introduction to hrm 2010

7/27/2019 Introduction to HRM 2010

1/47

Department of Commerce & Financial Management

University of Kelaniya

M. ShamilB.Com (Sp), MBA


2/47

University of Kelaniya, Sri Lanka

Human resources of an organization consistof all people who perform its activities

Talented individuals are arguably the mostvaluable resource in today's global economy

According to M. Porter employees of an

organization can provide competitiveadvantage

8/23/2013 2


3/47

University of Kelaniya, Sri Lanka 8/23/2013 3

Organizational Success

Employees KASOCs

Right quality people

should join & remain

with organizations

Competitive Advantage


4/47


The policies & practices involved in carrying

out the people or human resource aspect of amanagement position

Dessler, G

8/23/2013 4


5/47


Human Resource Management is concerned

with the people dimension in Management

Decenzo & Robbins

8/23/2013 5


6/47


the HRM focus should always be maintaining &ideally expanding the customer base whilemaintaining and ideally maximizing profit.

HRM has whole lot to do with this focusregardless of the size of the business or theproduct or services you are trying to sell

Dr James Spina

8/23/2013 6


7/47University of Kelaniya, Sri Lanka

a strategic & coherent approach to the

management of an organization's most valued

assets: people who individually & collectively

contribute to the achievementof its

objective

Armstrong, M.

8/23/2013 7



a set of techniques, which enables

interventions to be made within the business

in order to improve performance

Fombrun et al (1984)

8/23/2013 8



It is a set of distinct interrelated practices,

policies, & philosophies that facilitate the

attainment oforganizational strategy

Belcourt & McBey

8/23/2013 9



matching HRM activities & policies to someexplicitbusiness strategy

Henry and Pettigrew (1986)

8/23/2013 10



the process of linking the human resource

function with the strategic objectives of theorganization in order to improveperformance

John Bratton

8/23/2013 11



the processby which organizations seek to

linkthe human, social, & intellectual capital of

their members to the strategic needs of thefirm

Bamberger and Meshoulam (2000)

8/23/2013 12



Linking of Human ResourceManagementwith

strategic goals & objectives in order to

improve business performance & developorganizational cultures that foster innovation

and flexibility

Dessler, G.

8/23/2013 13


14/47University of Kelaniya, Sri Lanka 8/23/2013 14

Acquisition:

HR Planning

Recruitment Selection

Socialization

Development:

Training

Management& Career

development

Motivation:

Job Design

Appraisal Rewards

Job Evaluation

Discipline

Maintenance:

Safety &

Health Employee

relations

Source: Decenzo & Robbins, (2003), Personnel & Human Resource Management



Organization Organization Design, Organization development,

Job & Role design

Resourcing HR planning, Talent management & Recruitment &

Selection

Performance Management

Human Resource Development

Learning, Training, Management development &

Career management

8/23/2013 15



Reward Management Pay systems, Contingent pay & Non financial rewards

Employee relations

Industrial relations, Employee voice &Communication

Health, Safety & Welfare services

Employment & HR services

Implementation of certification related

programs & Compliance auditing

ISO

8/23/2013 16


17/47


18/47University of Kelaniya, Sri Lanka 8/23/2013 18

Managing Director

Finance

Manager

Marketing

Manager

Operations

ManagerHR Manager

Line Authority

Staff Authority

Executive 1 Executive 2


19/47


20/47

8/23/2013 20

PersonnelManagement

Strategic HRM

HR Management

Personnel

Administration

UK

USA

Schools of

Management

TQM

Strategic Mgt

IHRM

CHRM

1890 1930 1960 1980 2000>

HRMS

e-HR

Global HRM

Knowledge

Cost centre to Profit centre

Japan

China


21/47


Determine the best method of performingeach task: the job & task

Scientific selection of workers:select the

right person Scientific education & development of the

worker: train workers

Differential Rate system: higher pay for

higher performance

8/23/2013 21


22/47


23/47

8/23/2013 23


24/47


There is no dominant theory HRM is hyped up version of Personnel

Management to exploit labour

Contradiction between Hard & Soft versionsof HRM

Organizational practices are influenced by either

versions

8/23/2013 24


25/47


Postmodernism Knowledge is not an object, its a source for power

HR is not a panacea for all the organizational

problems Relationship between HRM & organizational

performance

8/23/2013 25


26/47


HR Practices

Employees

Customers

Investors

Morale, Commitment,

Competence, Retention

RetentionSatisfaction

Commitment

Profitability, CostGrowth, Cash flow

Margin

Source: Ulrich, D. (1997). Human Resource Champions


27/47


1. Closely linked to business strategic plans2. Jointly conceived & implemented by line &

HR managers

3. Responsive to a highly competitivemarketplace & global business structure

4. Focused on quality, customer service,

productivity, employee involvement, team

work, & workforce flexibility

8/23/2013 27


28/47


Sales OperationsAirFreight

CustomerService

IT Admin& HR

Accounts Transport

Import Export Import Export

Departments


29/47


30/47


HRP determines the human resources requiredby the organization to achieve its strategic

goals

Armstrong, M.

8/23/2013 30


31/47


HRP is the process for ensuring thathuman

resource requirements of an organization areidentified & plans are made for satisfying

those requirements

Bulla & Scott, 1994

8/23/2013 31


32/47


HRP process includes1.Environmental scanning

2.Labour demand analysis

3.Labour supply analysis4.Gap analysis

5.Action programming

6.Control & evaluation

8/23/2013 32


33/47


34/47


Talent management is the process of ensuring

that the organization attracts, retains,motivates, & develops the talented people it

needs

Armstrong

8/23/2013 34


35/47


1. Defining requirements Prepare JDs & JSs,

Decide on the terms & conditions of the employment

2. Attracting candidates

3. Selecting candidates

4. Hiring

8/23/2013 35


36/47


Bio Data, CV or Resume Graphology

Interviews

Tests Assessment Centre

References

8/23/2013 36


37/47

University of Kelaniya, Sri Lanka 8/23/2013

- 1

0

0.5

1

Graphology

References

Assessment Centre (Performance)Personality Tests

Interviews

Bio Data

Ability Tests

Assessment Centre (Promotion)

37


38/47


39/47


a strategic & integrated approach to delivering

sustained success to organization by

improving the performanceof thepeoplewho work in them & by developing the

capabilities ofteams & individual

contributorsArmstrong & Baron

8/23/2013 39


40/47

40

If you cantdefine performance,

you cantmeasure or manageit

Armstrong & Baron 1999


41/47

8/23/2013 41

Role Profile

Performance

Review

Performance

Agreement

Performance Development

Planning

Performance


42/47


Graphic Rating Scale Method (GRS) Alternation Ranking Method

Paired Comparison Method

Forced Distribution Method Critical Incident Method

Behaviorally Anchored Rating Scales (BARS)

8/23/2013 42


43/47

8/23/2013 43


44/47


the planned & systematic modification ofbehavior through learning events,

programmes & instruction which enable

individuals to achieve the levels ofknowledge,skill& competence to carry out

their work effectively

Armstrong

8/23/2013 44


45/47


Develop attitude towards the use of computer

Develop attitude towards maintaining confidentiality on

electronic documents

Develop attitude towards using and maintaining computers

Attitude

How to switch on the computer

How to use the Ms Word to prepare a letter and report How to use Ms Access to develop a database

How to use Ms Exel to prepare financial statement

How to use Ms Powerpoint to prepare a presentation

Skill

Components of a computer

Facilities available in the computer

What is Ms Office

Knowledge


46/47


Training

Needs

Analysis

Training

Design

Training

Development

Training

Implementation

Training

Evaluation


47/47

Dessler, G. (2004). Human ResourceManagement. 9th ed.

Armstrong, M. (2007).A Handbook of HumanResource Management. 10th ed.

Belcourt, M. & McBey, K. (2004). Strategic

Human Resource Management. 2nd ed.

introduction to hrm 2010

Documents