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TRANSCRIPT
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"We are in one of those great historicalperiods that occur every 200 to 300 years
when people dont understand the worldanymore, when the past is not sufficient
to explain the future."
Peter Drucker
Albert Einstein"Try not to become a man of success but
rather to become a man of value"
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Fundamental Concepts of HR/ Employees / People
Valuable Resource
Rare Resource
Inimitable Resource
Non-Substitutable Resource
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Fundamental Concepts of
Management
Management is a Process
Coordination of resources
Body of Personnel
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What can you see in HRM Books?
Globalization creates +ve and ve impacts
World Trade & GDP
Business Enterprises in India & Abroad
HRM is no more a ____ advisory function (service dept)
HR is linked to business strategies of the organisation
Its now become a ______ Function
Balance Stake holders External and Internal
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Definition of HRM"HRM will be regarded as a valuable business
partner and important organizationalresource when the business units aresatisfied with the results achieved through
human performance and processimprovement
Process of Acquiring, Developing, Motivating,Evaluating, Compensating, Awarding,Retaining (ADMECAR) employees to ______organisational goals
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Definitions
McKinsey 7-S Model = Structure /System / Strategy / Staff / Skills / Style
/ Shared Values
HRM is all about developing andmaintaining qualified workforce
Strategic and Coherent approach to themanagement of an organization's most
valued assets
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Management
Manage + Men + Tactfully
Art of getting work done through thepeople, and w ith the people in
formally organized groups
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Versions / Distinctions of
HRM John Storey 1989
Hard HRM (Unitarist Approach):Manage people in ways that will obtain added value from
them and thus achieve competitive advantage
Soft HRM:
Treating employees as valued assets, a source ofcompetitive advantage through their commitment,
adaptability and high quality skills, performance etc
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Development of HRM Concepts
Philosophy of Soft & Hard HRM can be tracedback to McGregors writings in 1960 X & Ytheories
HRM gained prominence since last 2-3 decades
It emerged as an inter-disciplinary andintegrated approach towards development of HR
Developing competencies (SKA)
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Development of HRM Concepts
Full concept of HRM emerged in the mid 1980s
Initial concepts (cultures and commitment) byAmerican writers in 1980s
Takeover of these comments by British writersin the late 1980s and early 1990s who wereskeptical about the reality beyond the rhetoric,
and dubious about its morality
The assimilation of HRM into traditionalpersonnel management
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Aims of HRM
RetainingDeveloping SKA
Develop Highperformance worksystems (HPWS)
Create / Maintain -Productive andHarmoniousrelationships b/wmgt & emp
Knowledge Mgt
Teamwork andFlexibility
Adapt to the needsof stake holders
Ensure Rewardingand Valuing
Managing diverseworkforce
Equal opportunitiesto all
Ethical approach tomanage employees
Physical and Mental
well-being ofemployees
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Two initial concepts of HRM werechristened by Peter Boxall (1992)
The Matching Model C.J.Fombrun,Michigan School, 1984
The Harvard Framework M.Beer,Harvard School, 1992
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The Matching Model
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The Matching Model
The essential idea of this model is that HRsystems should be matched to the firms
desired competitive position.
There is a Human Resource Cycle which
consists of 4 generic processes performedin all organisations: (1) Selection, (2)Appraisal, (3) Rewards, & (4) Development.
HR function should be linked to the lineorganisation.
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The Harvard Framework
Stakeholder Interests:
-Shareholders-Management-Employees
-Government-Unions
Situational/EnvironmentalFactors:
-Workforce Characteristics-Bus Strategy & conditions-Mgt Philosophy-Labour Market-Unions
-Task-Technology-Laws and Social Values
HRMPolicyChoices:
-Employeesinfluence
-HR flow
-Reward Sys
-Work Sys
HRMOutcomes:
-Commitment
-Congruence
-Costeffectiveness
Long-termConsequences:
-Individual
well-being
-OrganisationalEffectiveness
-Societalwell-being
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The Harvard Framework
The idea of Harvard framework is that humanresource strategy should be linked to
business strategy but the need forconsideration of, and compromises with theworkforce and union aspirations is alsorecognised.
Many pressures are more demanding, morecomprehensive, more strategic w.r.t HR. Suchpressures create need for long-term
perspective in managing people.
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HRM -v/ s- PM
1) Managing peopleemployed
2) Commodity or Tool3) Cost Centre
4) Organisational Benefit
5) Reactive approach6) Responsibility of all
line managers
7) Seeks to influence linemanagement
8) Narrow in approach
9) Its a necessity
1) Managing SKA, ability,talent, aptitude,
2) Resource3) Profit Centre
4) Mutual Benefit
5) Proactive approach6) Central sub-system of
organization
7) More integrated linemanagement activity
8) Holistic on approach
9) Its a choice
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Reservations about HRM
HRM does not pass muster either as areputable theory or as an alternative andbetter form of personnel management
HRM David Guest(1991) is an Optimisticbut ambiguous concept. Its hype and hope!!
Even if HRM exists as a distinct process, many
doubt that its full of contradictions andmanipulations
The prized goals of HRM remains unproven atits best and unfulfilled at worst
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Why HRM emerged in India???
Increased competition
Emphasis on Quality
Flexibility in operations
Willingness to adapt to
changing market needs
Global Market conditions
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Reactions to HRM from Employees
Hostile to the interest of workers and itsmanagerial.
Research conducted by David Guest andConway (1997) Motivation was significantly
higher where more HR practices were inplace.
Brainwashed by management.
Hyperbole and Rhetoric of human resourcemanagement.
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Key HRM Activities
OD
IR
Manpower planning & recruitment
PA & PM HRD
Reward Systems
Employment relationship