8/14/2019 HRM_Session-I.pdf

1/13

Human Resource

Management

Prof. S. Pattnaik, XIMB1

8/14/2019 HRM_Session-I.pdf

2/13

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

8/14/2019 HRM_Session-I.pdf

3/13

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

8/14/2019 HRM_Session-I.pdf

4/13

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

8/14/2019 HRM_Session-I.pdf

5/13

HRM Processes

Acquisition

Learning &Development

PerformanceManagement

CompensationEmployee

Relations

Health andSafety

TalentManagement

HRM

Prof. S. Pattnaik, XIMB5

8/14/2019 HRM_Session-I.pdf

6/13

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

8/14/2019 HRM_Session-I.pdf

7/13

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

8/14/2019 HRM_Session-I.pdf

8/13

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

8/14/2019 HRM_Session-I.pdf

9/13

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

8/14/2019 HRM_Session-I.pdf

10/13

Evolution of the HR Function

Commodity concept

Factor of Production concept

Paternalism

Humanitarian concept

Human resource concept

Partnership concept

Prof. S. Pattnaik, XIMB10

8/14/2019 HRM_Session-I.pdf

11/13

Harvard model of HR

StakeholderInterests

Situationalfactors

Long-termConsequences

forIndividual,Organisation,Society

HR Outcomes Commitment Congruence Cost

effectiveness

HRstrategyandpolicychoices

Prof. S. Pattnaik, XIMB11

8/14/2019 HRM_Session-I.pdf

12/13

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

8/14/2019 HRM_Session-I.pdf

13/13

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