Professional Documents
Culture Documents
HRM Models Session-I & II
HRM Models Session-I & II
HRM Models Session-I & II
Employment practices differ from country to country Industrially developed nations have different management practices than less industrialized economies Issues are different, practices are different and necessitates innovative strategies News paper reflectVRS,FDS, downsizing/ rightsizing, job-cut, pruning HR issues are globally relevant plant level to international level
ORIGIN
Guild system Migration
CLOSED ECONOMY
OPEN ECONOMY
Labour problem
Industrial centres
International Human
Personnel Labour Jobber/ Interpreter Welfare Management Resource Management HRM ( Fig-I : Changing Functional Role of HRM)
Information Technology
Individual efficiency
Finance
HRM
Marketing
Political
Group effectiveness
Improving performance
Personnel Management
Phase of management which deals with effective control and use of manpower distinguished from other resources of power. Personnel Administration is the field of management which has to do with planning, organizing, directing and controlling with various operational activities as procuring, developing, maintaining and utilizing labour force. (Prof. Jucious) Edwin B. Flippo: for betterment of individuals, organization and society.
Personnel Management is that part of management function which is primarily concerned with human relations on a basis of which by consideration of wellbeing of individuals enables all these engaged in the undertaking to make their maximum personal contribution to the effective working of the undertaking. (IPM,London, 1943) Personnel Management is that part of management which is concerned with people at work and their relationship within an organization. Its aim is to bring together and develop an effective organization where men and women who make an enterprise and wellbeing of the individuals and working groups to make best contribution to its success. (IPM, 1963)
ER
PM
Personnel Administration
IR
WHAT IS HRM ?
It is a management function Essentially requires an integrated and inter related approach to manage human resources Interdependence among tasks and functions performed Based on systems approach Gaining competitive advantage
Personnel Management
Personnel Management old terminology
Vs HRM
HRM
Change in departmental structure Working people Work/job related manpower Performance oriented Labour part Reactive approach
new terminology (old wine in new bottle) new structure inflow of human resources, reward system, work system, utilization of human resources Human Resources ( total knowledge skill, creative abilities, talents, apt., values, attitudes, belief of people) organizational citizenship Human capital Policies, practices, system, behaviour, performance. Proactive approach
Personnel Management
Personnel Management No way concerned with all aspects Organizational growth Record keepers /Time officers Manager (Time office) Traditional approach
Vs HRM
HRM
HR Skills, Technical skills & Conceptual skills Report for basic human rights, greatest good for greatest no. Individual growth & development Social obligation ( social responsibility of business) Manager (HR) Larger, smaller, medium ; IT sector service sector; important
FUNCTIONS OF HRM
MANAGERIAL : planning, organizing, directing, coordinating, budgeting. OPERATIVE : procuring/hiring, utilizing, developing, integrating, maintaining
MODELS OF HRM
Competitive edge in todays market Traditional model inappropriate in our dynamic work environment Global competition Managerial control three aspects: - organizations & job design - organizations culture - personnel techniques & policy HR Manager industrial architect No best way to manage organizations
Overall management
politics
science
management
control
arts
HRM activities
staffing
rewards
development
Employee maintenance
rewards
Situational Factors Workforce Busisness Labour mkt. Union Technology Law values
Past
Current
Intervention
At Individual level
Emotional---------------------------Attitudinal Belongingness-------------------Commitment Employee centered-------------Customer/client centered Individual appraisal--------------Team appraisal Career planning ------------------Fast track-careers Individual goal setting-----------Participative goal setting Rewards----------------------------Performance linked compensation Unifunctional-----------------------Multifunctional Monotonous recruitment practice----------------------------Creative recruitment practice No transparency in sharing information------------- Information sharing Cash ---------------------------------Capacity building perks Cost cutting--------------------------Cost effective Employee centered-------------- Organization centered Employee---------------------------Human capital Organizational environment---Business environment Human focus---------------------- Economic focus Individual outcomes-------------Organizational outcomes Employee satisfaction-----------Customer satisfaction
At Group level
At Organization Level
HRM
Practices
HRM
Outcomes
Behav.
Outcomes
Effort/
Perform. Finance
Outcome Outcomes
Differenti Selection
Commitment
Motivation
High:
Profits
-ation Focus
Low:
Flexibility Organizational
ROI
Cost
(CostReductn.)
Absence L.turnover
citizenship
conflict complaint
Area
PM compliance
-Fair days work For fair days pay -External -Pluralist -Collective -Low trust Mechanistic Formal/ defined roles Top-down Centralised
HRM commitment
Internal Unitarist Individual High Trust Organic Flexible roles Bottom-up Decentralised
Reciprocal commitmen
Psychological Contract
Locus of control Employee relations Organizing principles
Policy goals
HRM content