER, IN GLOBAL FIRMS HUMAN RESOURCE

MANAGERS MUSTACHIEVE TWO SOMEWHAT

CONFLICTING STRATEGICOBJECTIVES.

FIRST, THEY MUST INTEGRATE HUMAN RESOURCE

POLICIES ANDPRACTICES ACROSS A NUMBEROFSUBSIDIARIES IN DIFFERENTCOUNTRIES SO THAT

OVERALLCORPORATEOBJECTIVES CAN BEACHIEVED.

AT THE SAME TIME, THEAPPROACH TO HRMMUST BE SUFFICIENTLY FLEXIBLE TOALLOW FOR

SIGNIFICA

NTD

IFFER

ENC

ES IN THE TYP

EO

F HR

POLICIES ANDPRACTICES THATARE MOSTEFFECTIVE IN DIFFERENT BUSINESS AND

CULTURAL SETTINGS.


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BARRIERS/FEATURES OF IHRM

CULTURALAWARENESS

LEGALAWARENESS

RESPONSIBILITY TOWARDS FAMILY

DIFFERENT EXPECTATIONS ANDREQUIREMENTOF

EMPLOYEEACROSS CULTURES

MANAGING CROSS CULTURAL TEAMS

DILUTING RISKON BUSINESS FRONTAND

INCREASING RISKON PEOPLE FRONT


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INTERNATIONAL HUMAN RESOURCEMANAGEMENT MODEL

GIVEN BY MORGAN-

HEDEFINED IHRM AS THE INTERPLAYAMONG 3

DIMENSIONS HUMAN RESOURCEACTIVITIES,TYPEOF EMPLOYEES ANDCOUNTRYOF

OPERATIONS}


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An employee who is working and temporarily

residing in a foreign country

Some firms prefer to use the terminternational assignees

WHAT IS AN EXPATRIATE?


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1.Inability of spouse to adjust2.Managers inability to adjust3.Other family problems

4.Managers personal or emotionalmaturity5.Inability to cope with larger

overseas responsibility6.Lack of technical competence7.Difficulties with new environment

REASONS FOR EXPATRIATE FAILURE


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APPROACHES TOMANAGING ANDSTAFFINGSUBSIDIARIES

ETHNOCENTRIC

HOMECOUNTRYAPPROACH

POLYCENTRIC

LOCALAPPROACH

REGIOCENTRIC

REGIONALAPPROACH

GEOCENTRIC/GLOBAL

GLOBALAPPROACH


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Employee and family adjustment

Selecting the right person for the foreign

assignment

Culture and communication Language and communication

ISSUES IN IHRM


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HRM FUNCTIONS

human resourse management unit 1

Documents