Human Resource

Philosophy

Human Capital Planning and

Employee Hiring
Strategic HRM JOB ANALYSIS
CHARACTERISTICS JOB EVALUATION
HUMAN RESOURCE PLANNING
BARRIERS
CAREER PLANNING
RECRUITMENT
SELECTION

HR Development
Industry Relations TRAINING
INDUSTRIAL RELATIONS METHODS
INDUSTRIAL DISPUTES HRD
EMPLOYEE GRIEVANCE MANAGEMENT & EXECUTIVE
TRADE UNIONS

Performance Appraisal
METHODS
MODELS
Human Resource Management at Work

• What Is Human Resource Management (HRM)?

– The policies and practices involved in carrying out the “people” or
human resource aspects of a management position, including
recruiting, screening, training, rewarding, and appraising.

1–2
Scope of HRM
Nature of
HRM

Prospects Employee
of HRM Hiring

HRM
Employee &
Industrial
Executive
Relations
Remuneration

Employee Employee
Maintenance Motivation

Human Resource Management, 5E 3

Objectives of HRM
Personal
Objectives

Functional
Objectives

Organisational
Objectives

Societal
Objectives

Human Resource Management, 5E 4

 History of HRM - 1

• Scientific Management Approach (mid 1900s) –

– Study of motion and fatigue
– ‘one-best-way’ to accomplish the task
– Piece-rate system
– Welfare programmes
– Failed to bring behavioural changes and increase in productivity
• Human Relations Approach (1930-40)
– Effect of social and psychological factors
– Relations and respect  High Productivity
History of HRM - 2

• Human Resources Approach (1970s)

– Principles
• Employees are assets
• Policies, programmes and practices - help in work and personal
development
• Conducive environment
HRM in India
In the 1970s and 1980s typical HRM functions in organization
included:
• Personnel and administration
• Industrial relations
• Labor welfare
Up to the mid-80s human resource management in Indian
organizations grew through various phases under the
influence of the following factors:
• A philanthropic viewpoint about doing good for workers
• A legislative framework
• Government policies
• Trade unions
• Emerging trends/concepts in management
• Changes in the economy
1–7
 Key challenges of HRM
• Workforce development – staff are now expected to learn new skills on a
regular basis. Need to think about how you enable your staff to do this.
• Organisational Structure – need to think about the best way to configure
this. What is the best way for people to work together? Need to allow
opportunity for people to easily step out of their teams and work with
others.
• Culture Change – this is a universal challenge and libraries are not
necessarily the best-equipped at dealing with this. This is perhaps the
most difficult challenge as culture is intrinsic and deep-rooted.
• Work/Life Balance – how do you match flexible working needs with
providing services?
 HR Management Challenges

 Workforce Availability and Quality Concerns

 Inadequate supply of workers with needed skills for “knowledge jobs”
 Education of workers in basic skills
 Growth in Contingent Workforce
 Increases in temporary workers, independent contractors, leased employees,
and part-timers caused by:
 Need for flexibility in staffing levels
 Increased difficulty in firing regular employees.
 Reduced legal liability from contract employees
 HR Management Challenges

 Organizational Cost Pressures and Restructuring

 Mergers and Acquisitions
 “Right-sizing”—eliminating of layers of management, closing facilities,
merging with other organizations, and outplacing workers
 Intended results are flatter organizations, increases in productivity, quality, service and
lower costs.
 Costs are “survivor mentality”, loss of employee loyalty, and turnover of valuable
employees.
 HR managers must work toward ensuring cultural compatibility in mergers.
 RESPONSIBILITY, AUTHORITY &
ACCOUNTABILITY
 Responsibility:
It is the obligation of a manager to carry out the
duties assigned to him.

 Authority:
It refers to the right to give orders and
the power to exact obedience from others in
the process of discharging responsibility.

 Accountability:
The employee's answerability on using
the authority in discharging the responsibility
is termed accountability.
Line and Staff Aspects of HRM
• Line manager
 A manager who is authorized to direct the work of subordinates and is
responsible for accomplishing the organization’s tasks.
• Staff manager
 A manager who assists and advises line managers.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human Resource Management, 12/e
1–12
 LINE AND STAFF FUNCTIONS

Departments or employees of a firm that perform

core
a support
activities
function
Contributes indirectly
directly toto
the
the
business
business
ofof
the
the
firm
firm
Ex: HR
Manufacturing
and Financeand departments
Marketing departments
 Human Resource Managers’ Duties

Line Function Coordinative

Line Authority Function
Implied Authority Functional Authority

Functions of
HR Managers

Staff Functions
Staff Authority
Innovator
Employee Advocacy
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human Resource Management, 12/e
1–14
The Role of Human Resources Department

As a specialist

As a facilitator

As a change agent

As a controller
 The Changing Environment of
Human Resource Management

Globalization Trends

Technological Trends
Changes and Trends
in Human Resource
Management
Trends in the Nature of Work

Workforce Demographic Trends

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human Resource Management, 12/e
1–16
 The Changing Role of
Human Resource Management

Strategic Human
Resource
Management

Managing with the New Creating High-

HR Scorecard Responsibilities Performance Work
Process for HR Managers Systems

Measuring the HRM

Team’s Performance

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human Resource Management, 12/e
1–17
Changing concept of HRM
Globalization and its implications
Work-force Diversity
Changing skill requirements
Corporate downsizing
Continuous improvement programs
Re-engineering work processes for improved
productivity
Contingent workforce
Decentralized work sites
Employee involvement

Human Resource Management, 5E 18

 FIGURE 1–1
HR Organization Chart
for a Large Organization

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Source: www.hr.wayne.edu/orgcharts.php. Accessed May 6, 2007.
Authorized adaptation from the United States edition of Human Resource Management, 12/e
1–19
 FIGURE 1–2 HR Organizational Chart (Small Company)

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human Resource Management, 12/e
1–20