human resource devlopment mba ppt

7/31/2019 Human Resource Devlopment MBA PPT

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PEOPLE CANMOVE

MOUNTAINS


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ADI GODREJ

It is a really important for me to spendmore time with my people.

We have had a number of HRDconsultants, but HRD initiatives are timeconsuming & one has to be patient for

cultural & mind set changes.


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PHILIPS

According to Rama Chandran,MD,PhilipsIndia

My human Resource Department is the

centre of competence


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A.F.Ferguson & Co

Arvind Mahajan,Director The only way

you can be different is in a way youmanage people


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Brian Friedman

It is important to realize that employees are

your greatest asset.

Unlike other assets, people are the only asset

which does not, depreciate over time.On the contrary the more you use them ,the

better they get over time.

Their value keeps on appreciating with thepassage of time(on his visit to India --- 1998)


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HLL

At Hindustan Lever the accent is on hiring

people who are even better than the onesat HLL.

HLL now is a people & strategycompany.


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Marico industries:

Harsh Mariwala,owner I am very sensitive

about losing star performers.

If the guy is valuable ,we give him farhigher remuneration to keep him happy.


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America ErickMayer created history on25.5.2001 by becoming the first blind

person to scale Mount Everest.Erick at 32 who lost his eyes sight due to

generative disease at the age of 13 ,set

foot on the 8848 meter peak along with 17other members of an expedition team afteran unsuccessful attempt earlier due to bad

weather conditions


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An hour before Erick Brand ford Bullearned the distinction of being the oldestclimber to set foot atop the worlds highest

peak at the age of 65 along with his son.


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NATURE & SCOPE OF HUMAN

RESOURCE MANAGENT

Human Resources: People withrequired skills to make anorganisation are generally referredto as human resources
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WHAT IS HUMAN

RESOURCES?

HUMAN

RESOURCES

R-RESEVER

E-EDUCATE

S-SKILL O-OBJECTIVES

U-UNDERSTANDING

R-RESEARCH

C-CAPABILITY E-ENERGIES

S-STRENGTH

H-HEARS

N-NEGOTIATES


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MEANING & DEFINITION OF HRM

In simple sense HRMmeans employing thepeople ,developing theirresources

,utilising,maintaining &compensating theirservices in tune with the

job & organisationalrequirements with a view

to contribute to the goalsof theorganisation,individual &the society..
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MEANING AND DEFINITION OF HRM

: HRM may be

defined as the art of Procuring, Developing,Motivating and Maintaining competent

workforce to achieve the goals of an

organisation in an effective and efficient

manner.
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Michael.J.Jucius defined PersonnalManagement as the field of management whichhas to do with palnning,organising,directing &

controlling the functions of procurring thefunctions of procuring,developing ,maintaining& utilizing a labour force,such that the

1.Objectives for which the company isestablished are attained economically &effectively.

2.Objectives of all levels of personnel are served

to the highest possible degree.3.Objectives of society are duly considered are

served.


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Meaning of HRD:

Human resource is an importantresource in an organization. Humanresource is utilized in the best possibleway to reach organizational goals.

The enhancement of the utilization

value of human resource depends onthe important of the human resourceaspects like, skill, knowledge, creativeabilities and talents in accordance withthe changing requirement of groups,

organizations and society at large. This is the essence of Human

Resources Development; thereforehuman resources developmentimproves the utilization value of anorganization.


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HUMAN RESOURCE DEVELOPMENTCENTRE

EX of a HRD

centre. Located at

Peshawar . To develop the

managerial and

technical skills ofcommunitymembers.

To design &implement the

managerial andtechnical capacitybuilding training ofcommunitymembers, identifiedby their respectivecommunity


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HRD is mainly concerned with developingthe skills, knowledge, and competencies ofpeople and it is people oriented concept.HRD can be applied both for the nationallevel and organization level. HRD is notessentially training and development. HRD

is having broader meaning apart fromtraining and development.

T.Venkateswara Rao has workedextensively on HRD. He defines HRD inthe organizational context as a processby which the employees of an organizationare helped in a continuous,


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planned way to acquire or sharpencapabilities required to perform variousfunctions associated with their present or

expected future roles.

Develop their general capabilities asindividuals and discover and exploit their own

inner potentials for their own / ororganizational development purposes.

Develop an organizational culture in whichsuperior-subordinate relationship, teamwork and collaboration to the professionalwell-being, motivation& pride of employees.


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Features of HRD

HRD is a systematic and planned approachfor the development of individual in order toachieve organizational, group & individualgoals.

HRD is a continuous process for thedevelopment of techniques, managerial,behavioral & conceptual skills & knowledge.

HRD develops the skills and knowledge notonly at the individual level, but also at dyadiclevel, group level and organizational level.


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HRD is multi-disciplinary. It draws inputsfrom engineering, technology, psychology,anthropology, management, commerce,

economics, medicine etc HRD comprises of techniques & processes.

They include performance appraisal, training,management development, career planning

and development, organization development,counseling, social & religious programmes,employee involvement / workers participation,quality circles etc

HRD is essential not only for manufacturingand service industry but also for informationtechnology industry.


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Need for HRD

Changes in economic policies: (LPG) Changing job requirements: dynamic jobs

Need for multi-skilled human resource: costreduction

Organizational viability & transformationprocess: changing as per the environment

Technological advances: latest machines Organizational complexity: complex products

& manufacturing technology Human relations: respecting human relations

, in the changing environment.


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Role of training in HRD

HRD plays vital role in Humanresources management process.Training plays the most importantrole in the HRD.

Training helps the organization toimpart basic technical skills andknowledge to the employees.

Technical skill is the basiccomponent of human resource thatis most essential for employeeperformance.

No organization can get a

candidate who exactly matches withthe job and the organizationalrequirements.

Hence training is important todevelop the employee and make

him suitable to the job.
http://www.visionpsychometrics.com/pic/elearning.jpg


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Hence HRD strategies in the era ofGlobalization in India would be listed asbelow

1. Right sizing of employees2. Empowerment of employees3. Competence building4. Commitment building

5. TQPM (total quality & productivitymanagement)6. Continuous improvement process (CIP)7. Developing value system

8. Creating learning organizations9. Developing the skills of adoptability10. Encouraging creativity & innovation


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DIMENSIONS OF GLOBALISATION


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Role of HRD Manager:1. HR Manager has a versatile role in an organization .

these include

2. HR planning3. Recruitment4. Selection5. Placement

6. Induction & recreation7. Performance appraisal8. Training & development9. Career planning10. Organizational development

11. Compensation12. Social & cultural performance13. Quality circles14. Team work

15. Coordination with top management & workers

SCOPE OF HRM


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SCOPE OF HRM

Objectives of HRM.

Organization of HRM.

Strategic HRM.

Employment.

Development.

Wage & salary administration.Maintenance.

Motivation.

Industrial Relations.

Participative management.

Recent developments in HRM


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EMPLOYEE

HIRING

Industrialrelations

Employeemotivation

Employee

maintenance

Employeeremuneration

Nature of HRM


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DEFINITION OF HRM

HRM can be defined as managing(Planning,organising,directing,&controlling)the functions of

employing,developing & compensatinghuman resources resulting in thecreation & development of human

relations with a view to contributeproportionately to the organisational,individual &social goals.


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Features Of HRM

1. Human resource management isconcerned with employees both asindividuals & as a group in attaining goals.

2. It is concerned with the development ofhuman resources.

3. HRM covers all levels(low,middle,&top)&categories(unskilled,skilled,technical,professional,clerical&mangerial) of employees.


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4. It applies to theemployees in all thetypes of

organizations in theworld like

Industry

Service.

Commerce.

Economic.

Social.

Religious. Political &

government depts
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5.HRM is continuous & never ending process.

6.It aims at attaining the goals of:Organisation.

Individual.

Society

7.HRM is a responsibility of all line mangers & afunction of staff mangers in an organisation..

8.It is concerned mostly with managing humanresources at work.


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History of HRM

1800-early 1900ScientificManagementMovement

Focus on processes,cost reduction andpay for performance

Job simplification andfocus on rules

Human RelationsModel 1920-1940s

View from employeesperspective

Focus on socialenvironmentworking conditions,supervisors style,mgmt philosophy


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History of HRM

HRM Movement startedback in the 1900-present

Increase of HR

departmentresponsibilities fromstrictly admin to include:legal compliance,performance appraisals,

recruitment, screening,corporate changeetc.

Closer examination ofworker motivation beyondprevious two

based on nature and scope

of job, social influences,compensation, incentivesystems, organizationalculture, climate supervisorsstyle, and individual needs

and values


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PERSONNEL MANAGEMENT

IS DEAD ,

HUMAN RESOURCE

MANAGEMENT IS

ALIVE..


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Meaning and Definition of PM

E.B FLIPPO-The personnel function isconcerned with the procurementdevelopment,compensation ,integration,

and maintainance of personnel of anorganisation for the purpose of contributingtoward the accomplishment of that

organisations major goal. Hence Pm isplanning organising,directing andcontrolling of the functions.
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Differences B/w Personnel management& HRM

PM

Personnel meanspersons employed.

PM views man as aneconomic man whoworks for money orsalary.

It is narrow in scope

HRM

HRM treats people ashuman beings having

economic ,social,&psychological needs

It is broader in scope


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Dimension PM HRM

Beliefs &assumptions

Guide tomanagement

Clear rules,procedures

Business

need

Behaviour

referrent

Norms/customs Values/Mission

ManagerialTack v/s Labour

Monitoring Nurturing

Nature ofrelations

Pluralist Unitarist

Conflict Institutionalized De-emphasized


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Strategic Aspects

Key relations Labour

management

Customer

Corporate plan Marginal to Central to

Speed of

decision

Slow Fast


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Linemanagement

ManagementRole Transactional Transformational Leadership

Communication Indirect Direct

Standardization High LowPrizedmanagementskills

Negotiation Facilitation


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Function of personnel department

MANAGERIALFUNCTIONS

1.Planning

2.Organising

3.Directing

4.Motivating

5.Controlling


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OPERATING FUNCTIONS

1.Procurement

2.Development

3.Compensation

4. Integration

5.Maintenance

6.Records, Researchand Audit
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Difference between PM and HRM

PM

1. It is the management ofemployeesskills(talent,abilities)

2. Employees is treated aseconomic man

3. Employees is viewed ascommodity or tool

4. Employees is treated ascost center.

HRM

1. It is management ofpeople employed

2. Employees are treatedas social man

3. Employees are viewedas resources.

4. Employees are treatedas profit center.


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Difference between PM and HRM

PM

5.They are used for organisationalbenefit.

6.It was considered as anauxiliary function.

7.It includes division of labour.

8.Decision making is slow.

9.Indirect communication.

HRM

5.They are used for mutualbenefit.

6.It is strategic managementfunction.

7.It includes teamwork

8.Decision making is fast.

9.Direct communication


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Primary Functions of HRM

1. Human resource planning

2. Equal employment opportunity

3. Staffing (recruitment and selection)

4. Compensation and benefits

5. Employee and labor relations

6. Health, safety, and security7. Human resource development


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Secondary HRM Functions

1. Organization and job design

2. Performance management/ performanceappraisal systems

3. Research and information systems

Functions of HRM


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Functions of HRMHRM Concerned with two sets of functions

1. Managerial Functions

2. Operative Functions

Managerial Functions

Planning: Recruitment,Selection & training

Organinsing: Grouping Personnel activities, Assignment, &

Delegation: Authority.

Directing: Supervising, Guiding & Motivating the Personnel.

Controlling: Measuring Employees Performance, Correcting

negative deviations & assuring accomplishment of

Plans.


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HRM as a Central Subsystem


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HRM as a Central Subsystem

Finance Marketing

Information

Materials

HRM

Production

Technology


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MANAGERIAL FUNCTIONS


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MANAGERIAL FUNCTIONS

1.Planning.It is predetermined course of action.

Planning pertains to formulating strategies

of personnel programmes & changes inadvance that will contribute to theorganisational goals.

In other words it involves planning ofhuman resourcesrequiremnets,selection,training.


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2.Organising

An organisation is a means to an end.

It is essential to carry out the determined courseof action.

Complex relationships exist b/w the specialized& general departments as many top managersare seeking the advice of the personnelmanager

Thus an organisation establishes relationships

among the employees so that they cancollectively contribute to the attainment ofcompany goals.


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OPERATIVE FUNCTIONS

The operative functions of HRM arerelated to specific activities of personnelmanagement namely

Employment.

Development.

Compensation.

Relations

Operative Functions


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Operative Functions

1.Employment

First operative function of HRM.

Employment is concerned with securing & employing thepeople possessing the required kind & level of human

resources necessary to achieve the organisationalobjectives.

It covers functions such asJob Analysis.

Human Resource planning.Recruitment.

S l ti


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Selection.

Placement .

Induction.Internal Mobility

HRPIt is a process for determination &assuring that the organisation will have anadequate no of qualified persons, available atproper times ,performing jobs which would meet

the needs of the organisation& which providesatisfaction for the individual involved.


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HRD:

It is a process ofimproving,moulding,&

changing the skills,knowledge,

creativeability,aptitude,values,

commitment etcbased on the present& future requirements
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HUMANRESORCE

DEVELOPMENT

MANAGEMENT DEVELOPMENT

CAREER PLANNING& DEVELOPMENTTRAINING

PERFORMANCE APPRAISAL

INTERNAL MOBILITY

TRANSFER

PROMOTION

DEMOTION

CHANGE & ORGANISATIONDEVELOPMENT

Performance Appraisal


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Performance Appraisal It is a systematic evaluation of individuals

with respect to their performance on the job

& their potential for development.

Training:It is a process of imparting to the employees

technical & operating skills & knowledge.

Management DevelopmentIt is a process of designing & conducting

suitable executive developmentprogrammmes so as to develop themanagerial & human relations skill ofemployees.

Career Planning: It is planning of ones


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Career Planning: It is planning of one scareer & implementation of career plansby means of education,training,job search& acquisition of work experience.

It includes internal & external mobility.

Internal mobilityincludes vertical &horizontal movement of an employeewithin an organization.

It consists of transfer, promotion,demotion.

Transfer It is a process of placing employees


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Transfer It is a process of placing employeesin the same level jobs where they can beutilised more effectively in consistence with

their potentialities & needs of the employees& the organization.

Promotion-- deals with upward reassignmentgiven to a n employee in the organization tooccupy higher position which commandsbetter status keeping in view the HR of the

employees & the job requirements.

Demotion: It deals with downward


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Demotion:It deals with downwardreassignment to an employee to an employeein the organization

Change & organization development:

Change implies the creation of imbalances in

the existent pattern or situation. OD is a planned process designed to improve

organizational effectiveness & health throughmodifications in individual & group behavior

culture & systems of the organization usingknowledge & technology of applied behavioralsciences.

3.Compensation


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p

Job evaluationIt si a process of determining

relative worth of jobs. Select suitable job evaluation techniques.

Classify jobs into various categories.

Determining relative worth of jobs.

Wage & salary administration

This is a process of developing & operating asuitable wage & salary programme.It covers

Conducting wage & salary survey.

Determining the wage & salary rates


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Determining the wage & salary ratesbased on various factors.

Administering wage & salaryprogrammes.

Evaluating its effectiveness.

Incentives: It is a process offormulating ,administering,& reviewingthe schemes financial incentives in

addition to regular payment of wages &salary.

It includes:


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It includes:

Formulating incentive payment

schemes. Helping functional mangers on the

operation.

Review them periodically to evaluateeffectiveness

Bonus:It includes payment of statutorybonus according to the payment ofBonus act 1965.


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C f iliti


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Conveyance facilities.

Credit facilities.

Legal clinics.

Medical, maternity facilities.

Welfare facilities.

Company Stores.

Social security Measures


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Developing the leadership skills


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Developing the leadership skills.

Redressing employee grievances

properly . Counseling the employees.

Providing a comfortable work

environment . Improving quality of work life.

5.INDUSTRIAL RELATIONS


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Industrial Relations refers to the studyof relations among employeesemployer,govt,& trade unions. Itincludes the following:

Indian Labour Market.

Trade Unionism.Collective bargaining.

Industrial conflicts.

WPM.Quality circles.

Recent trends in HRM


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Quality of work life.

Total quality in HR.

HR accounting.

HR audit. Research.

QUALIFICATION OF HR.MANAGER


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PERSONAL ATTTRIBUTES

1. INTELLIGENCE2. EDUCTIONAL SKILLS

3. DISCRIMINATING SKILL

4. EXECUTING SKILL5. EXPERIENCE AND TRAINING

6. PROFFESTIONAL ATTITUDES

7. QUALIFICATIONS

HRM PROGRAMMING


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HRM PROGRAMMING

HRM OBJECTIVES

HRM POLICIES

HRM PROCEDURES

HRM PROGRAMMES

HRM Policy:


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HRM Policy:

A policy is a plan of action.

Brewster & Rich bell defined HRM Policiesas set of proposals & actions that act as areference point for managers in their

dealings with employees.Personnel policies constitute guides toaction.

They furnish general standards or baseson which decisions are reached.

Their genesis lies in an organization sl hil h t & i i l


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values,philosophy,concepts & principles

Personnel policies guide the course of action

intended to accomplish personnel objectives.

What is HRM Procedure?

Policies are general instructions where asprocedures are specific applications.

A procedure is a course of action.

It prescribes the specific manner in whichapiece of work is to done.

Procedures are Action guidelines".


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Procedures are Action guidelines .They are generally derived from policies

.Policies define a broad field, proceduresshow a sequence of activities withinthat area.

The emphasis is on chronological, step-bystep sequence of required actions.

The basic purpose of a procedure is tospell out clearly the way one is to goabout doing something.

Comparison b/w Policies & Procedures


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Policies are general

instructions where asprocedures are specificapplications

Policies define a broadfield, procedures showa sequence of activitieswithin that area

The emphasis is onchronological, step-bystep sequence ofrequired actions

A procedure is a

course of action.It prescribes the specificmanner in whichapiece of work is todone.

Procedures are Actionguidelines". They aregenerally derived frompolicies .

The basic purpose of aprocedure is to spell outclearly the way one is togo about doing

something.

Personnel Programmes


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g

Personnel Programmes are complexsets of goals

,policies,procedures,rules,steps to betaken ,resources to be employed &other elements necessary to carry out agiven course of action.

Rules & programmes are aids to policy\.

LINE & STAFF RELATIONSHIPS.


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The relationship with which themangers in an organization deal withone another are broadly classified as

1.Line Relationship.

2.Staff Relationship

Operating mangers/Departments----Line

Service Departments---- Staff

Line & Staff are characterized by

relationship but not by departments.

Line relationship


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Line relationshipThe relationship existing b/w 2managers due to delegation of authority& responsibility & giving or receivinginstructions or orders is called linerelationship.

Line refers to those positions of anorganization which have responsibility,authority & are accountable foraccomplishment of primary objectives.

Line authority represents series ofauthority & responsibility delegatingdown the management hierarchy.


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LINE AUTHORITY


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Staff control is monitoring& reporting


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Staff control is monitoring& reportingwhich brings the results of information

to the a attention of the line mangersfor action by the line.

Thus they reduce the workload of the

line mangers & allow them toconcentrate on their operative issues.


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ROLE OF HR MANAGER


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HR Manger plays a vital role in the modern

organization.He plays various strategic roles atdifferent levels in the organization.

The roles of the HR manager includesroles of conscience,counsellor,companyspokesman, problem solver & a changeagent.

The Conscience Role:


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The Mediator


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As a mediator the personnel manger

plays the role of a peace maker. He settles the disputes b/w the

employees & the management.

He acts as a communication link b/wboth of them.

The spokesman He is a frequent spokesman or

representative of the company.

The problem Solver


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p

He acts as a problem solver with respect

to the issues that involve human resourcesmanagement & overall long rangeorganizational planning.

The Change agent

He acts as a change agent & introduces

changes in various existing programmes.

HR MANAGER Roles also include: 5Cs & 5 Rs

Conscience reminding the Mgmt of its morals and obligations


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Conscience reminding the Mgmt. of its morals and obligations

to its employees.

Counseller- Personal & official problems

Change Agent - Facilitating change

Champion - Employeess voice

Communication Empathetic, Mediator settling the disputes betwn

Labor & Management.

5 Rs HR Role & Responsibilities

Resourcing

Recruiting the right talent

Retaining the talent

RestructuringDown sizing & Right sizing

Retraining

Duties and responsibilities of a HR manager:


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1. Providing purposeful direction to the firm.

2. Managing survival and growth.3. Maintaining firms efficiency in terms of profits

generation.4. Meeting the challenge of increasing competition,

change and technology.5. Managing for innovation.6. Building human organization.7. Retaining talent and creating sense of loyalty.

8. Sustaining leadership effectiveness.9. Maintaining balance between creativity and

conformity.10. Learning new management techniques.

ROLE OF A PERSONNELMANGER


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ADVISORY

MANPOWER

PLANNING

T& D

ASSESSMENTOF INDIVIDUAL

BEHAVIOUR

R & D & ORGPROBLEMS

MANGING

SERVICES,TRANSPORT,

CO-OPERATIVES

GROUP DYNAMICS,GROUP COUNSELLING,

MOTIVATION,LEADERSHIP,

COMMUNICATION

TIME KEEPING

SALARY &WAGE ADMIN

MAINTENCE OFRECORDS

HUMANENGINEERINGMAN MACHINEREATIONSHIP

GRIEEVANCEHANDLING

SETTLEMENT

OF DISPUTES

HANDLINGDISCIPLINARY

ACTIONS

COLLECTIVEBARGAINING,JOIN

COLLECTION

QUALITIES OF HRM


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Personnel attributes

Intelligence.

Educational skills.

Discriminating skills.

Executing skills.

Experience.

Training.

Professional attributes.

Qualifications.

The HR Environment &


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Challenges

Economic

Technological Political

Social

Demographic

Demographic

Legal Cultural

OBJECTIVES OF HRM


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Objectives--- are the predetermined goals

to which individual or group activity in anorganization is directed.

Objectives of personnel management are

influenced by socialobjectives,organisational objectives,functional objectives.

Objectives of various organizations:1.Economic Institutions--- To earn profits.

2.Educational Institutions to impart

education

The fundamental objective of any


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organization is survival .

The objectives of HRM are as follows:1. To create & utilize an able & motivated

workforce,

2. To accomplish the basicorganiosational goals.

3. To establish & maintain sound

organisational structure.4. Develop desirable working

relationships among all the members

of the organisation

. 5. To secure the integration of individual


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g& groups within the organization co-

ordination of the individual & groupgoals with those of the organization.

6. To create facilities & opportunities for

individual or group development so asto match with the growth of theorganization.

7.To attain an effective utilization of human


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resources in the achievement of

organisational goals.8. To identify & satisfy individual & group

needs by providing adequate & equitable

wages ,incentives, employee benefits,&social security & measures for challengingwork,prestige,recognition,,security,status.

Objectives Of HRM


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SOCIAL OBJECTIVES

ORGANISATIONAL OBJECTIVES

FUNCTIONAL OBJECTIVES

INDIVIDUAL OBJECTIVES

Objectives of HR Management


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Mission - to improveproductioncontribution of

individuals whileattempting to attainother societal and

individual employeeobjectives



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Organizational - need tofocus on companiesneeds and goals 1stbefore HRs

Societal - need torespond to needs andchanges of society,while minimizing the

neg. impact on theorganization



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Employee objectives- assist employees inmeeting their

objectives alongwith theorganizational ones

Example - 1997Flood

HR Responsibilities


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HR Responsibilities

Can include:

Job analysis

Labour planning

Selecting employees

Orientation Training

Compensation management

Counseling

Communications Performance appraisals

Health & safety

HR Department

Sets policies normally

in writing

Monitors trendsOffers advice

Performs additional

research

Act as change agent


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Strategic HR Management


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Strategic HR Management

Provide environmentscanning

information aboutcompetitorspolicies/programs

Aid in determining

companys strengthsand weaknesses

Aid companys inpreparing for theirstrategic plans i.e..

expansion, costcutting measures,mergers etc.

Proactive HR Management


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Proactive HR Management

Strategic approachhelps to ID &anticipate problems

B4 damage iscaused

production

maintained orinterruptionsreduced

Process of HRM:


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[A person is an identifiable flow of

interrelated events moving toward some goodpurpose or end]

A process includes a flow of inputs

(material, energy or information). A processoror transforming mechanism (a massive or thehuman being doing the work) and a flow ofoutcomes or outputs (the product or seriousand wast). This process system may alsohave a mechanism of feedback.

Various process of personnel management is asf ll


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fallows:

The leadership process includes in influencing theindividual and group behavior toward achievementof organization goals. It is concerned with traits,philosophy and behavior of the leader, thecharacteristics of subordinates and the superiors.

The justice determination process is concernedwith the giving of awards and penalties to theemployees in proportion to their relative contributionto the output this provide for equal treatment to alland a fair compensation for the work

The task specialization processis thedi i i f th t t l t k i t i di id l j b


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division of the total task into individual jobs.It consists of setting of organization

objectives, job designing, job descriptionand performance standards and training, jobspecification and work.

The staffing processis the more complexprocess, involving manpower planning,authorization, staffing, developing sourcesfor recruitment, evaluation of applicants,

employment decisions offers, indention andorientation, transfer, promotions, demotionsand separations etc

The performance appraisal processisd ith ti l ti f th


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concerned with continuous evaluation of theemployees work for the purpose of

promotion, pay rises, transfer, training etc.

Training and development processwhichaims at correcting the quality of work of the

individual through T & D Programmes,employee counseling, offering suggestionsetc.

Compensation and reward processdetermines the mechanism and form for


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determines the mechanism and form forgiving financial and non financial rewards,

brings benefits etc. for employee motivation. Collective bargaining processis process

that determines the relationships betweenthe union and the employer in regard towages, benefits and working conditions etc.

Organization development processis thesystematic, integrated and planned

approach to improve the organizationaleffectiveness it is designed to solve theproblems at all levels.

From the above, it is obvious that HRM is amajor component of the management


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major component of the managementprocess and has roots and branchesextending throughout and beyond eachorganization. Personnel managerresponsibilities include planning for people,

organizing, staffing, directing, developing andcontrolling the people.

HR Audit


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HR Audit

Evaluates the HR departments effectiveness

Involves 3 areas:

Strategic effectiveness Legislative compliance

Effectiveness and costliness of programs

Often compared to other organizations pluscost vs. benefit analysis

Organization of HR


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DepartmentLg Company HR Department

recruiter(s)

Manager

Employment

analyst

Manager

Compensation

trainer(s)

Manager

Training

safety

specialist

Manager

Safety

employee

counsellors

Manager

Union

VP HR

President/CEO

-many HR duties are assumed by management

-HR dept size grows as these duties increase

-HR dept increases in size as need grows

-specialization also increases with size of dept

Service Role of HR


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Department

Exists to serve internal customers(managers, employees and organization)

normally has an advisory role

can also have authority to makedecisions if permitted by Co.

these can include decisions normally

made by operations and/or decisions incertain areas for efficiency andconsistence (ie benefits)


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Economic Challenges


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A specific countryseconomic conditions

Global Trade

international trade,global economy

expansion ofCanadian Co to

other countries andlabor markets

Labour Market Conditions & LabourUnions


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Unions

Labour Marketwhere an organizationrecruits employees

from Local economic

conditions

Local climate

Is our workforceunionized?

HR & Productivity


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y

Outsourcing is becomingincreasing popular

assists in decreasinginputs and increaseflexibility

decreases no ofpermanent workers

just contract as required

HR & Productivity


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y

Can help increaseproductivity by ensuringworkers are happy

involves:

finding better/moreefficiency ways to meetobjectives

working on improvingquality of life

retraining andoutplacement

Technology


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gy

Computerization - increasedflex., when & where work is done

decreases geographical barriers

New issues arising:

Concerns over data control

Rights to privacy

Using technology to monitor

employees

Use of HRIS systems to aid HRdepartments

Changing Work Force


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g g

2 main categories ofworkers ID:

information workers: datause, transmission, and thosewho produce the data

(fastest growing segment)

non-information workers:those working in mfg andservice sector

Significant portion of workforce in service sector =86%

Demographic Challenges


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Refers to the composition ofthe workforce

increased no of women inthe workplace (70% of

employment growth) Increased no of immigrants

coming to Canada

Aging workforce

Demographic Challenges


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Need for increasedaccessibility fordisabled persons

Shift in worker focusand changes inattitudes towardswork life balance

Cultural Challenges


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ethnic diversity - Can acultural mosaic bringingadditional challengesand opportunities

Internal Environment


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Organizational culture =values beliefs andassumptions

positive culture = retentionand recruitment success

Organizational Climate =atmosphere of organization

Question bank

1 Expalin the meaning of HRM?


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1.Expalin the meaning of HRM?

2.What are the functions of HRM?3.Explain the scope of HRM?

4.What are the essential qualities of an HR

manager?5.Discuss the role of HRM department in the

changing environment?

6.Discuss the various factors that affectformulation of HR policies in a company?

7.Define HRM?

8.Mention any three distinguishing features of


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8.Mention any three distinguishing features ofHRM v/s personnel management?

9.clarify FIVE operative functions of HRM/personnel management?

10.Give a brief account of any FIVE functions of

an HRD a manager? 11.Expalin Human Resource

manageemnt?(HRM)

12.What are the objectives of Human ResourceManagement?

13.What are the future challenges of HRM?

14.What is HRM?How does it relate tomanagement?


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management?

15.How does the external environmentinfluence HRM within an organisation?

16.State the changes in the concept ofemployee that has led to the emergence of

HRM?17.How does HRM differ from personnel

mangement?

18.Discuss the impact of technological,political,legal,& cultural factors on HRMfunctions?

19.Discuss the emerging role of an HRmanager?


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manager?


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THANK YOU

human resource devlopment mba ppt

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