hrm models session-i & ii

8/2/2019 Hrm Models Session-i & II

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ORIGIN AND GROWTH OFPERSONNEL MANAGEMENT

Employment practices differ from country tocountryIndustrially developed nations have differentmanagement practices than less industrializedeconomiesIssues are different, practices are different andnecessitates innovative strategiesNews paper reflect VRS,FDS, downsizing/ rightsizing, job-cut, pruningHR issues are globally relevant plant level tointernational level


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ORIGIN

CLOSEDECONOMY

OPENECONOMY

Guildsystem Migration

Industrialcentres

CapitalLabourseparation

Labourproblem


3/22

ROLE & STATUS Like production, marketing, finance importance given to

personnel mgt. Recruiter---welfare personnel HRM Change in nature of relationship, rising competition,

complexities of organizations, effectiveness, retention,value addition, controlling prices, social change,composition of labour market-----focus on personnelDepartment

Man-machine-adjustment, Mgt.by exception

Anticipating & coping with change Various approaches: Scientific mgt., Human relationsthought, X- Y thought, Fayolism, Webers rulesdeveloped


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Jobber/ Interpreter

Labour

Welfare

Personnel

Management

Human

Resource Management

International

HRM( Fig-I : Changing Functional

Role of HRM)


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HRM Political

Information Technology

Finance

Marketing

Individualefficiency

Group

effectiveness

Improvingperformanc

Fig-II: Factors Influencing HRM


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Personnel Management Phase of management which deals witheffective control and use of manpower

distinguished from other resources of power.

Personnel Administration is the field ofmanagement which has to do with planning,organizing, directing and controlling withvarious operational activities as procuring,developing, maintaining and utilizing labourforce. (Prof. Jucious)

Edwin B. Flippo: for betterment of individuals,organization and society .


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Personnel Management is that part ofmanagement function which is primarily concernedwith human relations on a basis of which byconsideration of wellbeing of individuals enablesall these engaged in the undertaking to make theirmaximum personal contribution to the effectiveworking of the undertaking . (IPM,London, 1943)

Personnel Management is that part ofmanagement which is concerned with people atwork and their relationship within an organization .Its aim is to bring together and develop an

effective organization where men and women whomake an enterprise and wellbeing of theindividuals and working groups to make bestcontribution to its success. (IPM, 1963)


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ER

PM

IR

PersonnelAdministration


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HUMAN RESOURCEMANAGEMENT

WHAT IS HRM ?FUNCTIONS OF HRM

DIFFERENCE BETWEEN PERSONNELMANAGEMENT AND HRM

MODELS OF HRM

GENERAL MANAGEMENT Vs. HRM


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WHAT IS HRM ?

It is a management function Essentially requires an integrated and inter

related approach to manage humanresources

Interdependence among tasks andfunctions performed

Based on systems approach Gaining competitive advantage


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Personnel Management Vs HRM

Personnel Management HRM old terminology new terminology

(old wine in new bottle) new structure inflow of human resources, reward system, work system, utilization of human resources Human Resources ( total knowledg skill, creative abilities, talents, apt., values, attitudes, belief of people) organizational citizenship Human capital Policies, practices, system, behaviour, performance. Proactive approach

Change in departmentalstructureWorking peopleWork/job related manpower

Performance orientedLabour partReactive approach


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Personnel Management Vs HRM

Personnel Management HRM No way concerned with all aspects Organizational growth Record keepers /Time officers Manager (Time office) Traditional approach

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


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FUNCTIONS OF HRM

MANAGERIAL : planning, organizing,directing, coordinating,budgeting.

OPERATIVE : procuring/hiring, utilizing,developing, integrating,maintaining


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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


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Overall management

managementscience

arts

control

politics


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HRM activitiesstaffing

rewards

development

Employee maintenance


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Fomburn, Tichy & Devannamodel of HRM

selection performance

appraisal

HumanResource

development

rewards

d d l f


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Havard Model of HRM

Stake holders

InterestShareholderManagement

Employee groupGovt.

Community

unions

SituationalFactors

WorkforceBusisness

Labour mkt.Union

TechnologyLaw

values

HRPhilosophy

Hr flow,Reward,

Work-system

HR outcomeCommitment

Cost

competence

LongtermConsequence

IndividualOrgn.wel

-being,Societal.


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Past Current Intervention(Fig-III: Changing focus of HR)

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 recruitmentpractice----------------------------Creative recruitment practice

No transparency insharing 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

AtIndividual

level

AtGroup

level

AtOrganization

Level


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Guest Model of HRMHRM HRM HRM Behav. Perform. Finance

Strategy Practices Outcomes Outcomes Outcome OutcomeEffort/

Differenti Selection Commitment Motivation High: Profits-ation Training Cooperation Productivity

Appraisal Quality

Focus Rewards Quality Involvement Innovation

Job design

Involvement Low: ROI

Cost Status Flexibility Organizational Absence(Cost- and citizenship L.turnoverReductn.) Security conflict

complaint


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Area PM HRMcompliance commitment

PsychologicalContract

Locus of control

Employee relations

Organizing principles

Policy goals

-Fair days work For fair days pay

-External-Pluralist

-Collective -Low trust

MechanisticFormal/ defined rolesTop-down

Centralised

Administrative efficiency-Standard performance-Cost minimization

Reciprocal commitmen

InternalUnitarist Individual

High Trust

OrganicFlexible rolesBottom-up

Decentralised

Adaptive work-forceImproving performancMaximum utilization


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Warwick Model of HRMOuter context

Socio-technicalPolitics,competition

Inner context-culture

-structure

-politicsLeadership

-

HR flowsWork systems

Reward systemsEmployee relations

HRM contextRole

DefinitionHR outputHRM content

BusinessStrategy content

ObjectivesProduct marketStrategy & tactis

hrm models session-i & ii

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