Human Resource Management

WHAT IS MANAGEMENT?

Planning -goals, objectives, forecasts.
Organizing delegation, direction, channels of authority and communication,
coordination.
Staffing recruitment, selection, setting performance standards, compensating,
evaluating performance, counselling, training.
Leadinggetting others to get the job done, maintaining
morale, motivating subordinates.
Controlling setting standards such as sales quotas, quality standards,
comparing actual performance with these standards, taking corrective measures.


Prof Sunita Mehta
Human Resource Management is the process of
acquiring, training, appraising and compensating
employees and of attending to their labour relations,
health and safety and fairness concerns.
HRM is the art of procuring, developing and
maintaining a competent workforce to achieve the goals
of an organization in an effective and efficient manner.
Prof Sunita Mehta
Human Resource Management is,
It is realising that people are the greatest assets of any
organization.
An effort to develop the employees in an organization.
To get the best out of people.
To manage them and their needs well.
The process of bridging the gap between employee
expectations and organizational needs.
Bringing the people and organization together so that
the goals of both are met.



Prof Sunita Mehta
HRM is pervasive in nature.
HRM is development oriented.
HRM has strategic significance.
HRM has futuristic orientation too.
HRM is integrative in nature.
HRM is a staff function
HRM is a multidisciplinary function.
HRM as a function is continuous in nature.


Prof Sunita Mehta
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 the employees job satisfaction and self-
actualization.
To develop and maintain a quality of work-life.
To communicate HR policies to all employees.
To be ethically and socially responsible to the needs of the
society.




Prof Sunita Mehta

Good HR practices help to:

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
Enhance standard of living
Generate employment opportunities


Prof Sunita Mehta
Authority : right to make decisions, to direct the work of
others and to give orders
Line Authority Vs Staff Authority :
Line authority gives managers the right to issue orders to
other managers or employees. It creates a superior-subordinate
relationship.
Staff authority gives the manager the right (authority) to
advise other managers or employees. It creates an advisory
relationship. Staff mangers have staff authority. HR managers
are staff managers.


Prof Sunita Mehta
Analysis of manpower requirements.
Assist the HR department in job analysis and developing job
description.
Orienting the new recruits towards the job and organization.
Training employees various skills.
Improving the job performance.
Gaining creative cooperation and developing smooth
working relationships
Interpreting Companys policies and procedures.
Controlling labor costs.
Creating and maintaining departmental morale.
Ensuring safety, welfare etc.


Prof Sunita Mehta
HUMAN
RESOURCE
MANAGEMANT
Procurement
Maintenance
Control
Development
Human Resource Planning
Recruitment
Selection & placement

Training
Career Development
Organization Development
Internal Mobility


Remuneration
Motivation
Health and Safety
Social Security
Industrial Relations
Performance Appraisals


HR Audit
HR Accounting
HRIS

Prof Sunita Mehta

The Industrial revolution
Scientific management Approach
Trade Unionism
Human relations approach
Human Resources approach

Prof Sunita Mehta
The Industrial Revolution
Machines were brought in for the first time.
Technology made rapid progress.
Jobs were fragmented
Due to increase in speed and efficiency workers were
treated like glorified machine tools
Production targets were the focus area.

Prof Sunita Mehta

SCIENTIFIC MANAGEMENT
The scientific management approach suggested that
managers should adopt a scientific and objective
approach to determine how work can be designed and
carried out most efficiently.
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SCIENTIFIC MANAGEMENT
Fredrick Taylor regarded as the father of scientific management,
focused on the study of motions that were required for each job,
the tools used, and the time needed to accomplish each task.
Based on such scientific study, fair performance standards were
determined for each job, and workers who produced more than
the standard output were given incentives. The time-and-motion
studies of Taylor were highly standardized, required little mental
effort, and replaced the rule-of-the-thumb work methods with
one best way of doing a job.
Prof Sunita Mehta
SCIENTIFIC MANAGEMENT
During the early years of the twentieth century, the concept of
economic man was embraced by managers. According to
this concept, economic gains motivated a worker, and financial
incentives were alone sufficient to maximize the output of a
worker. The economic man concept led Taylor to propound
the differential piece-rate system where workers got a higher
rate of pay for every unit of output that exceeded the daily
output standard.

Prof Sunita Mehta
TRADE UNIONS
The workers joined hands to protect against the
exploitative tendencies of the employers. Unions tried
to improve the state of the workers through collective
bargaining, resolving employee grievances , strikes and
lockouts etc.
Prof Sunita Mehta
HUMAN RELATIONS APPROACH
The Hawthorne studies, conducted by Elton Mayo and F. J.
Roethlisberger during the 1930s and 1940s, forced organizations to
shift their attention from the scientific management approach to the
human relations approach.
The results of these studies suggested that employee productivity
was affected not only by the way the job was designed and
economic rewards but also by certain social and psychological
factors like work conditions such as group relationships and
management support.
It was recognized that treating employees with respect would
improve employee satisfaction and help in achieving higher
productivity.
Prof Sunita Mehta
HUMAN RELATIONS APPROACH
Weakness of this approach :
The approach was based on the managements assumption that
a happy worker is a hard worker but this was not applicable
to all workers.
The approach failed to recognize other factors that could
influence employee satisfaction and productivity, like
performance management, career development, job enrichment,
and career planning.
Thus, during the 1950s and 1960s, the human relations
approach began to be considered as outdated and was discarded
by many organizations.

Prof Sunita Mehta
HUMAN RESOURCES APPROACH
The human resources approach treats organizational objectives
and employee needs as mutual and compatible, and as issues
which can be dealt together.
The human resources approach is based on the following principles.
Employees are considered assets of an organization.
Policies, programs, and practices should meet the needs of employees, and
these should assist them in their work and personal development.
A favorable work environment should be created and maintained in order
to encourage employees to develop and harness their knowledge and skills
for the benefit of the organization.

Prof Sunita Mehta
In 1920s,post First World War, State intervention was
necessary, due to the difficult and pathetic conditions of
the workers in the backdrop of the British regime.
Unfair labour practices and Jobber system of
recruitment, selection, arbitrary fixation of wages,
reduction of wages, undue exercise of coercion.
Prof Sunita Mehta

The Factories Act 1948, made appointment of welfare officers
compulsory in industrial establishments employing 500 or
more workers each.
Two professional bodies, the Indian institute of Personnel
Management (IIPM) in Calcutta and National Institute of
Labour (NILM) in Bombay were formed. Later they merged
to form National Institute of Personnel Management(NIPM) at
Kolkata.
During 1960s, the personnel function began to expand beyond
the welfare aspects, with labour welfare, IR and personnel
administration integrating into the emerging profession called
personnel management.



Prof Sunita Mehta
Second Five Year Plan laid lots of emphasis on heavy
industries and the accelerated growth of the public
sector shifted focus towards professionalism of
management.
By 1970s , there was a shift from welfare to efficiency.
In 1980s HRM and HRD came into limelight.

Prof Sunita Mehta

Operational to Strategic
Qualitative to quantitative
Policing to Partnering
Short term to long Term
Administrative to Consultative
Functionally oriented to business oriented
Internally focused to externally and customer-focused
Reactive to proactive
Activity focused to solutions focused

Prof Sunita Mehta
Composition of Workforce
Changes in Technology
Changing nature of jobs eg more service jobs
Managing Ethics
Lean organizations
Life style changes
Creating a high performance culture
Talent retention
Moving from patriarchic and hierarchical management to a
more team based, informal organizational culture.

Prof Sunita Mehta
Compensating knowledge workers
Changes in Job Design
Changing Attitude of workforce
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Companys
strategic
situation
Companys
competitive
environment
Companys
internal
strengths and
weaknesses
Companys
strategic plan
Companys
HR strategies
Organization
Performance
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Human Resource Strategy, which has been defined by
Randall Schuler as follows: HR strategies are
essentially plans and programs to address and solve
fundamental strategic issues related to human
resources management.
Human resource strategy focuses on the alignment of
the organizations human resource practices, policies,
and programs with corporate and strategic business
unit plans.

Prof Sunita Mehta
Strategic
Focus
Operational
Focus
People Systems
Management of
Transformation
and Change
Management of
Employee
Contribution
Management of
Firm Infrastructure
Management of
Strategic Human
Resources
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Role Outcome Metaphor Activity
Management of
Strategic Human
Resources
Executing Strategy Strategic Partner Aligning HR and
Business strategy :
Organizational
Diagnosis
Management of
Firm Infrastructure
Building and
efficient
Infrastructure
Administrative
Expert
Reengineering
Organization
Processes
Management of
Employee
Contribution
Increasing
employee
Commitment and
capability
Employee
Champion
Listening and
responding
employees:
Providing
resources to
employees
Management of
Transformation
and Change
Creating a
renewed
organization
Change Agent Managing
transformation
and change:
Ensuring capacity
for change
Prof Sunita Mehta
Top 18 Core Senior HR Leadership Competencies
Business knowledge: An understanding of the operations and processes of
how business is conducted.
Coaching/developing others: Helping others to reach their potential.
Credibility: Being perceived by others as having the knowledge and
experience to back up ones authority.
Critical/analytical thinking: Seeking information and using that information
to inform decision and resolve problems.
Cross-cultural intelligence: Knowledge of and sensitivity to differences
among cultures.
Effective communication: Being able to verbally or in writing convey
messages in terms that make sense, and also to actively listen to others
interpersonal communications.
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Ethical behavior: Perception of the moral appropriateness of individual
and/or group conduct or behavior.
Flexibility/adaptability: The ability to adjust the approach as required by
shifts within the organization and in the external business environment.
Global intelligence/global mindset: An overarching way of thinking about
the nature of doing business that includes an understanding of and
sensitivity to cultural differences among workers in other countries and
legal issues inherent in operating a business multinationally.
HR knowledge: Understanding of tactical and strategic HR functions and
processes.
Integrity: Honesty and doing the right thing.
Leading change: Charting the course for organizations stakeholders to
navigate a shift in business processes, priorities, roles and expectations.
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Organizational knowledge: Understanding the business issues that are
specific to the organization and having empathy for and an awareness of
the impact of human capital issues on the organization as a system.
Persuasiveness/influencing others: The art of using interpersonal skills to
convince others to share ones perspective or way of thinking.
Results orientation/drive for performance: The ability to link processes
and practices to positive outcomes and to demonstrate the value that HR
brings to the organization.
Shaping organizational culture: Creating the values by which an
organization operates.
Strategic thinking: Seeing the big picture, having a long-term line of sight
and understanding the interconnectedness of decisions and activities
within the various lines of the business.

Prof Sunita Mehta
Technological savvy: Knowledge of the unique solutions and challenges
that new technology will bring to the organization and understanding of how
talent management will be affected by a technologically enhanced business
environment.

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Prof Sunita Mehta

Prof Sunita Mehta