hrm-session1&2

7/31/2019 HRM-session1&2

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Human resource management Concept, Objective, Function & Role

Session-1


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PERSONNEL MISTAKES Hire the wrong person for the job Experience high turnover Have your people not doing their best

Waste time with useless interviews Have your company in court because of discriminatory actions Have some employees think their salaries are unfair and

inequitable relative to others in the organization

Allow a lack of training to undermine your departments effectiveness Commit any unfair labor practices


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WHAT IS HRM?

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THREE MAIN HR ACTIVITIES

by enhancingemployee satisfaction,commitment, loyaltyetc.

recruiting and selecting suitable people

improving employeeknowledge, skills,performance,potential etc.

Obtain

DevelopMaintain


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NATURE Pervasive force Action oriented Individually oriented

People oriented Future oriented Development oriented Integrating mechanism Inter-disciplinary function Continuous function


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OBJECTIVES To help the organization reach its goals To employ the skills and abilities of the workforce

efficiently

To provide the organization with well-trained andwell-motivated employees To increase job satisfaction To develop and maintain QWL

To communicate HR policies To be ethically and socially responsive to the needs of

the society


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IMPORTANCE Attract and retain talent Train people for challenging roles

Develop skills and competencies Promote team spirit Develop loyalty and commitment Increase productivity and profits Improve job satisfaction


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Basic HR Concept

Getting results The bottom line of managing

HR creates value by engagingin activities that producethe employee behaviorsthe company needs toachieve its strategicgoals.


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FUNCTIONS OF HRM MANAGERIAL FUNCTIONS

Planning

Organizing

Directing

controlling


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FUNCTIONS OF HRM

ProcurementJob analysis

HRPRecruitmentSelectionPlacement

Induction&orientationInternal mobility

DevelopmentTrainingExecutive developmentCareer planning anddevelopmentHRD

OPERATIVE FUNCTIONS


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FUNCTIONS OF HRM

Motivation andcompensationJob design

Work schedulingmotivationJob evaluationPerformance appraisal

CompensationadministrationIncentives and benefits

MaintenanceHealth and safetyEmployee welfare

Social security measures Integration

Grievance redressalDiscipline

Collective bargainingEmployee participation andempowermentTrade unionsIndustrial relations

OPERATIVE FUNCTIONS


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FUNCTIONS OF HRM

HR Audit HR research

HR Accounting HRIS Stress and counseling IHRM

NEW TRENDS


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ROLE OF HR MANAGER

Administrative roles Policy maker Administrative expert Advisor Housekeeper Counselor Welfare officer Legal consultant

Operative roles Recruiter Trainer, developer and

motivator Linking pin Mediator Employee champion


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HRM MODELS HRM AND COMPETITIVE ADVANTAGE

SESSION-2


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HRM MODELS Four major models have been identified. These are:

Fombrun, Tichy & Devanna ModelThe Harvard Model

The Guest ModelThe Warwick Model

They-Provide an analytical framework for studying HRMLegitimize certain HRM practicesProvide a characterization of HRM that establishes variablesand relationships to be researchedServe as a heuristic device


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Fombrun, Tichy & Devanna Model The first model (early 80 s) which emphasizes just

four functions and their interrelatedness. The four functions are:

SelectionAppraisalDevelopmentreward


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Fombrun, Tichy & Devanna Model

Ignores stakeholder interests, situational factors andnotion of strategic choice.

Expresses the coherence of internal HR policies and

the importance of matching them to externalbusiness strategy.


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The Harvard Model (mid 80s) Claims to be comprehensive and comprises 6 critical

components The components are:

Situational factorsStakeholder interests

HRM policy choices

HR outcomes

Long-term consequencesFeedback loop


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The Guest Model (1997) Developed by David Guest Reflects view that a core set of integrated HRM practices

can achieve superior individual and organizationalperformance.

HRM differs from personnel management. Emphasizes the logical sequence of 6 components

HR strategyHR practicesHR outcomesBehavioral outcomesPerformance resultsFinancial consequences


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The Warwick Model

Developed by Hendry and Pettigrew of University ofWarwick. Extends the Harvard framework. Maps the connections between the outer and inner

contexts and explores how HRM adapts to changes incontext.

Centers around 5 elements:

Outer context (macro environmental forces)Inner context (micro environment context)Business strategy contentHRM contextHRM content


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HRM & COMPETITIVEADVANTAGE

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hrm-session1&2

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