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    1 - Introduction To HRM

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    Tausif Narmawala
    This document provides an overview of human resource management (HRM). It discusses the meaning and objectives of HRM, the evolution from personnel management to HRM to human capital management, key functions and subsystems of HRM like recruitment and training, and comparisons between personnel management, HRM, and human capital management approaches. Trends in HRM like globalization, technology, and changing workforce demographics are also summarized along with challenges faced by the HR department.

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    1 - Introduction To HRM

    Uploaded by

    Tausif Narmawala
    77 views29 pages
    This document provides an overview of human resource management (HRM). It discusses the meaning and objectives of HRM, the evolution from personnel management to HRM to human capital management, key functions and subsystems of HRM like recruitment and training, and comparisons between personnel management, HRM, and human capital management approaches. Trends in HRM like globalization, technology, and changing workforce demographics are also summarized along with challenges faced by the HR department.

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    1_Introduction to HRM

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    This document provides an overview of human resource management (HRM). It discusses the meaning and objectives of HRM, the evolution from personnel management to HRM to human capital management, key functions and subsystems of HRM like recruitment and training, and comparisons between personnel management, HRM, and human capital management approaches. Trends in HRM like globalization, technology, and changing workforce demographics are also summarized along with challenges faced by the HR department.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    77 views29 pages

    1 - Introduction To HRM

    Uploaded by

    Tausif Narmawala
    This document provides an overview of human resource management (HRM). It discusses the meaning and objectives of HRM, the evolution from personnel management to HRM to human capital management, key functions and subsystems of HRM like recruitment and training, and comparisons between personnel management, HRM, and human capital management approaches. Trends in HRM like globalization, technology, and changing workforce demographics are also summarized along with challenges faced by the HR department.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 29

    Why HRM?

    Basic

    need to study this subject?

    Module 1 Strategic role of HRM & Subsystems


    Introduction to HRM Job analysis HR planning & recruiting Employees testing & selection Interviewing Candidates Training & Development

    Introduction to Human Resource Management

    Meaning of HRM

    HRM is the process of acquiring, training, appraising, compensating employees, attending labour relations, health and safety and fairness concern. 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.

    How do people lend a competitive advantage

    People offer skills and capabilities that help execute firms strategies Align HR plans to business plans Innovation is key to competitive advantage Convert adverse situation into an opportunity Organisational designs HR executive is becoming an effective change agent Types of change: Initiative change Process change Cultural change

    Evolution of HRM

    People management has matured from IR to PM to HRM to HCM

    Time period
    1920 1930s 1940 1960s

    Status
    Clerical Administrative

    1970 1980s 1990s


    Present

    Managerial Executive
    Human Capital

    Scope/Subsystems of HRM

    Job analysis HR planning & recruitment Employees testing & selection Training and development Performance management system Career development & Motivation Compensation & Remuneration Industrial relations Labour legislations

    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 organizations tasks.

    Staff manager

    A manager who assists and advises line managers.

    Line Managers Duties:


    Placing the right person on the right job Starting new employees in organisation Training Employees Improving job performances Gaining cooperation & developing smooth working relations Interpreting companys policies & procedures Controlling labor costs Developing abilities of each person Creating labor costs Protecting employees health & physical condition

    Difference between PM & HRM


    Dimensions Employment contract PM Careful delineation of written contracts Rules Importance of devising clear rules Guide to management Procedures action Behaviour referent Norms/customs & practices Key relations Labour management Conditions Separately negotiated HRM Aim to go beyond contract Can do outlook, impatience with rules Business need
    Values/Mission

    Customer Harmonisation

    Contd
    Dimensions Managerial task Initiatives Speed of decision Management role Communication Prized management skill Selection Pay PM Monitoring Piecemeal Slow Transactional Indirect Negotiation
    Separate

    HRM Nurturing Integrated Fast Transformational Direct Facilitation


    Integrated

    Job evaluation Performance related (fixed grades)

    Contd
    Dimensions PM Focus of attention Personnel for interventions procedures HRM Wide ranging cultural, structural & personnel strategies Respect for Labour is treated as People are treated employees a tool which is as assets rather than expendable & liabilities replaceable Shared interests Interest of the Mutuality of organisation are interest uppermost

    Contd
    Dimensions Labour management PM Collectivebargaining contracts Job categories & Many grades Job design Division of labour Conflict handling Reach temporary truce T&D Controlled access to courses HRM Individual contracts
    Few Team work Manage climate & culture Learning

    Contd
    Dimensions Evolution PM Precedes HRM HRM Latest in the evolution followed by HC Internal Organic Bottom up Decentralised

    Locus of control Organising principles

    External Mechanistic, Top down Centralised

    HRM: Objectives & Functions


    Objectives Societal Functions Legal compliance Benefits Union management relations
    Appraisal Placement Assessment

    Functional

    Contd
    Objectives
    Organisational

    Functions
    HRP Employee relations Selection T&D Appraisal Placement Assessment T&D Appraisal Placement Compensation Assessment

    Personal

    Functions of the HR Manager

    A line function

    The HR manager directs the activities of the people in his or her own department and in related service areas (like the plant cafeteria).

    A coordinative function

    HR managers also coordinate personnel activities, a duty often referred to as functional control. Assisting and advising line managers is the heart of the HR managers job.

    Staff (assist and advise) functions

    So in a nutshell, HRM functions constitute


    Planning Staffing Developing Motivating Managing change Maintaining relations Evaluating

    Human Capital Management

    Employees are treated more like investors of their own capital. HCM recognizes that people are investors of their personal human capital and this provides the main source of value for an organisation.

    Compare among PM, HRM & HCM


    Benchmarks Evolutionary PM Succeeds IR & Preceded HRM Human beings are resources Value for money HRM Succeeds PM & Preceded HCM Human beings are valued assets Added value HCM Latest development after HRM Human beings are capital Created value

    Emphasis Outcomes of people management Assumptions about environment, organizations and people management

    Simple & stable, people are cost, financial reward

    Dynamic systems, people seen as assets, learning organizations & employment value proposition

    Complex systems, people seen as investors, search for meaning

    Compare among PM, HRM & HCM


    Benchmarks People management activities PM Focused on service delivery HRM Numerous small tactical project, believes in project management Effectiveness of hr outputs against business plan Investors & Stakeholders HCM Strategic programmes

    Measurement

    Compliance

    Organisational capability, potential for transformation Board, Managers & Employees

    Reporting

    Regulators

    HR Department Organisational Chart (Large Company)

    HR Organisational Chart (Small Company)

    HRM Specialties:

    Recruiters Human Resource Development specialists Engagement & Fun Specialist Employee Welfare Officer Job Analyst Compensation Managers Training Specialist Employment/ Industrial relations Specialist

    Trends in HRM/Challenges
    Globalization & competition trends Reasons for it sales expansion New foreign products Cut labor costs Forming partnerships(IBM Lenovo) Pros n cons: consumers, job off shoring, business owners.

    Trends in HRM/Challenges

    Indebtedness & deregulation Technological trends; Indian railways, online hotel accommodation, BRTS, network of ATMs Trends in nature of work:

    High tech jobs Service Jobs: shifting to developing countries EG: levis

    Knowledge Work & Human Capital(JIT, automation) eg: bank installs software

    Trends in HRM/Challenges
    Workforce & Demographic Trends Demographic Trends Generation Y Retirees Nontraditional workers Economic Challenges & Trends

    HRM & its Environment External Internal


    Political Legal Economic

    Suppliers Competitors Customers Economic growth Industrial labour Diversity Globalisation

    Strategy, task & leadership Unions Organisational culture & conflict Professional bodies

    Technological Cultural

    Measuring HRs Contribution

    The HR Scorecard

    Shows the quantitative standards, or metrics the firm uses to measure HR activities. Measures the employee behaviors resulting from these activities.
    Measures the strategically relevant organizational outcomes of those employee behaviours.

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