Module 1- Introduction to Human Resource Management

7/30/2019 Module 1- Introduction to Human Resource Management

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MODULE 1- INTRODUCTION TO

HUMAN RESOURCE

MANAGEMENT

MBA 2ND TRIMESTERMs. Anubha

Faculty HR

ARIMT


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DEFINITION

The planning, organizing, directing and controlling of the

procurement, development, compensation, integration,

maintenance and reproduction of human resources to the end that

individual, organizational and societal objectives are

accomplished.


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CHARACTERISTICS OF HUMAN

RESOURCE MANAGEMENT

Comprehensive function

People oriented

Action oriented

Individual oriented

Development oriented

Continuous function

Future oriented

Challenging function

Staff function


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OBJECTIVES OF HUMAN RESOURCE

MANAGEMENT

To help the organization attain its goals by providing well trained

and well motivated employees.

To employ the skills and knowledge of employees efficiently and

effectively

To enhance job satisfaction and self actualization of employees byencouraging and assisting every employee to realize his/her full

potential


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To establish and maintain productive , self respecting and

internally satisfying working relationships among all the members

of the organization.

To bring about maximum individual development of members of

the organization. To bring about maximum individual development of members of

the organization by providing opportunities for training and

advancement


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To develop and maintain a quality work life which makes

employment in the organization a desirable personal and social

situation.

To maintain high morale and good human relations within the

organization. To recognize and satisfy individual needs and group goals by

offering appropriate monetary and non monetary incentives.


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SCOPE OF HRM

The labor or Human Resource Aspect: it is concerned with man

power planning, recruitment, selection, placement, induction

etc.

The Welfare aspect: this aspect is concerned with working

conditions and amenities such as canteens, crches, rest rooms,wash rooms, etc.

The Industrial Relations Aspect: this is concerned with the

companys relations with the employees. It includes union

management relations, joint consultation, negotiation, collective

bargaining.. Etc.


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DIFFERENCE BETWEEN PERSONNEL

MANAGEMENT AND HRM

PM HRM

Careful delineation of written

contracts

Monitoring Indirect communication

Pay is based on fixed grades

Aim to beyond contract

Nurturing Direct communication

Pay is performance related


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TRADITIONS IN PERSONNEL MANAGEMENTWelfare Up to 1920s Personnel Management

as a personal service to

employees, who are the

clients of personnel officer

Employment

management

Up to 1930s Emphasized the control of

numbers and budgets

and placed stress on

economic efficiency

Bureaucratic 1914 to present The personnel

administrator typical of

many large organizations

operates a


11/2011

Before1890

Industrial

technologies

Disciplinary systems

1900-1910 Employee well

being

Health and safety programs

1920s Task Design

/ Efficiency

Time & motion studies

Employee counseling &

testing

1930s Union of workforce

Passage of labor

laws

Communication programs

Anti Union campaigns

TIME PERIOD

HR Focus

HR Activity


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1940s Employee benefits

and compensation

Wage increases

Cost of living adjustments

1950s Employee

relations/Specializ

ed functions

Training & Development

Separate divisions within personnel

established

1960s Employee

Participation

Employee

Involvement/Management by

Objectives

1970s Government

interventions

Employee rights issues now

regulated in areas of discrimination,

safety and health etc.


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THE FOMBRUN, TICHY AND DEVANNA MODEL

OF HRM (FOMBRUN ET AL.,1984)

Perormance

Human resourcedevelopment

Appraisals

Rewards

selection


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THE HARVARD MODEL OF HRM (BEER ET AL.,1984)

STAKEHOLDER

INTEREST

SHAREHOLDERS

MANAGEMENT

EMPLOYEE GROUPS

GOVERNMENT

COMMUNITY

UNIONS

Situational factors

Workforce

characteristics

Business Strategy

Management philosophy

Labor market

Unions

Task technologyLaws and societal values

HRM Policy

Choices

EmployeeInfluence

Human Resource-

flows

Reward systems

Work systems

HR Outcomes

Commitment

Competence

Congruence

Cost

effectiveness

Long term

Consequences

Individual

Well being

Organizational

Effectiveness

Societal

Well being


15/2015

THE GUEST MODEL OF

HRM,1997HRM

STRATEGY

HRM

PRACTICES

HRM

OUTCOMES

BEHAVI

OUROUTCO

MES

PERFOR

MANCEOUTCO

MES

FINANCI

ALOUTCO

MES

Differenti-

ation ( Inno

vation

Focus

(Quality)

Cost

(Cost-red-

-ction)

Selection

Training

Appraisal

Rewards

Job design

Involvement

Status and

Security

Commit-

-ment

Quality

Flexibility

Effort/

Motivation

Cooperatio

n

Involvement

Organiza-

-tional

citizenship

High:

Productivity

QualityInnovation

Low:

AbsenceLabor

turnover

Conflict

Customer

complaints

Profits

ROI


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CHANGING FOCUS & PRIORITIES OF HR

AUTHOR KEY CONCEPT HR PRIORITIES

Lawler(1995)

HR is a major player

In creatingorganizational

capability

Development of

people and

organizations

Leveraging

competencies

Managing learning

linkages

Leadership

development

Building


17/2017

Ulrich, Brock bank,

Yeung,&Lake(1993)

HR has a new

strategicagenda

External customer

satisfaction

Management of

change

Teamwork capability

Culture and systems

to support Total Quality

Management


18/2018

Towers

Perrin(1992)

HR actions gain

importance for

creatingcompetitive

advantage

Business

directions,problems, and

plans

Rewarding

employees forcustomer service

and quality

Identify high

potential

employees early


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Schuler(1990)

HR issues are

people relatedbusiness issues

Managing for

employee

competence

Managing workforce

diversity

Managing

competitiveness

Managing for

globalization


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Geer glades (1990) HR areas have

great impact onorganizational

performance

Leadership

Organizational

cultureStrategy in the

management of HR

Module 1- Introduction to Human Resource Management

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