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HRM_Session-I.pdf

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    Human Resource

    Management

    Prof. S. Pattnaik, XIMB1

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    Nature of Human ResourceManagement

    Human Resource Management

    The design of formal systems in an organization

    to ensure effective and efficient use of human

    talent to accomplish organizational goals. Who Is an HR Manager?

    In the course of carrying out their duties, every

    operating manager is, in essence, an HR manager.

    HR specialists design processes and systemsthat operating managers help implement.

    Prof. S. Pattnaik, XIMB2

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    Other things being equal

    MOTIVATION Job

    design Compensation

    Coaching

    Feedback

    Rewards

    ENVIRONMENT Managementphilosophy

    Culture

    Empowerment

    ABILITY Recruitment

    Selection

    Learning

    Development

    Perf = f (M,E,A)

    Prof. S. Pattnaik, XIMB3

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    Trends Shaping HRM

    Globalizationand Competition

    Trends

    Technological

    TrendsGovt. Policies

    Trends in the

    Nature of Work

    Workforce andDemographic

    Trends

    EconomicChallenges and

    Trends

    TrendsshapingHRM

    Prof. S. Pattnaik, XIMB4

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    HRM Processes

    Acquisition

    Learning &Development

    PerformanceManagement

    CompensationEmployee

    Relations

    Health andSafety

    TalentManagement

    HRM

    Prof. S. Pattnaik, XIMB5

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    Operative functions of HR

    ACQUISITION Job analysis, HRP, Recruitment,Selection, Placement, Induction,Internal Mobility

    DEVELOPMENT Competency profiling, Learning anddevelopment, Performance &potential management, Careermanagement, 360 degree feedback

    COMPENSATION& MOTIVATION

    Job design, Work scheduling, Jobevaluation, Compensationadministration, Incentives andbenefits

    Prof. S. Pattnaik, XIMB6

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    Operative functions of HR (contd.)

    MAINTENANCEHealth, Safety, Welfare,Social security

    INTEGRATION Employment relations, Grievance,Discipline, Trade unions,Participation, Collectivebargaining

    EMERGINGISSUES

    HR audit, HR scorecard,International HRM, WorkforceDiversity, Employee engagement

    Prof. S. Pattnaik, XIMB7

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    Who is an HR Manager?

    ALL Managers training, performance management, talent

    management, compensation

    Even Non-supervisory employees training new employees

    Small Organizations one person may coordinate all HR activities

    Large Organizations HR Department with specialization

    Prof. S. Pattnaik, XIMB8

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    Line Managers HRM Responsibilities

    Planning human resource needs Developing job/role descriptions

    Selecting job candidates

    Orienting new employees

    Training and developing subordinates Influencing compensation and incentives

    Appraising & managing performance

    Communicating

    Building employee commitment

    Prof. S. Pattnaik, XIMB9

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    Evolution of the HR Function

    Commodity concept

    Factor of Production concept

    Paternalism

    Humanitarian concept

    Human resource concept

    Partnership concept

    Prof. S. Pattnaik, XIMB10

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    Harvard model of HR

    StakeholderInterests

    Situationalfactors

    Long-termConsequences

    forIndividual,Organisation,Society

    HR Outcomes Commitment Congruence Cost

    effectiveness

    HRstrategyandpolicychoices

    Prof. S. Pattnaik, XIMB11

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    Average HR-to-Employee Ratio, byOrganization Size

    Fewer than 100 2.70

    100 to 249 1.26

    250 to 499 1.07

    500 to 999 0.82 1,000 to 2,499 0.79

    2,500 to 7,499 0.53

    7,500 or more 0.42

    Source: SHRM Human Capital Benchmarking Study

    Prof. S. Pattnaik, XIMB12

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    Cost of HR vs Value added by HR

    HR ACTIVITY

    Strategic

    (Planning)

    Operational(Service delivery)

    Administrative(Record keepingand Compliance)

    COSTVALUEADDED

    10%

    30%

    60%

    60%

    30%

    10%

    Prof. S. Pattnaik, XIMB13


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