HRM

Kannur University 2020-21 MBA

Contemporary Issues in HR- Wellness Programs- Human Resource
Audit- HRIS

Unit 6

Jinuachan Vadakkemulanjanal
Vimal Jyothi Institute of Management & Research,
Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in
jinuachan@gmail.com; +91-9447373415; 04602213399; 2212240
 Learning Objectives Unit-VI
• Contemporary Issues in HR – Strategic Human
Resource Management
• International Human Resource Management
• Creating High Performing HR Systems: need and
method
• Wellness Programs and Work Life Balance and Green
HRM
• Human Resource Information Systems, ERPs
• Human Resource Audit- Human Resource Accounting

HRM Performance appraisal- welfare 2

 Contemporary Issues
Multi-Generational Challenges
• 1883-1900: Lost generation
• 1901 to 1927: G.I. Generation - Greatest Generation
• 1928-1945 : The Traditionalists or Silent Generation
• 1946-1964 : Baby Boomers
• 1965-1980 : Generation X
• 1981-1996 : Generation Y - The Millennials - Gen Next
• 1997 and 2012: Gen Z, iGen, or Centennials
• 2013-202x : Generation Alpha

• Digital immigrants and digital natives

Ref: http://afterthemillennials.com/generations-
archetype-turnings/#
 Multi-Generational features
1. Multiple perspectives – Different generations can
have distinctive ways of viewing job responsibilities.
• Sharing perspectives within and across teams brings a
broad range of knowledge and abilities to support
innovation.  
2. Problem-solving abilities – Combining multiple
perspectives and diverse skills drives creative solutions
to problems.
• Life experience influences how one relate to and
interact with others to address challenges and conflict.
• As a result, teams with age diversity can offer a variety
of ways to address problems.
3. Learning/mentoring opportunities – The more diverse
a team is, the more ways people have to interact and
learn from each other’s insights.
• This includes mutually beneficial mentoring
opportunities. 
• Those with more years of experience can advise
younger employees on career development.
• The recent trend of reverse/cross-generational
mentoring allows more junior employees to educate
mature workers with their familiarity with current
trends and technology.
4. Knowledge transfer and retention – The awareness and
strengths that each generation offers better prepare the
business to meet its future leadership needs.
• Tacit knowledge stays within the company in a robust
internal talent pipeline. Focus is more on in-house
promotion and less on recruiting from the outside.
5. Unique relationships – Meaningful relationships with
co-workers can help meet employees’ emotional needs
and contribute to job satisfaction.
• A variety of age groups within the organization mirrors a
family structure to offer opportunities for personal
connections with those outside of one’s own generation.
 Shifts in Workplace
1. Legislation affecting workplace- Globalization
2. Technological advances/shift and Workplace
3. Telecommuting
4. Employee Surveillance & Monitoring
5. E-HR
6. Green HRM- sustainable models
7. SHRM, IHRM
8. Recruitment and retention issues, gig economy
9. Diversity & cultural challenges
10.Career management and Development
11.Organizational Development and Change
 E-HRM
• E-HRM is the (planning, implementation and)
application of information technology for both
networking and supporting at least two individual or
collective actors in their shared performing of HR
activities
• e-HRM provides multiple functions to its users including
managing employee information for various purposes
and supporting many HR activities such as recruitment
and selection, performance management, compensation
and benefits, training and development, health and
safety, employee relations, retention, and policies on
 Types of E-HRM
• Operational eHRM,
• Relational eHRM
• Transformational eHRM.
 Strategic HRM
• Strategic human resource management (strategic
HRM) provides a framework linking people
management and development practices to long-
term business goals and outcomes.
• It also informs other HR strategies, such as reward or
performance, determining how they are integrated
into the overall business strategy
• It is a future-oriented process of developing and
implementing HR programs that address and solve
business problems and directly contribute to major
long-term business objectives
 Aims of SHRM
• Formulating and executing HR systems that produce
the employee competencies and behaviors the
company needs to achieve its strategic aims :
• The Matching Model, The Integrative Model, The
Resource based Model, The control based Model
• Organisational SHRM content models, functional
SHRM content models, organisational SHRM
process models and functional SHRM process
models.
5 P’s model of SHRM Schulcr (1992)
 Traditional HRM v.s. SHRM
Point of distinction Traditional HR Strategic HR
Focus Employee Relations Partnerships with internal
and external customers
Role of HR Transactional change Transformational change
follower and leader and initiator.
respondent
Initiatives Slow, reactive, Fast, proactive and
fragmented integrated
Time horizon Short-term Short, medium and long (as
required)
Control Bureaucratic-roles, Organic-flexible, whatever
policies, procedures is necessary to succeed
Job design Tight division of Broad, flexible, cross-
labor; independence, training teams
specialization
Key investments Capital, products People, knowledge
Accountability Cost centre Investment centre
Responsibility for HR Staff specialists Line managers
 Green HRM
• Green Human Resources Management (GHRM) can be
defined as a set of policies, practices, and systems
that stimulate the green behavior of a company's
employees in order to create an environmentally
sensitive, resource-efficient, and socially responsible
organization
• It is environmentally friendly HR practices and the
preservation of knowledge capital.
• Green HR involves reducing your carbon footprint via
less printing of paper, video conferencing and
interviews etc.
• Green HR consists of two essential elements:
Environmentally-friendly HR practices and the
preservation of knowledge capital.
• It entails undertaking environment friendly
initiatives resulting in greater efficiency, lower
costs, and better employee engagement and
retention which in turn help organization to
reduce carbon
• Green jobs have become synonymous with any
job related to sustainability, climate change,
alternative energy, the environment, and many
other things.
• Green training and development is defined as
the process of equipping employees with
working approaches that ensure adequate
resource utilisation, reduce waste, energy
conservation, and environmental degradation
cause reduction
• Green compensation can be described as reward and
compensation packages utilised to influence
employees' green practices.
• Green Management is an initiative aiming at
continuously improving the foundation of
environmental management, such as the
development of personnel responsible for
environmental activities, environmental
management systems, and environmental
communication as well as conservation of
biodiversity
• Green job design and analysis incorporates a
number of environmental protection-related
tasks, duties, and responsibilities in each job
and putting into effect.
 Carbon trading
• Under Carbon trading, a country having more
emissions of carbon is able to purchase the
right to emit more and the country having less
emission trades the right to emit carbon to
other countries.
• More carbon emitting countries, by this way
try to keep the limit of carbon emission
specified to them.
 IHRM

 International Human Resource Management (IHRM) can be

defined as a set of activities targeting human resource
management at the international level.
 It strives to meet organizational objectives and achieve
competitive advantage over competitors at national and
international level.
 IHRM is the process of procuring, allocating and effectively
utilising human resources in an international business.
 IHRM is affected by both internal and external factors because it
involves the management of employees that come from several
countries
 Approaches to IHRM

• IHRM concerns the global understanding or management of

HR activities within an organisation. There are three broad
approaches to IHRM:
1. Strategic or cross-cultural IHRM: managing HR practices
within any organisation from an international perspective
(e.g. consideration of global trends, talent etc)
2. Comparative IHRM: any organisation seeking, describing,
comparing and analysing HRM systems and practices in
various countries (e.g. review of industrial relations or
HRM theories to assist in HR policy development)
3. Multinational enterprises (MNE) focus: management of HR
activities for organisations that have offices, and employees
or representatives spread across two or more countries.
 Characteristics of IHRM

1. Flexibility.
2. Be Comfortable with Uncertainty.
3. Cultural Awareness and Sensitivity.
4. Adaptability.
5. Be Agnostic – Good Answers Come From Many So
6. Curiosity.
7. Sharing and Listening.
Warren Heaps – Birches Group LLC
 Key Issues in International HRM
1. Worldwide Human Resources Planning
– Recruiting and Selection
– Expatriate orientation and training
– Repatriation
– Performance appraisal
2. Compensation
– Dealing with inflation and unexpected changes in
exchange rates
– Providing sufficient pay to keep individuals
– Should company pay hardship allowance?
– Dissatisfaction with cost of living allowances
3. Housing (Complex problems at home and overseas)
 Key Issues in International HRM
4. Benefits Planning
– Developing equity among employees
– Several plans necessary for different categories of personnel
5. Taxation (Proliferation of new laws)
6. Communication of HR Policies and Programs Worldwide
– Treat communication as a continuous process
– Face-to-Face contact frequently
– Make policy manuals brief and simple
– Be sensitive to needs of receiver
– Send regular written explanations of policy changes
– Periodic rotation of overseas HR managers desirable
– Security
 IHRM features
 More HR activities: taxation, culture orientation,
administrative services
 The need for a broader perspective: cater to multiple
needs
 More involvement in employees’ personal lives:
adjustment, spouses, children
 Changes in emphasis as the workforce mix of expatriates
and locals varies: fairness
 Risk exposure: expatriate* failure, terrorism
 Broader external influences: government regulations,
ways of conduct
*An employee who is working and temporarily residing in a foreign country
 IHRM features
• Complexity involved in operating in different
countries, varied nationalities of employees
• The different Cultural Environment
• The industry or industries with which the MNC is
involved
• Attitudes of Senior Management
• Extent of reliance of MNC on home country domestic
market
 Main challenges in IHRM
• High failure rates of expatriation and repatriation
• Deployment – getting the right mix of skills in the
organization regardless of geographical location
• Knowledge and innovation dissemination – managing
critical knowledge and speed of information flow
• Talent identification and development – identify
capable people who are able to function effectively
• Barriers to women in IHRM
• International ethics
• Language (e.g. spoken, written, body)
 Main challenges in IHRM
• Different labour laws
• Different political climate
• Different stage(s) of technological advancement
• Different values and attitudes e.g. time,
achievement, risk taking
• Roles of religion e.g. sacred objects, prayer,
taboos, holidays, etc
• Educational level attained
• Social organizations e.g. social institutions,
authority structures, interest groups, status
systems
Creating High Performing work Systems-HPWS
• HPW Systems composed of a group of separate but
interrelated HR functions that designed to complement
one another and enhance employee effectiveness to
reach the goals of an organization.
• HPWS is the right combination of people, technology,
and organizational structure that makes full use of the
organization’s resources and opportunities in achieving
its goals.
• In a high-performance work system, all the elements
must fit well– people, technology, and organizational
structure – to work together smoothly for success.
 Underlying Principles of HPWS

• The Principle of Shared Information

-A culture of information sharing to achieve goals
- From mentality of command and control to employee commitment.
• The Principle of Knowledge Development
- to learn in “real time,” on the job, using innovative approaches to solve
novel problems
- jobs requiring greater knowledge and skill is growing rapidly.
• The Principle of Performance-Reward Linkage
- connected to performance, employees will naturally pursue outcomes that
are beneficial to themselves and the organization.
• The Principle of Egalitarianism
- eliminate status and power differences & increase collaboration + teamwork.
- It enhance the work together and productivity.
 Elements of HPWS
1. Organizational structure: way organization groups its people
into useful divisions, departments, and reporting
relationships.
2. Task design: determines how details of the organization’s
necessary activities will be grouped, whether into jobs or
team responsibilities.
3. People: well suited and well prepared for their jobs.
4. Reward systems: encourages people to strive for objectives
that support organization’s overall goals.
5. Information systems: enables sharing information widely.
Implementing High-Performance Work Systems
 Building Cooperation with Unions

Source: The Conference Board of Canada.

Copyright © 2004 South-Western. All rights reserved.

 Benefits of HPWS
• Employee Benefits
– Feels greater involvement and better role to play
– satisfied and career development are more fully met
– Experience growth and satisfaction; become more valuable as
contributors.
– Achieve higher skills and greater potentials
• Organizational Benefits
– Improved product Quality,
– Higher productivity
– Lower costs and better efficiency
– Better responsiveness to customers
– Greater flexibility of operations
– Higher profitability
Wellness Programs and Work Life Balance
Wellness Programs and Work Life Balance
Wellness Programs
• A program intended to improve and promote health and
fitness that's usually offered through the work place,
although insurance plans can offer them directly to their
enrollees
• Corporate wellness solution extends beyond traditional
wellness programs
• ..and it aimed to cultivates healthy habits among
employees and improves health outcomes, increasing
productivity, optimizing HR investments and boosting
employee engagement.
 Wellness Programs

• Onsite fitness programs- Mini Gyms

• Stress reduction programs.
• Paramedical services- Massage centres
• Transit options- Cycles
• Wellness challenges & adventures
• Lunch and healthy snacks
• Weight loss programs.
• Smoking cessation programs.
• Health risk assessments.
• Health screenings.
• Exercise programs and activities.
• Nutrition education.
• Vaccination clinics
 Wellness tips
• Tension relax methods: Progressive Muscle
Relaxation
https://www.youtube.com/watch?v=t3uK039W
https://www.youtube.com/watch?v=ClqPtWzoz
Xs
• Neuroplasticity and the Anxiety Cycle
https://www.youtube.com/watch?
v=zTuX_ShUrw0
 Work Life Balance
Work-life balance is an aspect of employee well-being related to the
employee's ability to manage both personal and professional
responsibilities with adequate time for rest and leisure.
 work-life balance
• Maintaining work-life balance helps reduce stress
and helps prevent burnout in the workplace.
Chronic stress is one of the most common health
issues in the workplace.
 Elements of work-life balance
1. Self-management - personal needs, such as
eating, sleeping, exercising, plays a significant
role in your work-life balance.
2. Time management.
3. Stress management.
4. Managing change.
5. Managing technology.
6. Managing leisure time
Jeff Davidson is the work-life balance expert
Characteristics of work-life quality Richard Walton

1. The attitude of an employee

2. Fair compensation and job security - Personal and
career growth opportunities.
3. The balance between personal and professional life
4. Nature of job
5. Level of stress
6. Risk and reward
7. Participative style of leadership
8. Career prospects .
9. Fun at the workplace
10.Alternative work arrangement techniques
 HRM NEW Technologies -HRIS
• Transaction Processing: Computations and calculations used to
review and document HRM decisions and practices, including
documenting employee relocation, payroll expenses, and
training course enrollments.
• Decision Support Systems: Systems designed to help managers
solve problems that usually include a "what if" feature.
• Expert Systems: Computer systems incorporating decision rules
of people deemed to have expertise in a certain area.
• Relational Databases: Stores data in separate files that can be
linked by common elements.
• E-HRM: It let all employees help themselves to HR
information whenever needed. E-HRM uses social media
applications. Cloud computing enables access to information
that’s delivered on demand from any device 24/7.
 Reference
• Bohlander and Snell, Managing Human Resource, © 2004
South-Western
• A. Naik, International HRM
• R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright,
Fundamentals of Human Resource Management, 5th ed- Chap
16, HPWS