managing people at work
TRANSCRIPT
Jayadeva de SilvaJayadeva de Silva
Human Human Resource Resource ManagementManagementJayadeva de SilvaJayadeva de SilvaM.Sc,MBIM,FIPM,FITDM.Sc,MBIM,FIPM,FITD
Managing People at Work
About meAbout me
Page Page 44
Jayadeva de Silva
How many F's does the How many F's does the following passage contain?following passage contain?
Finished files are the resultFinished files are the resultof years of scientific studyof years of scientific studycombined with the experiencecombined with the experienceof years...of years...
How many F's does the How many F's does the following passage contain?following passage contain?
Finished files are the resultFinished files are the resultof years of scientific studyof years of scientific studycombined with the experiencecombined with the experienceof years...of years...
Course Code & Title Course Code & Title PGDBM PGDBM 1206 Managing People 1206 Managing People
Hours Hours 45 hours 45 hours Number of Credits Number of Credits 3 3
The aim of this module is to examine a The aim of this module is to examine a number of topics in the field of human number of topics in the field of human resource management from the point resource management from the point of view of both theory and practice.of view of both theory and practice.
By making extensive use of research By making extensive use of research evidence, the module aims to highlight evidence, the module aims to highlight to managers the problems and to managers the problems and dilemmas that can frequently emerge dilemmas that can frequently emerge in the implementation of human in the implementation of human resource practices and how to resolve resource practices and how to resolve those practical issues. those practical issues.
At the completion of this module, students At the completion of this module, students should be able to; should be able to;
gain an understanding of key terms, gain an understanding of key terms, theories/concepts and practices within theories/concepts and practices within the field of human resource the field of human resource management. management.
identify and analyze problems in the identify and analyze problems in the field of HRM and be able to provide field of HRM and be able to provide innovative solutions. innovative solutions.
be able to identify and appreciate the be able to identify and appreciate the significance of ethical issues in HR significance of ethical issues in HR practices and the management of practices and the management of people in the workplace. people in the workplace.
obtain the practical skills required obtain the practical skills required by managers actively engaged in the by managers actively engaged in the strategic management of people strategic management of people within organizations. within organizations.
demonstrate competence in skills demonstrate competence in skills related to managing peoplerelated to managing people
No of Hours No of Hours Topic Topic Discussion Discussion Areas Areas
6hrs 6hrs Introduction Introduction Definition of Human ResourceDefinition of Human Resource Management Management Evolution of HRM Evolution of HRM Functions of HRM Functions of HRM Business Strategy and HRM Business Strategy and HRM Human Resource Department Human Resource Department
6hrs 6hrs Employment Planning Employment Planning Job design Job design Job Analysis Job Analysis Human Resource Planning Human Resource Planning
6hrs 6hrs Employee Staffing Employee Staffing Recruitment Recruitment Selection Selection Hiring Hiring Employee Induction Employee Induction
9hrs 9hrs Human Resource Human Resource Development Development
Employee Performance Evaluation Employee Performance Evaluation Training and Development Training and Development Career Management Career Management
6hrs 6hrs Reward Management Reward Management Pay Management Pay Management Employee Welfare Management Employee Welfare Management
9hrs 9hrs Employee and Labour Employee and Labour relations relations
Health and Safety Management Health and Safety Management Employee discipline management Employee discipline management Labour Management Relations Labour Management Relations Grievance Handling Grievance Handling
3hrs 3hrs Group/Individual Group/Individual Presentations Presentations
Page Page 1818
. Course Text . Course Text Opatha, H.H.D.N.P. (2012) Human Opatha, H.H.D.N.P. (2012) Human Resource Management 3rd Resource Management 3rd Edition Author Publication Edition Author Publication
Supplementary ReadingsSupplementary ReadingsAmstrong M. (2012) Hand Book Amstrong M. (2012) Hand Book On Human Resource Mangement On Human Resource Mangement Practices, 12th Edition Kogan Practices, 12th Edition Kogan Page, London & Philadelphia Page, London & Philadelphia
Dessler G. (2012) Human Resource Dessler G. (2012) Human Resource Managemnt 13th Edition, Prentice –Managemnt 13th Edition, Prentice –Hall India Ltd, New Delhi Hall India Ltd, New Delhi
CD ?CD ? Michael ArmstrongMichael ArmstrongHandbook on HUMAN RESOURCEHandbook on HUMAN RESOURCEMANAGEMENT PRACTICEMANAGEMENT PRACTICE
Jayadeva de Silva- Humantalents Jayadeva de Silva- Humantalents ManagementManagement
http://www.slideshare.net/Jayadeva/http://www.slideshare.net/Jayadeva/humantalents-management-humantalents-management-byjayadeva-de-silvabyjayadeva-de-silva
Evaluation Strategy: Evaluation Strategy: Students will be evaluated on the basis Students will be evaluated on the basis
of a group assignment, classroom of a group assignment, classroom assessments, and end-term exam. assessments, and end-term exam. The weightage given to each of these The weightage given to each of these units is listed below: units is listed below:
Assessments 50% Assessments 50% End Term Exam 50% End Term Exam 50%
Instructions to StudentsInstructions to Students
Listen to the Lecture InputsPPT is used as a Visual Aid only
Take your own notes
A new study A new study finds that if finds that if you want to you want to better absorb better absorb concepts over concepts over the long-the long-term, it’s term, it’s better to take better to take notes by notes by hand.hand.Jayadeva de Jayadeva de SilvaSilva
A message to all students
Historical PerspectiveHistorical Perspective
And after that
Let us recap what we reviewed so farLet us recap what we reviewed so far
HISTORICAL PERSPECTIVEHISTORICAL PERSPECTIVE
Principles of scientific managementPrinciples of scientific management (F.W. Taylor) (F.W. Taylor) Emergence of Human Relations SchoolEmergence of Human Relations School George Elton Mayo & "Hawthorne George Elton Mayo & "Hawthorne
experiments". This effort comprised of 04 experiments". This effort comprised of 04 experiments which indicated that the experiments which indicated that the human factor has an effect on work, Social human factor has an effect on work, Social needs at work are as important as work are needs at work are as important as work are as important as economic & physical needs.as important as economic & physical needs.
Further studies on the human factorFurther studies on the human factor– Abraham Maslow:Abraham Maslow: Hierarchy of NeedsHierarchy of Needs– F. Herzberg:F. Herzberg: 2 Factors Theory – 2 Factors Theory –
Hygiene Factors, Motivational Factors Hygiene Factors, Motivational Factors – D. Mac Gregor:D. Mac Gregor: 'X' and 'Y' Theory, 'X' and 'Y' Theory,
"Human Side of Enterprise" "Human Side of Enterprise" – Blake & Moulton:Blake & Moulton: "Managerial Grid" "Managerial Grid"
Styles of Managerial LeadershipStyles of Managerial Leadership
HUMAN RESOURCE HUMAN RESOURCE MANAGEMENT - CONCEPTMANAGEMENT - CONCEPT
Modern term for personnel management Modern term for personnel management or personnel administration.or personnel administration.
It is considered as a resource amongst It is considered as a resource amongst other resources to be utilized, managed to other resources to be utilized, managed to achieve organizational objectives.achieve organizational objectives.– Something valuableSomething valuable– To be carefullyTo be carefully– To be compensatedTo be compensated– To be developed To be developed – To be maintainedTo be maintained– To be retainedTo be retained
HUMAN RESOURCE IN THE HUMAN RESOURCE IN THE TOTAL MANAGEMENT PROCESSTOTAL MANAGEMENT PROCESS The significance/ importance of the human The significance/ importance of the human
resource.resource. Organization's policy towards managing the Organization's policy towards managing the
Human ResourceHuman Resource– Acceptance by the management that people are Acceptance by the management that people are
an important resourcean important resource– It is a part of the corporate philosophyIt is a part of the corporate philosophy– However most important is the faithful However most important is the faithful
adherence to the principle: This should be adherence to the principle: This should be manifested in the behaviour of managers manifested in the behaviour of managers (Leaders)(Leaders)
Manager's responsibility in achieving results Manager's responsibility in achieving results through people.through people.
CORPORATE POLICY ON CORPORATE POLICY ON HUMAN RESOURCESHUMAN RESOURCES
"Our company considers its employees, "Our company considers its employees, as it's most valuable asset. Their as it's most valuable asset. Their development, progress, welfare, development, progress, welfare, contentment will receive due priority and contentment will receive due priority and will be carried out continuously. While will be carried out continuously. While the primary objective of the company is the primary objective of the company is achieving steady growth in profitability achieving steady growth in profitability and asset. It will always be mindful of the and asset. It will always be mindful of the need to maintain, develop and look after need to maintain, develop and look after its most valuable asset; it's employees."its most valuable asset; it's employees."
AIMManagement Process
Main facets of H.R.M
PlaningOrganizingDirecting/ LeadingMonitoring
ProcurementCompensationDevelopmentIntegrationMaintenance
To Achieve Organization Goals
LINKING H.R.M. FUNCTION TO THE MANAGEMENT PROCESS
Management ProcessManagement Process
Planning: The determination of H.R. Planning: The determination of H.R. systems in advance after careful analysis.systems in advance after careful analysis.
Organizing: Establishment of an Organizing: Establishment of an organization necessary to carry out a pre-organization necessary to carry out a pre-determinated plan (Structures – Systems – determinated plan (Structures – Systems – Relationship)Relationship)
Directing: The task of translating a plan into Directing: The task of translating a plan into action.action.
Monitoring: To ensure that activities are Monitoring: To ensure that activities are taking place according to the plan & take taking place according to the plan & take corrective measures where necessarycorrective measures where necessary
Main Facets of HRMMain Facets of HRM
Procurement: To obtain suitable Procurement: To obtain suitable personnelpersonnel
Compensate: To reward for their Compensate: To reward for their contributioncontribution
Development: To train & develop them Development: To train & develop them as whole personsas whole persons
Integrate: Harmonize individual's Integrate: Harmonize individual's objectives with organization's object.objectives with organization's object.
Maintain: To retain them as contended Maintain: To retain them as contended employeesemployees
HUMAN RESOURCE HUMAN RESOURCE MANAGEMENT: DEFINITIONSMANAGEMENT: DEFINITIONS
"Personnel management is the part "Personnel management is the part of management concerned with the of management concerned with the people at work & their relations people at work & their relations within the enterprise. It applies not within the enterprise. It applies not only to industry commerce but to all only to industry commerce but to all fields of employment"fields of employment"
I.P.M. (U.K)I.P.M. (U.K)
"Personnel Management is that "Personnel Management is that function of an enterprise which function of an enterprise which provides for effective utilization of provides for effective utilization of Human Resource to achieve both Human Resource to achieve both objectives of enterprise, satisfaction, objectives of enterprise, satisfaction, development of the employee"development of the employee"– GlueckGlueck
"Human Resources Management "Human Resources Management encompasses those objectives encompasses those objectives designed to provide for & Co-designed to provide for & Co-ordinate the Human Resources of an ordinate the Human Resources of an organization"organization"– Byers & RueByers & Rue
"Personnel Management is a series of "Personnel Management is a series of activities which trust enable working activities which trust enable working people and the business which use people and the business which use new skills to agree about the new skills to agree about the objectives and nature of their objectives and nature of their working relationships and secondly working relationships and secondly ensures the agreement is fulfilledensures the agreement is fulfilled
Torrinton & HallTorrinton & Hall
Personnel Management Vs. Personnel Management Vs. HRMHRM
– Difference is really matter of opinionDifference is really matter of opinion– Similarities greater than differencesSimilarities greater than differences– In correct to say Old/ Modern or Right/ Wrong In correct to say Old/ Modern or Right/ Wrong – Human Resource Management is only the re-Human Resource Management is only the re-
positioning of the Personnel Function to meet positioning of the Personnel Function to meet emerging demandsemerging demands
– It provides the focusIt provides the focus Human Human asset asset ManagementManagement Human Human CapitalCapital Management Management Human Human TalentTalent Management Management
Human talentsManagement
Humantalents Management
Human Talent ManagementHuman Talent Management
KEY RESULT AREAS OF HR KEY RESULT AREAS OF HR FUNCTIONFUNCTION
Human Resource planningHuman Resource planning– Assessment of present & future Assessment of present & future
requirementsrequirements– Recruitment on a planned basisRecruitment on a planned basis– Continuous control & monitoring Continuous control & monitoring – Job Analysis, Job Design, Job Description Job Analysis, Job Design, Job Description
and Persons specificationand Persons specification
Management of compensation systemsManagement of compensation systems– The determination Salary and wage levelsThe determination Salary and wage levels– Incentive schemesIncentive schemes– Fringe benefitsFringe benefits– Maintenance of competitive terms.Maintenance of competitive terms.– Employee Cost, ProductivityEmployee Cost, Productivity
Performance managementPerformance management– Performance review systemsPerformance review systems– Progression schemesProgression schemes– Career planningCareer planning– Succession planningSuccession planning
Human resource developmentHuman resource development– Training & development to meet Training & development to meet
organizational & individual needs.organizational & individual needs.– Role of Training & Development Role of Training & Development
T & D need analysisT & D need analysis Resourcing of TrainingResourcing of Training Evaluation of TrainingEvaluation of Training Developing and Managing Human TalentDeveloping and Managing Human Talent
Employee relationsEmployee relations– Maintenance of disciplineMaintenance of discipline– Leave & absenteeismLeave & absenteeism– Employee Communication/ RelationshipsEmployee Communication/ Relationships– Employee counselling/ GuidanceEmployee counselling/ Guidance– Industrial safety & HealthIndustrial safety & Health– Building Employee CommitmentBuilding Employee Commitment
Employee servicesEmployee services– Policy on employee welfarePolicy on employee welfare– Managing Welfare Services (Medical, Managing Welfare Services (Medical,
Loan, Canteen, Uniform etc.)Loan, Canteen, Uniform etc.)– Work environmentWork environment– Quality of Work LifeQuality of Work Life
Industrial RelationsIndustrial Relations– Union- Management relationsUnion- Management relations– Collective bargaining/ agreementsCollective bargaining/ agreements– Grievance settlement procedureGrievance settlement procedure– Conflict resolutionConflict resolution
HR Systems procedures & practicesHR Systems procedures & practices Maintenance and reviewMaintenance and review Changes/ Improvements and Changes/ Improvements and
formulationformulation
ROLE OF H.R.M. DIVISIONROLE OF H.R.M. DIVISION To formulate implement & monitor H.R. systems To formulate implement & monitor H.R. systems
in regard to the management of employees in regard to the management of employees effectively in order to achieve corporate effectively in order to achieve corporate objectives as well as meeting the needs and objectives as well as meeting the needs and aspirations of employees.aspirations of employees.
Assist the line management and collaborate with Assist the line management and collaborate with them in the management of their employees them in the management of their employees effectively through a process of providing effectively through a process of providing effective H.R.M. services.effective H.R.M. services.
Constantly review current H.R.M. systems & Constantly review current H.R.M. systems & change/ improve same in order to meet emerging change/ improve same in order to meet emerging demands of a dynamic business environment.demands of a dynamic business environment.
ROLE OF HUMAN RESOURCE ROLE OF HUMAN RESOURCE MANAGERMANAGER
A member of the corporate (top) management teamA member of the corporate (top) management team Mission:Mission: To plan, organize, execute & monitor all aspects of To plan, organize, execute & monitor all aspects of
managing the human resource function and thereby managing the human resource function and thereby ensure the optimisation of the human resource in ensure the optimisation of the human resource in order to achieve organizational objective, whilst order to achieve organizational objective, whilst satisfying the needs & aspirations of employees. satisfying the needs & aspirations of employees.
An effective leader/ managerAn effective leader/ manager An administratorAn administrator A strategistA strategist A psychologistA psychologist A counsellorA counsellor A prophetA prophet
STRATEGIC HUMAN STRATEGIC HUMAN RESOURCES MANAGEMENTRESOURCES MANAGEMENT
Employees are central to achieving Employees are central to achieving competitive advantagecompetitive advantage– Core CompetenciesCore Competencies– Employee CommitmentEmployee Commitment
Strategic HRM defined as Strategic HRM defined as "The linking of HRM with Strategic Goals and "The linking of HRM with Strategic Goals and
Objectives in order to improve Business Objectives in order to improve Business Performance and Develop Organisational Performance and Develop Organisational Cultures that foster Innovation and Cultures that foster Innovation and Flexibility"Flexibility"
In other words - In other words - The pattern of planned Human Resource The pattern of planned Human Resource
Deployment Activities is geared to achieve Deployment Activities is geared to achieve Organisational GoalsOrganisational Goals
It is more than providing advice/ consulting or It is more than providing advice/ consulting or to adapt individual HR practices to fit specific to adapt individual HR practices to fit specific corporate and competitive strategies.corporate and competitive strategies.
HRM should be an equal partner in the HRM should be an equal partner in the Strategic Planning Process. In both Strategic Planning Process. In both formulation and implementation of the formulation and implementation of the company's organisation-wide and competitive company's organisation-wide and competitive strategies.strategies.
A NEW MANDATE FOR HR – A NEW MANDATE FOR HR – Dave UlichDave Ulich
HR has beleaguered reputation. It is HR has beleaguered reputation. It is said that HR is often Ineffective, said that HR is often Ineffective, Incompetent and Costly. It is value Incompetent and Costly. It is value sappingsapping
But the truth is HR has never been But the truth is HR has never been more necessary.more necessary.
– Should we do away with HR?Should we do away with HR?– What should we do with HR?What should we do with HR?
Answer !Answer ! The answer: Create an entirely new role The answer: Create an entirely new role
and agenda for HRand agenda for HR Not on traditional activities such as Not on traditional activities such as
Staffing, Compensation but on outcomesStaffing, Compensation but on outcomes HR should be defined byHR should be defined by Not by what it doesNot by what it does But by what it delivers Results that But by what it delivers Results that
enrich Organisation's value to enrich Organisation's value to Customers, Investors and Employees.Customers, Investors and Employees.
HR CAN HELP DELIVER HR CAN HELP DELIVER ORGANISATIONAL EXCELLENCE ORGANISATIONAL EXCELLENCE
IN FOUR WAYSIN FOUR WAYS A A partner with senior and line managers in partner with senior and line managers in
strategy execution move planning from strategy execution move planning from conference room to market place.conference room to market place.
To become an exert in the way work is organised To become an exert in the way work is organised and executed provide administrative efficiency and executed provide administrative efficiency reduce cost; enhance qualityreduce cost; enhance quality
A champion for employees vigorously A champion for employees vigorously representing their concerns to senior representing their concerns to senior management at the same time working to management at the same time working to increase their contribution commitment and increase their contribution commitment and ability to deliver resultsability to deliver results
To become an agent of continuous transformation, To become an agent of continuous transformation, shaping processes a culture that together improve shaping processes a culture that together improve an organisation's capacity for change.an organisation's capacity for change.
HUMAN RESOURCE HUMAN RESOURCE MANAGEMENT - FUTUREMANAGEMENT - FUTURE
Increasingly becoming important & Increasingly becoming important & critical for organizational success.critical for organizational success.
A distinct discipline; A specialist role.A distinct discipline; A specialist role. Role acceptance by top managementRole acceptance by top management Role played by the line managementRole played by the line management
Educated & intelligent workforce, but Educated & intelligent workforce, but the education not fitting to the education not fitting to organizational requirements.organizational requirements.
Volatile workforce with high Volatile workforce with high aspirations.aspirations.
Industrial relations: Aggressive trade Industrial relations: Aggressive trade unionsunions
External interferenceExternal interference
Implications of new technologyImplications of new technology People productivityPeople productivity Skills in managing people.Skills in managing people. Need to add value to HR functionNeed to add value to HR function These challenges could be met byThese challenges could be met by
Positive Attitude/ approach by top Positive Attitude/ approach by top management.management.
Involvement of the workforceInvolvement of the workforce High degree of professionalism by the High degree of professionalism by the
H.R. SpecialistH.R. Specialist "The greatest challenge in the "The greatest challenge in the
business operation in the 21st century business operation in the 21st century will be managing people and not the will be managing people and not the implication of new technology" implication of new technology"
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QuestionsQuestions
Answer this questionAnswer this question Should organization view human Should organization view human
resources from an investment resources from an investment perspective?perspective?
Discuss the factors that determine Discuss the factors that determine the extent to which an organization the extent to which an organization is investment oriented in its is investment oriented in its management of human resources.management of human resources.