Professional Documents
Culture Documents
Human Resource Management
Human Resource Management
Human Resource Management
INTRODUCTION
1
HUMAN RESOURCE MANAGEMENT
2
HUMAN RESOURCE MANAGEMENT
3
HUMAN RESOURCE MANAGEMENT
How can the business effect What are the current values of the
cultural change? workforce? How can the prevailing
culture be influenced/changed to
help implement a change
programmed?
How can the business respond What technological skills does the
to rapid technological change business currently possess? What
in its markets? additional skills are needed to
respond to technological change?
Can these skills be acquired through
training or do they need to be
recruited?
4
HUMAN RESOURCE MANAGEMENT
under valued
under trained
under utilized
poorly motivated, and consequently
perform well below their true capability
5
HUMAN RESOURCE MANAGEMENT
6
HUMAN RESOURCE MANAGEMENT
FEATURES of HRM :
Organizational management
Personnel administration
Manpower management
Industrial management
7
HUMAN RESOURCE MANAGEMENT
8
HUMAN RESOURCE MANAGEMENT
OBJECTIVES Of HRM
9
HUMAN RESOURCE MANAGEMENT
10
HUMAN RESOURCE MANAGEMENT
organization.
3. To secure the integration of individual or groups within the
organization by co-ordination of the individual and group goals
with those of the organization.
4. To create facilities and opportunities for individual or group
development so as to match it with the growth of the organization.
5. To attain an effective utilization of human resources in the
achievement of organizational goals.
6. To identify and satisfy individual and group needs by providing
adequate and equitable wages, incentives, employee benefits and
social security and measures for challenging work, prestige,
recognition, security, status.
7. To maintain high employees morale and sound human relations
by sustaining and improving the various conditions and facilities.
11
HUMAN RESOURCE MANAGEMENT
Functional objective:
12
HUMAN RESOURCE MANAGEMENT
organisation it serves.
Personal objective:
13
HUMAN RESOURCE MANAGEMENT
14
HUMAN RESOURCE MANAGEMENT
Project management
Consulting skills
Entrepreneurship
Self management
Communication skills
Facilitation skills
Presentation skills
Skills for transforming groups into self-directed mutually
controlled high performing work teams
Trans-cultural skills
Mediation & arbitration skills
Financial skills
Problem-solving
Diagnostic skills
15
HUMAN RESOURCE MANAGEMENT
Strategic perspective
Organisation design
Change management
Corporate Wellness management
PEOPLE ACQUISITION AND DEVELOPMENT
Staffing the organisation
Training & development
Career Management
Performance Management
Industrial relations
ADMINISTRATION OF POLICIES , PROGRAMMES &
PRACTICES
Compensation management
Information management
Administrative management
Financial management
16
HUMAN RESOURCE MANAGEMENT
17
HUMAN RESOURCE MANAGEMENT
what the individuals seek to have, and then try to match it with
the organisational needs. Training and development programs
from part of OD while training and development are the most
decisive aspects of HRD too.
At present, therefore, the end result of both HRD and OD are
pre-received as synonymous. Of course, no change can be
effectively and totally incorporated nor their result achieved,
overnight. It need constant effort and continuous monitoring for a
considerably long period. This efforts must go on simultaneously
HRM strategy.
HRM has its various tools like appraisal schemes feedback
system, quality circle and organisation development interventions,
Team-grouping, MbO objective setting, consensus in decision
making, and so on. All such tools are useful in HRD also at present,
however training programms seem to dominated the HRD scene.
An effective management information system backed by
information collecting, storing and retrial system and research and
analysis must be the basis for every HRD program. This would
enable the organisation to motivate its own people to strive to be
develop in accordance with the organisational needs(existing and
expected). This HRM is the integrated approach to actuating and
managing the companys own people while deals with the process
of developing people in accordance with their aspirations and to
suit the organisational needs. Both are not synonyms; the letter is
18
HUMAN RESOURCE MANAGEMENT
19
HUMAN RESOURCE MANAGEMENT
20
HUMAN RESOURCE MANAGEMENT
21
HUMAN RESOURCE MANAGEMENT
22
HUMAN RESOURCE MANAGEMENT
23
HUMAN RESOURCE MANAGEMENT
24
HUMAN RESOURCE MANAGEMENT
Leaderless groups
25
HUMAN RESOURCE MANAGEMENT
Command exercises
Group problem solving
26
HUMAN RESOURCE MANAGEMENT
27
HUMAN RESOURCE MANAGEMENT
28
HUMAN RESOURCE MANAGEMENT
29
HUMAN RESOURCE MANAGEMENT
30
HUMAN RESOURCE MANAGEMENT
31
HUMAN RESOURCE MANAGEMENT
32
HUMAN RESOURCE MANAGEMENT
33
HUMAN RESOURCE MANAGEMENT
From this analysis you then need to review the capability of your
personnel department. Complete a SWOT analysis of the
department - consider in detail the department's current areas of
operation, the service levels and competences of your personnel
staff.
34
HUMAN RESOURCE MANAGEMENT
35
HUMAN RESOURCE MANAGEMENT
For each critical issue highlight the options for managerial action
generate, elaborate and create - don't go for the obvious. This is
an important step as frequently people jump for the known rather
than challenge existing assumptions about the way things have
been done in the past. Think about the consequences of taking
various courses of action.
What are the implications for the business and the personnel
function?
36
HUMAN RESOURCE MANAGEMENT
communication
Develop your action plan around the critical issues. Set targets
and dates for the accomplishment of the key objectives.
HRD
37
HUMAN RESOURCE MANAGEMENT
HRD Functions
38
HUMAN RESOURCE MANAGEMENT
Organizational development
Career development
2. Organizational Development:
The process of improving an organizations effectiveness
and members well-being through the application of
behavioral science concepts
Focuses on both macro- and micro-levels
HRD plays the role of a change agent
3.Career Development:
39
HUMAN RESOURCE MANAGEMENT
40
HUMAN RESOURCE MANAGEMENT
1.Strategic management:
It aims to ensure organizational effectiveness for the
foreseeable future e.g., maximizing profits in the next 3 to 5
years.
HRD aims to get managers and workers ready for new
products, procedures, and materials.
41
HUMAN RESOURCE MANAGEMENT
2.Design Phase:
4. Evaluation Phase:
42
HUMAN RESOURCE MANAGEMENT
43
HUMAN RESOURCE MANAGEMENT
44
HUMAN RESOURCE MANAGEMENT
45
HUMAN RESOURCE MANAGEMENT
2. Internal environment:
46
HUMAN RESOURCE MANAGEMENT
7. Psycho-Social environment:
8. Employee Satisfaction:
47
HUMAN RESOURCE MANAGEMENT
9. Modern technology:
48
HUMAN RESOURCE MANAGEMENT
49
HUMAN RESOURCE MANAGEMENT
Limitation of HRM
50
HUMAN RESOURCE MANAGEMENT
HRM Philosophy and thrust must come from the top and
accepted by people at all levels. But unfortunately in many
organization top bosses remains passive leaving the HRD functions
to be carried out by the personal manager waiting for the result to
come. If good result emerges the credit will go to the
magnanimity of the boss and all the discredit remains with the
personal manager. Hence the personnel manager may look at the
HRD programme with suspicion. This is very serious limitation.
Management must be not satisfied with the few training
programme at it happens in some organization now. HRM
functions must constantly strive to determine the actual needs and
an aspiration of the companies own people and plans to satisfy
them, develop their potentiality and use them. But unfortunately
managements productivity and profitability approach still remains
undisturbed in many organizations.
HRM is of recent origin as it lacks universally approved academic
base. Different professionals tent to decline the term in different
ways. Until a general definition is accepted and operational frame
work is universally approved, the approach of the practitioner may
continue this is another draw back. However, a generally accepted
approach is expected to emerge in near future because of the
strenuous efforts of HRM professionals and thinkers.
Most of the HRD programmers are limited to the classroom
training in many organizations. This is another drawback of HRD.
On the job training developmental programmers, carrier planning
51
HUMAN RESOURCE MANAGEMENT
52
HUMAN RESOURCE MANAGEMENT
53
HUMAN RESOURCE MANAGEMENT
54
HUMAN RESOURCE MANAGEMENT
not only their own futures but also future of the organisation. The
HUMAN RESOURCES DEVELOPMENT approach, therefore,
postulates a proactive rather than a reactive approach.
Human Resources are organic and complex and so is their
development. While education is an instrument for the general
development of the individual, HUMAN RESOURCES DEVELOPMENT
in the context of an organisation refers to the improvement in the
capacities and capabilities of the personnel in relation to the needs
of the organisation. It involves the creation of a climate in which
the flower of human knowledge, skill, capabilities and creativity
care bloom. It involves the setting up of systems through which
human capabilities and potential can be identified and topped to
the mutual satisfaction of the individual and the organization.
HUMAN RESOURCES DEVELOPMENT, in the organizational
context, is a process by which employees of an organization are
continuously held in a planned way. Human resources are thought
of as the total knowledge, skills, creative abilities, talents and
aptitudes of an organisations work-force, as well as the values and
attitudes of an individual involved. It is the sum total of inherent
abilities, acquired knowledge and skills represented by the talents
and aptitudes of the employed persons. The HUMAN RESOURCES
DEVELOPMENT is concerned with the improvement of the above
said attributes of an individual as well as a group of persons. It is
the process of increasing the knowledge, the skills and the
capacities of all the people in an undertaking and a society.
55
HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCES
Human resources are a term used to refer to how people are
managed by organizations. The field has moved from a
traditionally administrative function to a strategic one that
recognizes the link between talented and engaged people and
organizational success. The field draws upon concepts developed in
Industrial/Organizational Psychology and System Theory. Human
resources have at least two related interpretations depending on
context. The original usage derives from political economy and
economics, where it was traditionally called labor, one of four
56
HUMAN RESOURCE MANAGEMENT
MANAGEMENT
Human resource management's objective, on the other hand, is
to maximize the return on investment from the organization's
human capital and minimize financial risk. It is the responsibility of
human resource managers in a corporate context to conduct these
activities in an effective, legal, fair, and consistent manner.
KEY FUNCTIONS
Human resource management serves these key functions:
1. Recruitment & Selection
2. Training and Development (People or Organization)
3. Performance Evaluation and Management
4. Promotions/Transfer
5. Redundancy
57
HUMAN RESOURCE MANAGEMENT
MODERN ANALYSIS
58
HUMAN RESOURCE MANAGEMENT
EMPLOYMENT TREND
As person 38th round, there were 255.7 million persons
employed in the usual status sense, that is employed for major
part of time of 365 days reference period. For the purposes of
comparing the 38th round employment estimates with the 32nd
and 27th round employment estimate, an estimate of 31.7 million
marginally employed obtained on the basis of usual subsidiary
status of the non-workers was added to 255.7 million to make it
287.4 million employed.
This number constituted 48.51% of the respective total
population.in 1977-78, as per 32nd round, the total employed
which included marginal workers constituted 42.34% of the
respective total population. This indicated an overall increase of
6.17% in total employment in relation to population during the
period 1977-78 to 1983.
59
HUMAN RESOURCE MANAGEMENT
60
HUMAN RESOURCE MANAGEMENT
INTRODUCTION
61
HUMAN RESOURCE MANAGEMENT
62
HUMAN RESOURCE MANAGEMENT
63
HUMAN RESOURCE MANAGEMENT
64
HUMAN RESOURCE MANAGEMENT
The traditional social ethos from the ancient roots, which was
developed over centuries, underwent profound transformation
during the British rule. Consequently, in the contemporary context
multiple layers of values (core traditional values, individual
managerial values, and situational values) have emerged
(Chatterjee & Pearson 2000). Though the societal values largely
remain very much anchored in the ancient traditions they are
increasingly reflecting corporate priorities and values of global
linkages. But in the arena of globalisation where priorities of
consumerism, technological education, mass media, foreign
investment and trade union culture predominate, newer tensions
are becoming evident. For instance, contemporary Indian multi
national companies and global firms in India have started shifting
their emphasis to human resources with their knowledge and
65
HUMAN RESOURCE MANAGEMENT
Figure 1
Behavioral Anchors in Indian Organisational Life
DECISIONAL Desh Kaal Patra
CUES (place) (Timing) (Actors)
SPIRITUAL Sattava guna Tamas guna Rajas guna
ORIENTATION (Virtue focus) (Negative focus) (Action focus)
Sradha Sneha
INTERPERSONAL Bandhan
(Upward respect / (Downward
RELATIONS (Bonding)
Loyalty) affection)
66
HUMAN RESOURCE MANAGEMENT
67
HUMAN RESOURCE MANAGEMENT
CONTEMPORARY INDIA
68
HUMAN RESOURCE MANAGEMENT
India will have 986 million people of working age in 2030, which
well probably are about 300 million more than in 2007. And by
2050, it is expected India will have 230 million more workers than
China and about 500 million more than the United States of
America (U.S.). It may be noted that half of Indias current
population of 1.1 billion people are under of 25 years of age. While
this fact is a demographic dividend for the economy, it is also a
danger sign for the countrys ability to create new jobs at an
unprecedented rate. As has been pointed out by Meredith (2007).
69
HUMAN RESOURCE MANAGEMENT
70
HUMAN RESOURCE MANAGEMENT
Figure 2
Drivers of Contemporary Indian HRM Trends
71
HUMAN RESOURCE MANAGEMENT
72
HUMAN RESOURCE MANAGEMENT
73
HUMAN RESOURCE MANAGEMENT
74
HUMAN RESOURCE MANAGEMENT
75
HUMAN RESOURCE MANAGEMENT
Management theory
76
HUMAN RESOURCE MANAGEMENT
77
HUMAN RESOURCE MANAGEMENT
Management thinking
78
HUMAN RESOURCE MANAGEMENT
79
HUMAN RESOURCE MANAGEMENT
CONCLUSION
80
HUMAN RESOURCE MANAGEMENT
CASE STUDY:-
In the course of the last two years, the company finds it difficult
to get workers for foundry work. Unsuitable person are appointed
81
HUMAN RESOURCE MANAGEMENT
82
HUMAN RESOURCE MANAGEMENT
Mr. Samant studied the whole issue once again and submitted
his concrete recommendation to the general manager.
{2} How the high labor turnover ratio increases the cost and
reduces the sale?
83
HUMAN RESOURCE MANAGEMENT
[3] Low status among the total labor force of the company.
84
HUMAN RESOURCE MANAGEMENT
{2} How will the high labour turnover ratio increases the
cost and reduces the sale?
Ans: This can be explained with the help of triangle diagram:
COMPANY
EMPLOYEES CUSTOMERS
Interactive Marketing
The right side of the triangle shows the external marketing i.e.
setting promises. It is the normal activity of the firm to develop
price, promotion and distribute the service offering to the
customers. Anything that is communicated to the customers before
service delivery is seen as a part of external marketing.
In the figure at the bottom of the triangle is Interactive
marketing or real-time marketing, where the focus is on the skills
of the employees in handling customers contact. Here the actual
service delivery takes place and the firms employees interact
85
HUMAN RESOURCE MANAGEMENT
The left side of the triangle shows the internal marketing i.e.
enabling the promise. The internal marketing activities of the firm
are to train and motivate its employees to work as a team in order
to deliver the service. It emphasizes on the critical role that
enables the employee to keep the promises made to the customer.
In an organization every single individual plays some role in
marketing, a product or service, and therefore any effort by the
organization by way of training in product handling, customer
knowledge, product knowledge etc. Motivation is an internal
marketing tool. Employee satisfaction and customer satisfaction
are closely linked. Therefore, services marketing Triangle will
collapse, if service employs are unable to deliver the promises
made, which in turn would adversely affect customer satisfaction
and expectations.
86
HUMAN RESOURCE MANAGEMENT
Person work for one or two months and leave the job due to
hard work, unsuitable work atmosphere and low wage rate and for
a new appointed worker company not provide any training facilities
so that the new appointed worker not liable to complete his job
and supply the raw-material to his internal customer with in a sate
time period which increase the cost of production and reduce the
sale because when we marketing the our product that time we
promise the customer to supply good quality of product with in a
time period, if we not supply the product
with in a fixed period that time customer canceling the order.
Due to cancellation of the order sale of the company is decline.
87
HUMAN RESOURCE MANAGEMENT
88
HUMAN RESOURCE MANAGEMENT
Bibliography
- Vipul Prakashan
- P. P. Arya, B. B. Tandon
Wikipedia.
- Dr. V. P. Michael
Himalaya Publications
- Mirza S. Saiyadain
89
HUMAN RESOURCE MANAGEMENT
Meeting Details
90
HUMAN RESOURCE MANAGEMENT
91
HUMAN RESOURCE MANAGEMENT
92