Human resource management

Concept, Objective, Function & Role

Session-1

PERSONNEL MISTAKES
Hire the wrong person for the job Experience high turnover Have your people not doing their best Waste time with useless interviews Have your company in court because of discriminatory actions Have some employees think their salaries are unfair and inequitable relative to others in the organization Allow a lack of training to undermine your departments effectiveness Commit any unfair labor practices

WHAT IS HRM?

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THREE MAIN HR ACTIVITIES

recruiting and selecting suitable people

Obtain

Maintain

Develop

by enhancing employee satisfaction, commitment, loyalty etc.

improving employee knowledge, skills, performance, potential etc.

NATURE
Pervasive force Action oriented Individually oriented People oriented Future oriented Development oriented Integrating mechanism Inter-disciplinary function Continuous function

SCOPE
Personnel aspect Welfare aspect Industrial relation aspect

OBJECTIVES
To help the organization reach its goals To employ the skills and abilities of the workforce efficiently To provide the organization with well-trained and well-motivated employees To increase job satisfaction To develop and maintain QWL To communicate HR policies To be ethically and socially responsive to the needs of the society

IMPORTANCE
Attract and retain talent Train people for challenging roles Develop skills and competencies

Promote team spirit

Develop loyalty and commitment Increase productivity and profits Improve job satisfaction

 Getting results

Basic HR Concept

The bottom line of managing

HR creates value by engaging in activities that produce the employee behaviors the company needs to achieve its strategic goals.

FUNCTIONS OF HRM
MANAGERIAL FUNCTIONS

Planning
Organizing Directing controlling

FUNCTIONS OF HRM
OPERATIVE FUNCTIONS
Procurement Job analysis HRP Recruitment Selection Placement Induction& orientation Internal mobility Development Training Executive development Career planning and development HRD

FUNCTIONS OF HRM
OPERATIVE FUNCTIONS
Motivation and compensation Job design Work scheduling motivation Job evaluation Performance appraisal Compensation administration Incentives and benefits Maintenance Health and safety Employee welfare Social security measures Integration Grievance redressal Discipline Collective bargaining Employee participation and empowerment Trade unions Industrial relations

FUNCTIONS OF HRM
NEW TRENDS
HR Audit HR research HR Accounting HRIS Stress and counseling IHRM

ROLE OF HR MANAGER
Administrative roles
Policy maker Administrative expert Advisor Housekeeper Counselor Welfare officer Legal consultant

Operative roles
Recruiter Trainer, developer and motivator Linking pin Mediator Employee champion

ROLE OF HR MANAGER
Strategic roles
Change agent
Strategic partner

HRM MODELS HRM AND COMPETITIVE ADVANTAGE

SESSION-2

HRM MODELS
Four major models have been identified. These are:
Fombrun, Tichy & Devanna Model The Harvard Model The Guest Model The Warwick Model

They Provide an analytical framework for studying HRM Legitimize certain HRM practices Provide a characterization of HRM that establishes variables and relationships to be researched Serve as a heuristic device

Fombrun, Tichy & Devanna Model

The first model (early 80s) which emphasizes just four functions and their interrelatedness. The four functions are: Selection Appraisal Development reward

Fombrun, Tichy & Devanna Model

Ignores stakeholder interests, situational factors and notion of strategic choice.

Expresses the coherence of internal HR policies and the importance of matching them to external business strategy.

The Harvard Model

(mid 80s)

Claims to be comprehensive and comprises 6 critical components The components are:

Situational factors Stakeholder interests HRM policy choices HR outcomes Long-term consequences Feedback loop

The Guest Model

Developed by David Guest

(1997)

Reflects view that a core set of integrated HRM practices can achieve superior individual and organizational performance.
HRM differs from personnel management.

Emphasizes the logical sequence of 6 components

HR strategy HR practices HR outcomes Behavioral outcomes Performance results Financial consequences

The Warwick Model

Developed by Hendry and Pettigrew of University of Warwick.

Extends the Harvard framework.

Maps the connections between the outer and inner contexts and explores how HRM adapts to changes in context. Centers around 5 elements:

Outer context (macro environmental forces) Inner context (micro environment context) Business strategy content HRM context HRM content

HRM & COMPETITIVE ADVANTAGE

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