HRM DEFNand HRD

8/9/2019 HRM DEFNand HRD

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MODULE 3DEFINITION OF HUMAN RESOURCE MANAGEMENT

Human resource management is the planning,

organizing, directing and controlling of the

procurement, development, compensation,

integration, maintenance and reproduction of

human resource to the end that individual,

organizational and societal objective are

accomplished.

According to Institute of personnel

management(U.K.)

Personnel management is an integral but

distinctive part of management concerned with

people at work and their relationship within the

enterprise. It seeks to bring together into an

effective organization the men and women who

staff the enterprise enabling each to make his/herbest contribution to its success, both as a member

of a working group and as an individual.

NATURE OF HUMAN RESOURCE MANAGEMENT1. Integral part of the process of management

2. Comprehensive Function

3. Pervasive Function

4. People Oriented

5. Based on human relations


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HRM(i) Stresses the solution of personnel problems to

achieve both organizational objectives and

employees personal goals.(ii) Considers every employee as an individual so as

to provide services and programmers to facilitate

employee satisfaction and growth.

(iii) Concerns itself with developing the potential of

employee so that they get maximum satisfaction

from their work and give their best efforts to the

organization. For this purpose it has to take into

account the interests, personality and capacity of

employees.

(iv) Attempts to obtain willing cooperating of the

employees for the attainment of desired

objectives.

(v) Considers the emotions and sentiments of

employees. People have different needs.

Perceptions and expectations. Its therefore,necessary to handle them tactfully. Human

relations skills are required to deal with the

people at work.

6.Continuous process.

7. Science as well as Art.

8.Recent origin.

9.Interdisciplinary.10. Basic to all functional Areas.


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T.V. Rao suggests the following essential elements of HRM:

(i) Employees enjoys their work.

(ii) Employees have a sense of accomplishment in

and through their work.(iii) Employees have a high sense of belonging to

their organization and their work place.

(iv)Employees feel that they are respected as

individuals and their contributions are valued.

(v) Employees have a feeling to enhance their

competence and perform more challenging

and satisfying tasks.(vi) Instead of spending time in satisfying their

needs, employees contribute to the

organizational tasks and goals.

NEED FOR HRM APPOACH1. Better industrial relations.

2. Develop organizational commitment3. Coping with changing environment.

4. Change in political philosophy.

5. Increased pressure on Employees.


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HRM VS HUMAN RESOURCE

DEVELOPMENTT.V. Rao and dual puree have given six dimensions of human resource

development.

(i) Performance appraisal

(ii) Potential appraisal

(iii) Employee counseling

(iv) Career development and planning

(vi) Training

(vii) Organizational development.HRM AND PERSONNEL MANAGEMENTPersonnel management is the planning, organizing,

directing and controlling of the procurement, development ,

compensation, integration and maintenance of people for

the purpose of contributing to organizational, individual

and social goals.

SCOPE OF HUMAN RESOURCE

MANAGEMENT(i) Setting general and specific

management policy for

organizational relationship and

establishing and management a

suitable organization forleadership and cooperation.

(ii)Collective bargaining, contractnegotiation, contract


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administration and grievance

handing.

(iii) Aiding in the self developmentof employees at all level providing

opportunities for personal

development and growth as well

as for acquiring requisite skill and

experience.

(iv) Reviewing and auditingmanpower management in the

organization .

(v) Developing and maintainingmotivation for workers by

providing incentives.(vi) Staffing the organization finding,getting and holding the prescribed

types and number of workers.

(vii) Industrial relations research-carrying out studies designed to

explain employee behaviors and

there by effecting improvement in

manpower management.


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SCOPE OF HUMAN RESOURCE MANAGENENT

1. The personnel Aspect.

2. The welfare Aspect.

3. The Industrial relations Aspect.which include:

Objectives of HRM

Organization of HRM

Strategic HRM

Employment

Development

Wage and salary

administration/compensation

Maintenance

Motivation

Industrial relations Participative management and

Recent Developments in HRM.

HRM has a crucial role to play inthe organization, so followingfunctions can be associated withHRM.

1. Identifying and developing

persons.


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2. Retaining suitable persons.

3. Creating work culture.

4. Educating managerialpersonnel.

5. Conducting research.

6. Developing a communication

system.LIMITATIONS OF HUMAN RESOURCE MANAGEMENT

1. Lack of top management support.2. Improper implementation.

3. Inadequate information.Human resource managementsystems.

PRODUCTION

SUBSYSTEM

HRMSUBSYSTEM

RESEARCY &DEVELOPMENT

SUBSYSTEM

FINANCIALSUBSYSTEM

MARKETINGSUBSYSTEM


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Meaning and definition of strategic HRM

Strategic HRM is the pattern of planned of human resource

development are actives intended to enable an organization to

achieve its goals.

Strategic HRM is the linking of HRM with strategic goals and

development organizational cultures that foster innovation and

flexibility.

Strategic HRM is to ensure that HRM is fully integrated into

strategic planning, the HRM policies cohere both across policyareas and across hierarchies and that HRM policies are

accepted and used by line managers as part of their everyday

work.

COMPETENCIES OF HR PROFESSIONALS

Since strategic HRM has become very important for the modern organizations,

the HR professional are required to be:

Responsive to a highly competitive

workplace and global business

structures.

Closely linked to business

strategic plans,

Jointly concerned and

implemented by both line and HR

managers and

Focused on quality, customer

service, productivity, employee

involvement, teamwork and work

force flexibility.


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Ulrich D. Brock bank W. and young A in their paper HR competencies in the

1990s have illustrated these competencies as follow

MANAGING CHANGE

PROCESSES

Diagnosis, influence Contracting, intervention

Problem solving

Relationships HUMAN

RESOURCE

Staffing development

BUSINESS appraisal, rewards,

CAPABILITIES organization planning,

*Financial communication.

* strategic

* Technological

These competencies are discussed as follows:

(i)Business capabilities.(ii)HRM practices.(iii) Management of change process.HRs Role in formulating strategyHRs Role Implementing strategyImplementation has traditionally been the heart of

HRs strategic role a forms functional strategic

should support its competitive strategic.

HR problem while implementing strategiesmay arise due to the following reasons.-Disruption of social and political structures.- Failure to match individuals aptitude withimplementation tasks.

-Inadequate top management support forimplementation activities.

TRADITIONAL HR VS. STRATEGIC HR

1. The focus of traditional HR is on employee relations whereas in strategic

HR the focus is on partnership with internal and external groups.

2. Traditional HR is transactional in nature, whereas strategic HR istransformational in nature in that it helps people and the organization to

adopt, learn and act quality.


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3. The initiatives of employees in traditional HR are show, reactive and

fragmented whereas in strategic HR these are fast, proactive and

integrated.

4. Traditional HR is characterized by tight controls and excessive

regulations, whereas in strategic HR, operations are controlled by

whatever is necessary to succeed and control systems are modified asneeded to meet the changing conditions.

Features of human resource management

Features of human management include:

- Human resources management is concerned

with employees both as individuals and as a

group in attaining goals. Its is also

concerned with behaviors, emotional andsocial aspects of personal.

- It is concerned with the development of

human resources, I. e. knowledge

capability , skills, potentialities and

attaining and achieving employee goals

including job satisfaction.

- Human resources management covers all

level (low,middle,and top)and categories

(unskilled, skilled, technical, professional,

clerical and managerial)of employees. Its

covers both organized and unorganized

employees.

- Its applies to the employees in all types of

organization in the world (industry, trade,

service, commerce, economic, social,

religious, political and government

department). Thus ,its is common in all types

of organizations.


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- Human resource management is a

continuous and never ending process.

- Its aims at attaining the goals of

organization, individual and society in anintegrated approach.

- Organization goals may include survival,

growth and development in addition to

profitability productivity innovation

excellence etc.

- Individual employee-goals consist of job

satisfaction, job security high salary

,attractive fringe benefits, challenging work,

pride, status, recognition, opportunity for

development etc.

- Goals of the society include equal

employment opportunity the disadvantaged

section and physically handicapped

minimization of inequalities in the

distribution of income by minimizing wage

differenentials developing the society in

general by organization developmental

activities etc.

- It is concerned mostly with managing human

resources at work.


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1. Managerial functions

Functions of HRM

Managerial functions Operative functions

Planning Employment

Organizing Human resources developmentDirecting Compensation

Controlling Human relationsIndustrial relations

Recent Trends in HRM

1 Employment (i) Job Analysis:

Collection of data, information, fact and

ideas relating to various aspects of jobs

including man, machines and materials.

Preparation of job description, job

specifications, job requirements and

employee specification which will help in

identifying the nature level and quantum of

human resources.

Providing the guides, plans and basis for job

design and for all operative functions of HRM

(ii) Human Resource Planning:

Estimation of present and future requirement

and supply of human resource based on

objectives and long range plans of the

organization.

Calculation of net human resource

requirement based on present inventory of

human resources.


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Taking steps to mould, change and develop

the strength of exiting employees in the

organization so as to meet the future human

resource requirement.

Preparation of action programmers to get the

rest of human resource from outside the

organization and to develop the human

resources in terms of exiting employees.

(iii) Recruitment:

Identification of existing sources of

applicants and development them.

Creation/identification of new sources ofapplicants.

Stimulating the candidates to apply for jobs

in the organization.

Striking a balance between internal and

external sources.

(iv) selection:

Framing and developing application blanks.

Creating and developing valid and reliabletesting techniques.

Formulating interviewing techniques.

Checking of references.

Setting up a medical examination

policy and procedure.

Line managers decision.

Sending litters of appointment andrejection.

Employing the selected candidates who

report for duty.

(v) Placement:


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* Counseling the functional managers

regarding placement.

* Conducting follow-up study,

appraising employee performance inorder to determine employee

adjustment with the job.

Correcting misplacements, if any.

(vii)Induction and orientation:

Acquaint the employee with the companyphilosophy, objective, policies, career

planning and development, opportunities,

product, market share, social and

community standing, company history,

culture etc.

Introduce the employee to the people withwhom he has to work such as peers

supervisors and subordinate.

Mould the employee rarities by orienting

him to the new working and social

environment.

2.Human resource development(i) Performance appraisal:

* Developing policies, procedures and techniques.

*Helping the functional managers.

* Reviewing of reports and consolidation of reports.

* Evaluating the effectiveness of various

programmers.


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(ii) Training:

* Identification of training needs of the individuals

and the company.

Developing suitable training programmers .

Helping and advising line management in the

conduct of training programmers .

Imparting of requisite job skills and

knowledge to employee.

Evaluating the effectiveness of training

programmers.

(iii) Management development

Identification of the areas in whichmanagement development is needed.

Conducting development programmers.

Motivating the electives.

Designing special development programmers

for promotions.

Using the service of specialists and/or

utilizing of the institutional executive

development programmers. Evaluating the effectiveness of executive

development programmers.

(iv) Career planning and development:(v) Internal mobility:

(vi) Transfer:

Developing transfer policies and procedures.

Guiding employees and line management on

transfers.

Evaluating the execution of transfer policies

and procedures.

(viii) Promotion:


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This function covers the formulating of

equitable, fair and consistent promotion

policies and procedures.

Advising line management and employees on

matters relating to promotions.

Evaluating the execution of promotion


(ix) Demotion: Develop equitable, fair and consistent

demotion policies and procedures.

Advising line managers on matters relating to

demotions. Oversee the implementations of demotions


(viii) Change and organization development:

3. Compensation:i.Job Evaluation:

select suitable job evaluation techniques.

Classify jobs into various categories.

Determining relative value of jobs in variouscategories.

(ii) Wage and salary Ammonization:

Conducting wage and salary survey.

Determining wage and salary rates based on

various factors.

Administering wage and salary programmers

Evaluating its effectiveness.

(iii) Incentives:

Formulating incentive payment schemes.

Helping functional managers on the

operation.


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Review them periodically to evaluate

effectiveness.

(iv) Bonus:

(v) Fringe benefits:

* Disablement benefit.

* Housing facilities.

* Educational facilities.

* Canteen facilities.

* Recreational facilities.

* Conveyance facilities.

* Credit facilities.

* Legal clinics.* Medical, maternity and welfare facilities.

* Company stores.

(vi) Social security measures:

Workmens compensation to those workers

who involve in accidents.

Maternity benefits to women employees.

Sickness benefits and medical benefits.

Disablement benefits / allowance. Dependent benefits.

Retirement benefits like provident fund

pension gratuity etc.4.Human relations:

* Understanding and applying the models of

perception personality learning intra and inter

personal relations, intra and inter group relations.

* Motivating the employees.* Boosting employee morale.

* Developing the communication skills.

* Developing the leadership skills.

* Redressing employee grievances properly and in time

by means of a well formulated grievance procedure.


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* Handing disciplinary cases by means of an

established disciplinary procedure.

* Counseling the employees in solving their personal

family and work problems and industrial accidents.

* Improving quality of work employee throughparticipation and other means.

5. Industrial relations :

* Indian labour market

* Trade unionism

* Collective bargaining

* Industrial conflicts

* Workers participation in management and* Quality circles.

6. Recent Trends in HRM:

* Quality of work life

* Total quality in human resource

* HR accounting, audit and research and

* Recent techniques of HRM.HUMAN BEHAVIOUR AND HRM PERSONALITY

*Extraversion :

* Agreeableness

* Conscientiousness

* Emotional stability

* openers to experience

Personality theories include

Psychoanalytical theory

Social-psychological theory

Trait factor theory

Perception


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Receiving the perceptual inputs or stimuli from

the internal and external averment regarding

people, objects and incidents.

Selecting the stimuli:

Organization of stimuli:

Interpretation

Perceptual output

Individual behavior is called.

HUMAN RESOURCES SYSTEM IS A CENTRAL SUB-SYSTEM

iusaa P

Performance discussions

Performance

management for all acentre

Allocations

projects

Recruitment The centre

manager

Training(technical)

Career

development


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CONCEPT OF HUMAN RESOURCE MANAGEMENT


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Objectives and organization of HRM

Strategic HRM

Employment

Job design and Analysis

Human resource planning

Recruitment and selection

Human resource development

Performance appraisal

Training and development

Career planning and development

Promotion transfer and demotion

Absenteeism and lab our turnover

Management of change development & cultureCompensation management

Job Evaluation

Wage and salary administration

Social security and welfare

Motivation and job satisfaction

Morale

Communication

Leadership Work environment, industrial accidents,

Industrial relations

Indian lab our market

Industrial relation

Trade unionism

Collective bargaining

Industrial conflicts

Workers participation in management quality circles

Recent trends in

HRM Quality of work life and empowerment

Total quality HRM

HR Accounting Audit and research

Recent techniques in HRM

Human relations


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HRM DEFNand HRD