human resource management (hrm 401) course facilitator: dr. arzoo atiq
TRANSCRIPT
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
Questions?
What do you think HRM is?
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)
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
The Management Process
Planning
Organizing
Leading Staffing
Controlling
Gessler; Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
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)
Scope Of HRM
HRM
Prospects of
HRM
IR
Career Development
EmployeeHiring
EmployeeRemuneration
EmployeeMotivationEmployee
Maintenance
Source: Adapted from Aswathappa, 2008, p.6
Historical Perspectives
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’.
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.
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.
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/
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.
Questions?
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
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
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.
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.
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
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
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
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