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Transcript of Bridge Course Ppt
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HRMIs that part of the Management which is
concerned with :-People at work
Their relationship with the organization
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Human Resource Management
• Utilization of individuals to achieve organizational objectives
• All managers at every level must concern themselves with human resource management
• Five functions
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• It helps to bring the people together and enable them to explore their talent in grow individually and contribute in the success of the organization .
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3. Evolution of HRM in the west
(1) Industrial Revolution: a. Adam Smith: specialization and division of labor.b. Robert Owens: Pioneer of HRM, performance
appraisal and pay for performance (fair treatment of employees)
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(2) Scientific management
Frederic Taylor: Father of scientific managementa. Definition: Systematic analysis and breakdown of work
into the smallest mechanical components and rearranging them into the most efficient combination.
b. Steps: Job analysis—selection—training—rewards.
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(3) Industrial psychology
a. Hneri Fayol’s management functions: Planning, organizing, communicating, coordina- ting
and controlling.b. F. & L. Gilbreth’s principles of work simplification
(time and motion studies).c. Henry Gantt’s principles of work scheduling.d. Continuation of scientific management.
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(4) Human behavior and relations
a. The Hawthorne Studies The happy workers are the most productive
workers. b. Max Weber: the Ideal Bureaucracy.
c. Affected by the theories of behavioral science and system theory.
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(5) Three stages of growth of HRM
a. File Management (1900-1964):collecting and storing data of each employee.
b. Government Accountability (1964-1980): Compliance to government regulations.
c. Human Resource Management: • Treating human resource as an asset.• Emphasizing joint responsibilities of line managers
and staff managers.
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1
Human Resource
Management
Human Resource
Development
Com
pens
atio
n
Staffing
Em
ployee and
Labor Relations
Safety and Health
Human Resource Management Functions
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HRM is :-
• Planning , Controlling , Directing and organising of –
• Procurement ,Compensation ,Development , Integration ,maintenance of Human Resource with the aim that Individual , organizational and Societal objectives are fulfilled . (Flippo)
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Objectives and Scope of HRM
• To provide well trained and well motivated employees
• To utilize the skills and knowledge of the employees efficiently and effectively
• To enhance job satisfaction of the employees • To develop and maintain Quality of work life• To maintain high moral motivation of the
employees
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• To satisfy individual needs and group goals• To enhance Job satisfaction of the employees . •
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FUNCTIONAL AREAS WITHIN HR
• EMPLOYMENT / STAFFING– RECRUITMENT– SELECTION
• TRAINING AND DEVELOPMENT – APPRAISAL– EDUCATION AND DEVELOPMENT
• COMPENSATION– SALARIES, WAGES AND BENEFITS– INCENTIVE PLANS
• EMPLOYEE RELATIONS– GRIEVANCE RESOLUTION– UNION RELATIONS
• HR PLANNING AND RESEARCH– FORECASTING– JOB ANALYSIS– ATTITUDE SURVEYS– VALIDATION STUDIES
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Features of HRM
• People oriented • Action oriented • Individual oriented • Development oriented • Pervasive function • Development function • Interdisciplinary
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• Future oriented • Challenging job• Staff function • Science as well as an art
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Employment / Staffing • Staffing - Process through which organization ensures it always
has proper number of employees with appropriate skills in right jobs at right time to achieve organizational objectives
• Job analysis - Systematic process of determining skills, duties, and knowledge required for performing jobs in organization
• Human resource planning - Systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time .
• Recruitment - Process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, to apply for jobs with an organization
• Selection - Process of choosing from a group of applicants the individual best suited for a particular position and the organization
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Training and Development
• Training - Designed to provide learners with knowledge and skills needed for their present jobs
• Development - Involves learning that goes beyond today's job; it has more long-term focus
• Career development - Formal approach used by organization to ensure that people with proper qualifications and experiences are available when needed
• Organization development - Planned process of improving organization by developing its structures, systems, and processes to improve effectiveness and achieving desired goals
• Performance management - Goal-oriented process directed toward ensuring organizational processes are in place to maximize productivity of employees, teams, and ultimately, the organization
• Performance appraisal - Formal system of review and evaluation of individual or team task performance
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Compensation
• Direct Financial Compensation - Pay that person receives in form of wages, salaries, bonuses, and commissions.
• Indirect Financial Compensation (Benefits) - All financial rewards not included in direct compensation such as paid vacations, sick leave, holidays, and medical insurance.
• Nonfinancial Compensation - Satisfaction that person receives from job itself or from psychological and/or physical environment in which person works.
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Safety and Health
• Employees who work in safe environment and enjoy good health are more likely to be productive and yield long-term benefits to organization.
• Safety - Involves protecting employees from injuries caused by work-related accidents
• Health - Refers to employees' freedom from illness and their general physical and mental well being
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Employee and Labor Relations
• Private-sector union membership has fallen from 39 percent in 1958 to 7.8 percent in 2005.
• Business is required by law to recognize a union and bargain with it in good faith if the firm’s employees want the union to represent them
• Is the function of HR to control workers, or to help them and act as their advocate?
• Resolving personnel grievances and disagreements fairly in both union and union-free environments
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Human Resource Research
• Human resource research pervades all HR functional areas.
• Forecasting and Planning• Job Analysis• Attitude Surveys• Validation Studies• Compensation Surveys
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HRM as Major System
HRM
Development Sub System
Administrative Sub System Preventive Sub
system
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Administrative Sub System
• Recruitment • Induction • Placement • Working conditions • Wage and salary administration
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Developmental Sub System
• Man power Planning • Performance appraisal • Staff welfare • Training and development • Career planning • Organizational Development
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Preventive Sub System
• Grievance Handling • Industrial Relations • Discipline
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Evolution of HRM (Indian Context )
• Beginning of 20th Century –Jobbers • 1931-Labour Welfare officer• After Independence –Personnel Management Shifted concern from welfare to higher
efficiency 1970 –HRM
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• 1980 – New technologies and HRD • 1990- Human Values and Human Capital
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Personnel to HRM Personnel Management HRM
Part of HRM Larger scope
Coping role – reactive Proactive
Maintenance and administrative function Plus developmental function
Routine Strategic
Earlier form Newer form
Inverted orientation Integrated
Procedure designed to achieve maximum efficiency
Procedure designed to reduce Human wastage
Employees treated as nuts and bolts who can be replaced
Employees treated as a part of the system
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Functions of HRM
Managerial function Operative function
Planning Procurement
Organizing Development
Directing Compensation
Controlling Integration
Maintenance
Separation
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Human Resource Executives, Generalists, and Specialists
Vice President, Human
Resources
Vice President, Industrial Relations
Manager, Compensation
Manager, Staffing
Manager, Training and Development
Benefits Analyst
Executive: Generalist: Specialist:
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Traditional Human Resource Functions in a Large Firm
President and CEO
Vice President, Marketing
Vice President, Operations
Vice President, Finance
Vice President, Human
Resources
Manager, Training and Development
Manager, Compensation
Manager, Staffing
Manager, Safety and
Health
Manager, Labor
Relations
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A Possible Evolving HR Organization Example
President and CEO
Vice President, Operations
Vice President, Strategic Human
Resources
Vice President, Finance
Director of Safety
and Health
Training & Development (Outsourced)
Compensation (Shared Service
Centers)
Staffing (more involvement of Line
Managers, etc)
Vice President, Marketing
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Roles and Responsibilities of HRM
1. As a specialist - Should be a source of Information - Facilitator 2. As a change agent 3. As a controller 4. As a liaison man 5. As house keeper 6. As a fire fighter
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Strategic role of HR
• Recruiting talented , experienced and deserving people well in advance
• Improved analysis and HR related cost • Stability and mobility of workforce employed • Organizational effectiveness • Untapped potential of HR
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Recruitment
• It is the process of attracting potential employees for the organization
• It is a positive process ‘• It is to find the right man for the right job
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Objectives of recruitment
• To meet the most ideal source of recruitment• Should be cost effective• Fair and accurate information to the
employees • Should conform to the changing needs of the
organization
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Factors affecting recruitment
• The size of the company • Employment conditions around • Salary and perks offered • Working conditions • Stage of the organization
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The sources of recruitment Internal source External source
Promotions Press advertisements
Transfers Educational Institutions
Employment agencies Individual applications
Recommendations
Recruitment at the factory gate
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Techniques of recruitment
• Direct • Indirect• Third party • Internet
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Steps in recruitment process
• Requisition for recruitment from other department
• Identifying the source of recruitment • Communicating the information about the
organization • Encouraging the employees to apply for the job • Evaluating the effectiveness of the recruitment
process .
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Selection
• It is a process of choosing the most suitable candidate from the lot
• It is a process of matching the qualifications with the job requirement
• It is a negative process
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Selection process
• Initial screening • Application blank • Selection test • Employment interview • Medical Examination • Reference check • Final interview
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Methods of selection
• 1)Tests• Apptitude test
– Mental test – Mechanical test2)Achievement Test
- Job knowledge test - Work sample test
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• 3)Personality test – Objective test – Projective test – Situation test 4)Interest test
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Methods of selections (cont..)
• Interviews – Formal interview – Informalinterview – Structured interview – Unstructured interview – Depth interview – stress interview – Group interview – Panel ointerview
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IMPACT OF PERSONAL DIFFERENCES ON HRM
INDIVIDUAL SKILLS & ABILITIES
PERSONALITY
EXPECTATIONS AND ASPIRATIONS
MOTIVATIONEquity TheoryExpectancy TheoryReinforcement Theory
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EQUITY THEORY (ADAMS 65)
• I compare my work outcomes (Om) with my perception of what others’ outcomes are (Oo). I also compare my work inputs (Im) with what I think others are contributing to their jobs (Io).
• If the relative ratio of my outcomes/inputs (Om/Im) is similar to the perceived outcomes/inputs (Oo/Io) of others at work, EQUITY exists and the organization is perceived to be “fair.”
(Om/Im) = (Oo/Io) I feel fairly treated (content)
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POSITIVE & NEGATIVE INEQUITY
• If I believe my outcomes/inputs ratio is more generous than the outcome/input ratio of others, I feel guilty and over-rewarded. This is POSITIVE INEQUITY, and this perception may or may not motivate one to action.
(Om/Im) > (Oo/Io) I feel over-rewarded (guilty)
• If I think my outcomes/inputs ratio is less than the outcome/input ratio of others, I feel frustrated and under-rewarded. This is NEGATIVE INEQUITY, and this perception usually motivates one to act to resolve this “unfair” situation.
(Om/Im) < (Oo/Io) I feel under-rewarded (frustrated)
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LIKELY RESPONSES WHEN INEQUITY IS PERCEIVED
• CHANGE MY OUTCOMES
• CHANGE MY INPUTS
• RECONSIDER THE PERCEIVED RATIOS
• CHANGE “OTHER’S” INPUTS OR OUTCOMES
• CHANGE COMPARISON “OTHER”
• LEAVE THE ORGANIZATION OR WITHDRAW
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EXPECTANCY-VALENCE THEORYTHREE PERCEPTIONS
EXPECTANCY (E P)If I put forth effort (E), what’s the probability that I can achieve the performance objective (P)?
INSTRUMENTALITY (P O)If I achieve the performance objective (P), what’s the probability that a specific outcome (O) or reward will be given to me?
VALENCE (V)How much value (positive or negative) do I attach to receiving this outcome?
MOTIVATION (EFFORT) = (E P) x sum of [(P O)i(V)i]
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REINFORCEMENT THEORY(SKINNER 72)
ASSUMPTIONS:The consequences of past actions will influence our future actionsWe repeat behaviors which lead to rewards and are satisfyingWe reduce behaviors which go unrewarded or lead to punishmentThus, tie valued rewards to desired behaviors in the workplace
TYPES OF REINFORCEMENTPOSITIVEAVOIDANCE (NEGATIVE)EXTINCTIONPUNISHMENT
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SCHEDULES OF REINFORCEMENT
CONTINUOUS (every time)
INTERMITTENT (not every time)Fixed-RatioFixed-IntervalVariable-RatioVariable-Interval
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CURRENT TRENDS IN HR
• EMPHASIS ON STRATEGIC PLANNING & SUCCESSION– VP of HR is a Strategic Manager, Management Succession Planning
• EMPHASIS ON COST-RELATED ISSUES / COST CONTROL– Global Competition, Outsourcing and Downsizing
• NEW SPECIALTIES EMERGING IN HR– HR Planning, International HR, Employee Assistance Programs
• PROFESSIONALIZATION OF HR MANAGEMENT– Professional HR Societies & HRCI (Certification Institute)
• THE INTERNET REVOLUTION– Electronic Recruiting, Records Management, and HRIS