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    HRM 2

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    bhupesh joshi
    Human Resource Management involves planning, organizing, directing, and controlling all aspects of managing a company's human resources including recruitment, training, compensation, and separation of employees. The key objectives of HRM are to assist in achieving organizational goals by supporting employees in achieving their individual goals and maximizing their potential, while bringing in the best talent and improving work culture, quality, and productivity. HRM takes a more strategic and people-focused approach compared to the traditional personnel management function.

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    HRM 2

    Uploaded by

    bhupesh joshi
    45 views15 pages
    Human Resource Management involves planning, organizing, directing, and controlling all aspects of managing a company's human resources including recruitment, training, compensation, and separation of employees. The key objectives of HRM are to assist in achieving organizational goals by supporting employees in achieving their individual goals and maximizing their potential, while bringing in the best talent and improving work culture, quality, and productivity. HRM takes a more strategic and people-focused approach compared to the traditional personnel management function.

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    HRM 2(1)

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    Human Resource Management involves planning, organizing, directing, and controlling all aspects of managing a company's human resources including recruitment, training, compensation, and separation of employees. The key objectives of HRM are to assist in achieving organizational goals by supporting employees in achieving their individual goals and maximizing their potential, while bringing in the best talent and improving work culture, quality, and productivity. HRM takes a more strategic and people-focused approach compared to the traditional personnel management function.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    45 views15 pages

    HRM 2

    Uploaded by

    bhupesh joshi
    Human Resource Management involves planning, organizing, directing, and controlling all aspects of managing a company's human resources including recruitment, training, compensation, and separation of employees. The key objectives of HRM are to assist in achieving organizational goals by supporting employees in achieving their individual goals and maximizing their potential, while bringing in the best talent and improving work culture, quality, and productivity. HRM takes a more strategic and people-focused approach compared to the traditional personnel management function.

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    Human Resource

    Management
    Understanding HRM

    “Human Resource Management is the planning, organizing, directing and


    controlling of the procurement, development, compensation, integration,
    maintenance and separation of human resources to the end that individual,
    organizational and social objectives are accomplished”
    - Edwin Flippo

    Nature of HRM:

    •Universal
    •Action & Growth Oriented
    •Focused on people Dimension
    •Integration
    •Supplementary & Multi-disciplinary Function
    •Ongoing Process
    Scope of HRM

    • Procurement

    • Training & Development

    • Job Analysis

    • Compensation & Rewards

    • Employee Records

    • Welfare

    • Industrial Relations
    HRM Objectives

    • Assist in Securing Organizational Goals


    • Support Employees in securing Individual Goals
    • Maximize Utilization of Employees Potential
    • Bring best talent in the Organization
    • Enhance job satisfaction
    • Improve quality of Work life
    • Update employees with policy changes
    • Social responsibility
    • Maintain discipline
    • Increase organizational productivity
    • Focus on quality performance
    • Create Harmonious Work Culture
    Difference between HRM & Personnel

    Difference HRM Personnel


    Scope Broader Limited
    Respect for Employees as Assets Labour Utilisation
    employees
    Nature of duties Strategic in Nature Administrative in
    nature
    Organizational Integral part of the Independent function
    Function Structure
    Responsibility Organization’s Personnel dept
    Managers
    Key Motivators Employee Satisfaction Job Performance
    Management Role Transformational Transactional
    Rules Adopts can do attitude Devises only rules
    Conflict Handling Long term changes Short term changes
    Difference between HRM & Personnel

    Difference HRM Personnel


    Guide to Management Governed by Business Decisions directed to
    Action needs fulfil procedures
    Job design Emphasis on team Emphasis on division
    work of labor
    Training & Constantly encourage Limited access, not
    Development employees to acquire learning oriented
    knowledge
    Speed of decision Quick Slow
    Evolution Contemporary Existed for quite
    sometime
    Behavior referent Concerned with values Concerned with
    and mission customs and practices
    Factors of Attention Cultural Structural & Personnel Procedures
    Personnel Strategies
    Difference between HRM & Personnel

    Difference HRM Personnel


    Managerial Task Nurturing approach Monitor day to day
    activities
    Key relations Relations with customers Relations with Employees
    Communication Direct Indirect
    Managerial Skills Facilitation Negotiation
    Pay Performance linked pay Fixed pay
    Labor Management Individual Contract Collective bargaining
    Job Categories & Less Many
    Grades
    Shared Interests Mutual interest of Interest of Organization
    Organization & Employees
    Models of HRM

    Fombrum, Tichy & Devanna Model (1984)


    Human
    Resource
    Development

    Selection Performance Appraisal

    Rewards
    Models of HRM

    Harvard Model - Prof. Michael Beer


    Stakeholder Interests
    1.Shareholders
    2.Management
    3.Employee Groups HRM Policy HR Outcomes Long Term
    4.Government Choices: 1.Commitment Consequences:
    5.Community 1.Employee 2.Competence 1.Individual Well
    6.Unions Influence 3.Congruence being
    2.Human 4.Cost 2.Organizational
    Situational Factors Resource Flow Effectiveness Effectiveness
    1.Workforce 3.Reward 3.Societal well
    Characteristics Systems being
    2.Business Strategy & 4.Work
    Conditions Systems
    3.Management
    Philosophy
    4.Labor Market
    5.Unions
    6.Task technology Feedback Loop
    7.Laws & Social Values
    Models of HRM

    Guest Model of HRM (David Guest)


    Guest Model – David Guest
    HRM Strategy HRM Practices HRM Behavior Performance Financial
    Outcomes Outcomes Outcomes Outcomes
    Selection Effort/ Motivation High: Productivity Profits

    Differentiation Training Commitment


    (Innovation)

    Focus (Quality) Appraisal Co-operation Quality

    Rewards Quality Innovation

    Cost (Cost- Involvement


    reduction)
    Job design Low: Return on

    Flexibility Organizational Absence Investment

    Involvement Citizenship Labour Turnover

    Conflict

    Status & Security Customer


    Complaints
    Models of HRM

    Warwick Model (Hendry & Pettigrew)


    Outer Context

    Socio-Economic
    Technical
    Political-legal
    Competitive

    Inner Context
    Culture
    Structure
    Politics/Leadership
    Task-Technology
    Business Strategy
    Business Outputs HRM Context
    Content
    Role
    Objectives
    Definition
    Product Market
    Organization
    Strategy & Tactics
    HR Outputs
    HRM Content

    HR Flows
    Work Systems
    Reward Systems
    Employee Relations
    Formulation of HRM Policies

    Recognizing the need Importance of HRM Policies:

    Collecting Information •Orientation

    •Responsibility
    Analyzing Policy Alternatives

    •Code of Conduct
    Putting the Policy in Writing
    •Coming on Board
    Getting Approval
    •Workplace Rules

    Policy Communication •Chain of Command

    Policy Evaluation •Terminations


    Factors Affecting HRM Practices

    INTERNAL FACTORS:
    EXTERNAL FACTORS:
    •Organizational Size
    •Economic Changes
    •Organizational Structure
    •Technological Changes
    •Business Strategy
    •National Culture
    •Human Resource Strategy
    •Industry/ Sector
    •Top Management
    characteristics
    •Line Management
    •Legislations/ Regulations
    •Power Politics
    •Actions of Competitors
    •Professional & Academic
    •Globalization
    Influence
    Facilitator:
    Ms. Sapna Karia
    +91 9730066330
    karia.sapna@gmail.com

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