tehzeeb sakina amir iu – spring 2011 hrmm - mba human resource management
TRANSCRIPT
Start up session
Welcome & Class introductionCourse facilitator introductionCourse Objectives
Importance of HRMOutlines HRM ways for the benefit of the organization and
employeesIssues in HRM in changing work environmentSuggests ways of managing human capital
Start up session
Teaching methodologyTeaching will mainly be done through coaching
the students with interactive sessions. The key to success is to keep the concept
clear, simple and always look for its practical application in a working environment
Class norms - To get the maximum benefit out of the course students are strongly recommended to:Arrive and leave in time! No early leaves / late comingsCome Prepared! This is not a lecture-only course!Planned & surprise class quizzes/activities, be regular!Assignments and other related work has to be submitted on
time. Late submission will not be acceptable and will be marked zero!
Do your own work! Copied work will be marked zero!Cell phones switch off or put on silent please!No personal, political and religious examples & comments.
Start up session
Course content (modules) – soft copy email or copy from temp folder.
Testing & GradingGrading will focus on your overall performance rather
than one or two aspects. A mid-term examination & a final examination will be taken.
Class ParticipationClass quizzes, assignments 25%
Mid-term 25%Term project 10%Final Exam 40%TOTAL 100%
Course outline and grading
Resources Gary Dessler and Biju Varkkey “Human
Resource Management” eleventh edition Snell S. and Bohlander G. “The Handbook of
Human Resource Management” 2007 Society for Human Resource Management via
www.shrm.org HRM research papers and scholarly journals
Books & Journals
CR nomination Groups formation Class information (email addresses) Term Project
Selection of CR & Groups formation
To sum up….
HRM is one function of management process
where policies and practices focus on
carrying out “people” including recruiting,
screening, training, rewarding and appraising.
HRM functions
To perform the ‘people’Conducting job analysisPlanning labor needs & recruiting job candidatesSelectingOrienting and trainingManaging wages & salariesProviding incentives and benefitsPerformance appraisalsCommunicating – interviewing, counseling, discipliningTraining and developing Building employee commitment
HRM functions
A manager must know: Employment laws Equal opportunity and affirmative action Employee health & safety Handling grievances & labor relations
HRM specialties Recruiters HR development specialists Job analysts Compensation managers Training specialists Employment/industrial relations specialists Employee welfare officers
Small mistakes = huge loses
What can go wrong!Hire the wrong personHigh turnoverPeople not performingWaste time with useless interviewsHave your company taken to court because of
discriminatory actionsHave your company cited under occupational safety
laws for unsafe practicesUnfair and inequitable salariesLack of trainingCommit unfair labor practices
Authority – line and staff
Authority – the right to make decisions, direct other’s work and give orders.Line authority – direct activities in own
department and in service areasStaff authority – to advise other managers
HR manager’s duties
A line functionA coordinative function – to ensure line
managers are implementing organization’s policies, rules.
Staff functions- assist and advise line managers
The size of HR department reflects the size of the company
HR Manager’s Proficiencies
HR proficienciesBusiness proficienciesLeadership proficienciesLearning proficiencies
Managing within the Law
Managing Ethics
Major changes in work environmentGlobalization trends & implications
Technological trends
Nature of work High-tech jobs
Service jobs
Knowledge work & human capital
Workforce demographic trendsAvailability of ‘Employable Talent’
Labor Laws Pakistan
Labor legislation is the responsibility of both Federal and Provincial governments
Total labor force in Pakistan37.15 million people
47% agriculture sector10.5 % in manufacturing42.5% in various other professions
(source: labourunity.org)
Labor Laws Pakistan
Article 11 of the constitution prohibits child labor, forced labor and slavery
Article 17 right to exercise freedom of association and unions Article 18 right to enter any lawful profession, occupation, business Article 25 prohibits discrimination on basis of gender Article 37 (e) provision for just and humane work conditions Laws of hiring & firing Laws of working hours (7hrs/day. 42 hrs/week – factories act) Leaves paid Child labor (below 14 years) Strikes and Lock-outs
Equal Opportunity Employment
Discrimination on the basis of race, colour, religion, sex or national origin
Article 38 aims at achieving equality Defenses against discrimination allegations
Disparate treatment – intentional discrimination Disparate impact – neutral employment policy creating an adverse
impact. (college degree requirement). Not intentional. Adverse Impact: the overall impact of employer practices that result in
higher percentage of a particular groups members being rejected or not promoted. Adverse impact can be shown through:
Disparate rejection rates Restricted policy Population comparison Mc-Donnell-Douglas Test
Bona Fide Occupational Qualification
BFOQ - requirement that an employee be of a certain religion, sex, age or national origin which is necessary for organization’s functioning
Business Necessity – proof that there is an overriding business purpose for the discriminatory practice and should therefore be acceptable
Handling discrimination charges
Good intentions are no excuse!!Can not hide behind collective bargainingAgreement may be the best option…
Diversity
Some discriminatory practices
RecruitmentWord of mouthMisleading informationHelp wanted ads
Selection standardsEducational requirementsTestsPreference to blood relationsHeight, weight and physical characteristicsCriminal recordsApplication forms
Some discriminatory practices
Existing employeesPromotionsTransfersLayoffs
Personal appearanceDressHair/beardUniforms
The new HRM face
Traditional
Strategic HRM
Creating High Performance Work
systems
Hiring/firingPayroll
Benefits plan
Testing & interviewing technologyUnion legislation
Equal employment legislation
Strategic - concepts
Strategy is ‘The company’s plan for how it will balance its internal strengths and weaknesses with its external opportunities and threats and to maintain a competitive advantage.
Strategic management is “The process of identifying and executing the organization’s mission by matching its capabilities with the demands of the environment.”Strategic Plan + Implementation of the Plan
Strategic management - Steps
Step 1 Define current business and developing a mission
Step 2 SWOT evaluating internal & external strengths, weaknesses, opportunities and threats
Step 3 formulating a new business statementStep 4 translating mission into goalsStep 5 formulate strategies or courses of actionStep 6 Implement the strategiesStep 7 Evaluate performance
Strategies - TypesCorporate strategy – one organization into multi business but one corporate strategy
Competitive strategy – business level strategy
The Competitive Advantage – the edge, the differences with competitors that organization use to increase market share.
Functional strategy – basic courses of action in departments.
Strategic Fit
Dilemma of manager – misfit Two possibilities to overcome:
Fit – the manager should align functional strategies with and support its corporate and competitive strategies. Can result in limited growth
Leveraging – supplementing what you have and doing more with what you haveManager must underplay firm’s weaknesses &
capitalize on unique core strength of the company
HRM Role in strategic front
HRM Strategic Plan is “formulating and executing HR policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims.”HRM helps to create the ‘competitive
advantage” for the organizationThe Competitive advantage can take many forms: quality,
research, software systems, diversity of the workforce, trained employees, HR policies & practices etc.
Linking organization & HR strategies
Company’s competitive environment
Company’s strategicsituation
Company’s internal strengthsAnd weaknesses
Strategic plan(expand/cut cost/diversify)
Organizationalperformance
HR strategiesCourses of action
Challenges to HRM
Need to support corporate productivity and performance improvement efforts
Employees play an expanded role in employer’s performance improvement efforts
HR units must be more involved in designing – not just executing – the company’s strategic plan
HRM Strategic Roles
The Strategic Roles:The Execution Role – the doing part
The Formulation Role – expanded role – where
included in working of formulating corporate and
competitive strategies
The Strategic HRM System
The HR Function
HR professionalsWith strategic managementcompetencies
EmployeeBehaviorsEmployees
Competencies,Values,
Motivation, &Behaviors required
The HR System
High PerformanceWork system
High Performance Work Systems
A system which tends to create human resource with unique support to organizational needs
Aims to maximize competencies, commitment and abilities of the employees which produce superior performance
Vary from organization to organization
High Performance Work SystemsIncludes practices:
Employment securitySelective hiringExtensive trainingSelf managed teams and decentralized decision makingReduce status quoInformation sharingContingent rewards (pay-for performance)Transformational leadershipMeasurement of management practicesEmphasis on high quality work
Southwest Airlines
"Our people are our single greatest strength and most enduring long term competitive advantage."
Gary Kelly, CEO Southwest Airlines The Mission of Southwest Airlines The mission of Southwest Airlines is dedication to the highest
quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.
To Our Employees We are committed to provide our Employees a stable work
environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer.