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Introduction To Human Resource Management - KM - 1
Introduction To Human Resource Management - KM - 1
is the process of acquiring, training, appraising, and compensating employees, and attending to their labour relations, health and safety, and fairness concerns
todays fiercely competitive scenario, the human resource is the only resource that lends the sustainable competitive advantage over other firms Human resource becomes asset when they add value, are rare, inimitable and organization oriented.
Personnel Function
Maintenance oriented Independent function with sub-functions
Points of Distinction
Orientation Structure
HRD
Development oriented Interdependent parts
Reactive function
Philosophy
Proactive functions
Employee efficiency
Aims
Organizational efficiency
Work Structure
Compensation
Role of HRM
Service: Focuses on a wide variety of routine and non-routine tasks, such as administering tests, preparing reports, ensuring people get correct bonus/payment or designing a new pay plan to improve product quality or delighting customers Advocate: Advising fair treatment of employees Business Partner/Change Agent: Understanding the business direction of the company and helping to initiate change for betterment
the situation Planning and Setting the Objectives Choosing among Alternatives Evaluating Results
Diagnostic Approach
Assess Conditions
Evaluate Results
Set Objectives
Choose Activities
Functions of HR Manager
A Line Function: The HR manager directs the activities of the people in his/her own department and in related service areas (canteen/ cafeteria), that is line authority They generally may not have line authority outside HR area, they are likely to exert implied authority A Coordinative Function: HR managers also coordinate personnel activities, referred as functional control
Departments responsibilities have gradually become broader and more strategic than what was before
A set of quantitative performance measures HR managers use to assess their operations It is to note that some aspects of performance are easier to measure than some other
The HR Scorecard
HR functions and initiatives are judged on the basis of whether they create value for the company Measure the HR functions effectiveness and efficiency in producing employee behaviours needed to achieve the companys strategic goals Highlights the causal link between HR activities, the emergent employee behaviour, and the resulting firm-wise strategic outcomes and performance
Benefits of HR Scorecard
It reinforces the distinction between HR doables and deliverables It enables cost control and value creation It measures leading indicators It assesses HRs contribution to strategy implementation It lets HR professionals effectively manage their strategic responsibilities It encourages flexibility and change
Ethics and HR
Ethical lapses in companies can put them out of business (Satyam, Arthur Anderson, PWC, Enron) HR managers need to be heavily involved in implementing ethical laws including workplace safety, security of employee records,employee theft, affirmative action, comparable work and employee privacy rights