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Human Resource ManagementPart I

Term II , SDMIMD

Dr. Mousumi Sengupta

1

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Understanding the Nature and

Scope of Human ResourceManagement

2

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3

People Lend Competitive Advantage

People offer skills, capabilities, systems, practices, speed,language, bonding and behaviours, which help execute

firms strategies successfully

By aligning human resources (HR) plans to business plans,

HR managers are becoming strategic partners

Innovation is the key to competitive advantage

HR function seeks to convert an adverse situation into an

opportunity

Organisational designs do not remain static over a period

of time

HR executive is becoming an effective change agent

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4

No. Name of the Company

1 Bharti Airtel: Extending its GSM service

2 ICICI Bank: Big and profitable

3 Infosys Technologies: Tech firm keeps expanding

4 Tata Consultancy Services: Tech group going global

5 HCL Technologies: Tech-services firm, PC maker

6

Reliance Communications: One of biggest cellular

networks

7 Wipro: Enlarging its product portfolio

8 Mahindra Mahindra: Big tractor maker got bigger

9 Hindustan Unilever: Refining consumer-goods mix

So

urce:Mint,July14,20

08

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5

HRM Functions

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6

HRM: Functions and Objectives

Objectives of HRM

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Skills for HR Professionals

HR manager needs to have technical, cognitive and interpersonalskills and processes to accomplish his or her work

The HR executive needs to be multi-knowledgeable

Diverse knowledge is a must for HR managers for another

reason: There are instances of organisations where financeexecutives become HR directors, and worse still, stores managers

are made personnel managers

Every profession mandates academic qualification that the

practioner must possess

Anybody, irrespective of his or her qualifications can become an

HR executive

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Skills for HR Professionals(Contd.)

HR Competency Model

Source:Adaptedfrom

HumanResourceMan

agementby

ChristopherMabey,e

t.al.,

BlackwellBusine

ss,p.

31

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HRM Model

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Evolution of HRM (Contd.)

Period

Development

Status

Outlook Emphasis Status

1920s1930s BeginningPragmatism

of capitalists

Statutory,

welfare,

paternalism

Clerical

1940s1960sStruggling for

recognition

Technical,

legalistic

Introduction of

techniquesAdministrative

1970s1980sAchieving

sophistication

Professional,

legalistic,

impersonal

Regulatory,

conforming,

imposition of

standards on

other functions

Managerial

1990s Promising Philosophical

Human values,

productivity

through people

Executive

Source: C.S. Venkataratnam and B.K. Srivastava, Personnel

Management and Human Resources, p. 5.

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Evolution of HRM (Contd.)

Comparison among HCM, PM and HRM

Source:JonIngham,S

trategicHumanCapitalManagement,

ButterworthHeinema

nn,

2007,pp.

359-360

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HRM and its Environment

HRM

Cultural

Professional

Bodies

Economic

Strategy,

Task&

LeadershipE

xternal In

ternal

12

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Traditional HRM vs. Strategic HRM

Traditional HRM Strategic HRM

Responsibility for

HRMStaff specialists Line managers

Focus Employee relationsPartnership with internal

and external customers

Role of HR

Transactional, change

follower and respondent

Transformational, change

leader and initiator

Initiatives Slow, reactive, fragmented Fast, proactive, integrated

Time horizon Short term Short, medium, long

ControlBureaucratic roles, policies,

procedures

Organic-flexible, whatever

is necessary to succeed

Job designTight division of labour,

independence, specialisation

Broad, flexible, cross-

training teams

Key investments Capital, products People, knowledge

Accountability Cost centre Investment centre

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Typical HR Strategies

The Best Fit Approach

Best Practices Approach

Resource-Based View (RBV) of the Firm