Post on 18-Nov-2014
transcript
UNIT-IUNIT-I
HISTORY OF HRM (Stages to Modern HRM)
The Industrial Revolution Trade Unionism Scientific Management
“F.W.Taylor developed 4 principles of scientific management -Development of true sciences-scientific selection and training of workers-friendly cooperation b/w management & workers-development of every worker to his fullest potential
Industrial PsychologyAcc. to “Hugo Munster berg” theory ‘matching the worker’s skills with job.
Human Relations Movement‘Hawthorn Experiment’ came in to existence.
Behavioral Sciences‘Frederick Hertzberg’, ‘Maslow’,’likert’ and other theories related with
Motivation and Leadership came into existence. Human Resource Specialist & Employee Welfare
Evolution of the Concept of HRM
The Commodity Concept The factor of Production Concept The Paternalistic concept The Humanitarian Concept The Human Resource Concept The Emerging Concept
Genesis and Growth of HRM in INDIA 1920- Concern for welfare of Factory Workers 1931- Royal Commission came into existence & Appointment
of ‘Labor Officer’ 1948- “Factory’s Act” came into existence & state that Factories
employing 500 or more workers have to appoint ‘Welfare Officer’
1950- Two professional bodies were established- Indian institute of Personnel Management (NIPM),Kolkata National Institute of Labor Management (NILM), Mumbai
1960- Labor Welfare, Industrial Relation, HR administration emerged as the complimentary parts of HRM.
1970- Welfare shifted to higher efficiency. 1980- IIPM & NILM become National Institute of Personnel
Management (NIPM),Kolkata 1990- HRM as a distinct and important part of any organization
PERIOD DEVELOPMENT OUT-LOOK FOCUS STATUS
1920-1940 Beginning Legalistic Statutory welfare Clerical
1940-1970 Struggling for Recognition
Technical and Legalistic
Paternalism Administrative
1970-1990 Introduction of Sophisticated Techniques
Impersonal and
Professional
Regulatory conformance
Management
1990-2000 Promising Philosophical Human values, Productivity
through people
Executive
After 2000 Bright Psychological Development of potential
Top Level
Definition of HRMDefinition of HRM
“HRM is the planning, organizing, directing, controlling of the procurement, development, compensation, integration, maintenance and reproduction of HR to the end that individual organizational and social objectives are accomplished.”
-FLIPPO
Difference b/w HRM & Personnel Management
DIMENSIONS PERSONNEL MGT HUMAN RESOURCE MGT
Philosophy
Nature
Communication
Decision makingApproach
Job designManagement’s roleLevel of trust
Employees are made for rules and regulationsConfined to procurement and training of personnelSlow and downward
Slow
Work oriented
Division of laborTransactional
low
Rules and regulations are meant for employees.Also integrated with corporate management.Fast and both upward and downward.Fast
People + work oriented
Team workTransformational
High
Features of HRM Comprehensive Function Continuous Function Pervasive Function Challenging Function Staff Function People Oriented Action Oriented Individual Oriented Development Oriented Future Oriented Science as well as Art Interdisciplinary Nervous System
Managerial Function
Planning
Organizing
Operative Function
Directing
Staffing
Controlling
Procurement
Development
Integration
Compensation
Maintenance
FUNCTIONS OF HRM
Scope of HRM
Nature of HRM
Employee Hiring
Employee executive implementation
Employee Motivation
Prospects of HRM
Industrial Relation
Employee Maintenance
HRM
Objectives of HRM
Personnel Objective
Functional Objective
Social Objective
Organizational Objective
IMPORTANCE OF HRM
SOCIALSIGNIFICANCE
PROFESSIONALSIGNIFICANCE
SIGNIFICANCEFOR INDIVIDUAL
ROLE OF HR MANAGER
PERSONNELROLE
WALFAREROLE
CLASSICALROLE
FIREFIGHTINGROLE
MISCELLANEOUSROLE
HRM ModelNature of HRM
HR Planning
Job analysis
Recruitment & selection
Placement
Participative Management
Motivation
T & D
Remuneration
Dispute & their Settlement
Future of HRM
Communication
Promotions
Industrial Relations
Trade Unionism
Welfare
Safety & Health
Competent & Willingworkforce
OrganizationalGoals
Comparison b/w HRM & HRDDimensions HRM HRD Status
Orientation
Aims
Incentives used
Responsibility
Morale Productivity Relationship
An independent function with independent sub-functionA service & reactive Function
Seeks to improve the efficiency of people & administrationSalary & economic rewards
Only of HR Manager
Improved satisfaction & Morale as the cause of improved performance
An integrated system consisting of interdependent sub-systemA proactive function
Seeks to develop the total organization its culture
Focus on challenges, creativity & motivationOf all the managers
Improved performance as the cause of improved satisfaction
HRM in Organizational Structure
Organizational Structure
It defines and describes the authority and responsibility relationship b/w various positions.
It indicates the location of decision centers in the organization.
It provides the channels of communication among the members.
Types of organizational structure
H R Department in Line Organizational Structure H R Department in Functional Organizational
Structure H R Department in Line & Staff Organizational
Structure H R Department in Divisionalised Organizational
Structure H R Department in Matrix Organizational Structure
H R Department in Line Organizational Structure
C.E.O.
H R Manager
Training OfficerEmployment Officer Wage & Salary Officer Welfare Officer
clerks clerks clerksclerks
H R Department in Functional Organizational Structure
C.E.O.
H R Manager
Training OfficerEmployment Officer Wage & Salary Officer Welfare Officer
clerks clerks clerksclerks
H R Department in Line & Staff Organizational Structure
C.E.O.
H R Manager
Training OfficerEmployment Officer Wage & Salary Officer Welfare Officer
clerks clerks clerksclerks
Staff Function
Line Function
H R Department in Divisionalised Organizational Structure
C.E.O.
H R Manager
Training OfficerEmployment Officer Wage & Salary Officer Welfare Officer
clerks clerks clerksclerks
H R Officer(Northern Division)
H R Officer(Southern Division)
H R Officer(Eastern Division)
H R Officer(Western Division)
H R Department in Matrix Organizational Structure
C.E.O.
G.M.
H. R. Department
Engineering Department
FinanceDepartment
MarketingDepartment
Project A
Project B
Project C
H R Policies
A policy is a predetermined course of action established to guide the performance of work towards the expected objective.
Policy is a type of standing plan that serves to guide subordinates in the execution of their task.
“Personnel or Labor or industrial relations policy provides guidelines for a wide variety of employment relationship in the organization. These guidelines identifies the organizational intention in Recruitment, Selection, Promotion, Development, Compensation, Motivation & otherwise leading and directing people in the working of the organization”.
- Dale yoder
Essentials of a sound H R Policy
It should express the intention of top management. It should represents the principles which will guide the action. It should be based on the objective of the organization. It should be longlasting and realistic It should be definite, positive and clear. It should be brief, general and flexible, It should be in written form. It should be based on the careful analysis of facts and
information. It should be fair and equitable. It should be capable of being executed.
Formulation of PolicyIdentify the Needs
Gathering Information
Examining policy Alternatives
Putting the policy in Written form
Getting Approval
Implementation
Evaluation and Appraisal
Types of H R Policy
Written and Unwritten Policy General Policy Specific Policy Imposed Policy Originated Policy Appealed Policy
Importance of H R Policy Clear thinking Uniformity and consistency of administration Continuity and stability Sense of security Delegation of authority Team work and loyalty More control Prompt decision making Improve confidence Eliminates biasness
Limitations of H R policy
Less flexibility High cost for formulation High time in formulation High energy in formulation It can not cover all the problems It can not change before certain time