human resource management (hrm 401) course facilitator: dr. arzoo atiq

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Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

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Page 1: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Human Resource Management (HRM

401)Course Facilitator: Dr. Arzoo Atiq

Page 2: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Administrative Details• Course outline provided at: [email protected]• Navigate to Human Resource Management ; Password: iba-hrm• Lectures will be uploaded here. TA will transfer to LMS.• Office Hours: 2:00-2:25 pm• Grading Scheme

Assignments 4*3 = 12-2 n-1

Participation (Bonus) 5 Will be given during

sessions

Project 2 * 5 = 10

Two deliverables of five points each

Project Presentation 5 During Last week

Mid-Term 15+15 = 30 Two Mid-Terms

Final Exam 40  

Page 3: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Questions?

What do you think HRM is?

Page 4: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Human Resource Management

• “HRM is management function concerned with hiring , motivating and maintaining people in an organization. It focuses on people in organization” (Aswathappa, 2008, p.5)

• The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. (Gary Dessler, 2013)

• Strategic and coherent approach to the management of an organization’s most valued assest – the people working there who individually and collectively contribute to the achievement of its objectives. (Michael Armstrong, HRM Practice, 10th ed.)

• ‘The process of analysing and managing an organisation’s human resource needs to ensure satisfaction of its strategic objectives’ (Hellriegel, Jackson, Slocum and Staude, 2009)

Page 5: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Basics

• Organization• People with formally assigned roles who work together to achieve the

organization’s goals.

• Manager• The person responsible for accomplishing the organization’s goals, and who

does so by managing the efforts of the organization’s people

Page 6: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

The Management Process

Planning

Organizing

Leading Staffing

Controlling

Gessler; Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Page 7: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Gessler; Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resource Management Processes

Acquisition

Training

Appraisal

CompensationLabor Relations

Health and Safety

Fairness

Human Resource

Management (HRM)

Page 8: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Scope Of HRM

HRM

Prospects of

HRM

IR

Career Development

EmployeeHiring

EmployeeRemuneration

EmployeeMotivationEmployee

Maintenance

Source: Adapted from Aswathappa, 2008, p.6

Page 9: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Historical Perspectives

Page 10: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Some historical perspective - Industrial Revolution:

a. Adam Smith: specialization and division of labor. http://www.whatishumanresource.com/adams-equity-theory (1963)

b. Robert Owens: Pioneer of HRM, performance appraisal and pay for performance (fair treatment of employees) (1850)

• Started in 19th century, when some informed industrial companies in the US and Europe employed welfare officers to look after the wellbeing of workers, especially women and children.

• In the 1920s and 1930s companies employed labour managers to handle pay, absence, recruitment and dismissal.

• By the late 1940s labour management and welfare work had been integrated under the banner of ‘personnel administration’.

• As the importance of people to the success of firms was increasingly recognised throughout the 1970s and 1980s, personnel administration became ‘personnel management’ and eventually ‘human resource management’.

• Today some companies refer simply to the ‘people’ function and call their most senior HR executive the ‘chief people officer’.

Page 11: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Scientific management

Frederic Taylor: Father of scientific managementhttps://www.marxists.org/reference/subject/economics/taylor/

principles/ch01.htma. Definition: Systematic analysis and breakdown of work into the smallest

mechanical components and rearranging them into the most efficient combination.

b. Steps: Job analysis—selection—training—rewards.

Page 12: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Industrial psychology

a. Hneri Fayol’s management functions: (1949) Planning, organizing, communicating, coordinating and controlling.b. F. & L. Gilbreth’s principles of work simplification (time and motion

studies). (1890)c. Henry Gantt’s principles of work scheduling. (1915)d. Continuation of scientific management.

Page 13: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Human behavior and relationsa. The Hawthorne Studies by Westing House The happy workers are the most productive workers. (The Pet Milk

theory) (1960s)b. Max Weber: the Ideal Bureaucracy. http://

www.hrmguide.co.uk/history/classical_organization_theory.htm c. Chris Argyris: Individual and organization—mutual adjustment.

http://infed.org/mobi/chris-argyris-theories-of-action-double-loop-learning-and-organizational-learning/

Page 14: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Three stages of growth of HRM

a. File Management (1900-1964):collecting and storing data of each employee.

b. Government Accountability (1964-1980): Compliance to government regulations.

c. Human Resource Management: • Treating human resource as an asset.• Emphasizing joint responsibilities of line managers and staff managers.

Page 15: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Questions?

Page 16: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Personnel Aspects of a Manager’s Job• Conducting job analyses • Planning labor needs and recruiting job candidates• Selecting job candidates• Orienting and training new employees• Managing wages and salaries• Providing incentives and benefits• Appraising performance• Communicating • Training and developing managers• Building employee commitment

Page 17: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

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 firm in court because of discriminatory actions• Have your firm cited by regulatory authority for unsafe practices• Have some employees think their salaries are unfair and inequitable

relative to others in the organization• Allow a lack of training to undermine your department’s effectiveness• Commit any unfair labor practices

Page 18: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–18

Basic HR Concepts

• The bottom line of managing:Getting results

• HR creates value by engaging in activities that produce the employee behaviors that the organization needs to achieve its strategic goals.

• Looking ahead: Using evidence-based HRM to measure the value of HR activities in achieving those goals.

Page 19: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Line and Staff Aspects of HRM

• Line Manager• Is authorized (has line authority) to direct the work of

subordinates and is responsible for accomplishing the organization’s tasks.

• Staff Manager• Assists and advises line managers.• Has functional authority to coordinate personnel activities

and enforce organization policies.

Page 20: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Line Managers’ HRM Responsibilities

1. Placing the right person on the right job

2. Starting new employees in the organization (orientation)

3. Training employees for jobs that are new to them

4. Improving the job performance of each person

5. Gaining creative cooperation and developing smooth working relationships

6. Interpreting the firm’s policies and procedures

7. Controlling labor costs

8. Developing the abilities of each person

9. Creating and maintaining department morale

10. Protecting employees’ health and physical condition

Page 21: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resource Managers’ Duties

Line FunctionLine Authority

Implied Authority

Staff FunctionsStaff Authority

Innovator/Advocacy

Functions ofHR Managers

Coordinative Function

Functional Authority

Page 22: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Differences Between HRM and PMDimensions PM HRM1.Employment contract Care full delineation of written

contractsAim to go behind contract

2.Rules Importance of devising clear rules Can do outlook, impatience with rule

3.Guide to management action Procedures Business need

4.Behaviour referent Norms ,customs and practices Values and mission5.Managerial task vis-à-vis labor Monitoring Nurturing

6.Speed of decision Slow Fast7.Management role Transactional Transformational leadership8.Communication Indirect Direct 9. Prized management skills Negotiation Facilitation

10.Selection Separate ,marginal task Integrated, key task11.Labour management Collective barraging contracts Individual contracts12.Job categories and grade Many Few

13.Job design Division of labour Team work14.Conflict handling Reach temporary truce Manage climate and culture

Page 23: Human Resource Management (HRM 401) Course Facilitator: Dr. Arzoo Atiq

Differences Between HRM and PM

Dimensions PM HRM

15.Respect for employees Labour is used as tool which is spendable and replaceable

Peoples are used as assets to be used for the benefit of organization

16.Shared interest Interest of organizations are uppermost Mutuality of interest

17.Evolution Precedes HRM Latest in evolution of subjects

18.Locus of control External Internal 19.Oganization principles Mechanistic

Top downcentralized

OrganicBottom-upDecentralized

20.Key relations Labour Management Customers21.Initiatives Piecemeal Integrated22.Pay Job evaluation Performance related23.Training and development Controlled accessed to courses Learning companies

Source: Aswathappa, 2008, p.7