1.Human Resource Management

7/31/2019 1.Human Resource Management

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Lets admit that making through the life

is difficult. However if we are willing to

give everything we have to life, the life

will also return the best it has, to us.

In front of you is a difficult ascent, which those whoare heavily laden cannot get over (Hadith Shareef)


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HUMAN RESOURCE

MANAGEMENT

(HRM)


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The Human Resource

Framework


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Human Resource Management(HRM) & its Purpose

The term Human Resources refers to the peoplein an organization. The HRM refers to the policies &practices involved in carrying out the people orhuman resource aspect of a management position,

including recruiting, screening, training, rewarding andappraising.

The focus of Human Resource Management (HRM)

is on managing people within the employer-employeerelationship. Specifically, it involves the productive useof people in achieving the organizations strategicbusiness objectives and the satisfaction of individualemployee needs.

Conti..


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The effective HRM can be a major contributor to thesuccess of an enterprise because it is a key position to

affect customer base, business results and ultimatelyshareholders values. Conversely, ineffective HRM canbe a major barrier to employee satisfaction andorganization success. HRM is thus either a part of theproblem or part of the solution in gaining the

productive contribution of people.

The HR Manager, like any other functional manager,(marketing, production, finance etc.) is responsible for

performance. His or her position exists basically toachieve the strategic business objectives of theorganization. If it fails to perform, the position willbecome redundant.


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Objectives of HRM

Objectives Supporting Activities

Organizational 1. HR Planning2. Employee Relations3. Selection4. Training & Development5. Appraisal

6. Placement7. Assessment

Functional 1. Appraisal2. Placement3. Assessment

Societal 1. Legal Compliance

2. Benefits3. Union-Management Relations

Personal 1. Trg & Development2. Appraisal3. Placement4. Compensation5. Assessment


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The Central Challenge to HRM

Central

Challenge

Better

Organization

GlobalCompetition

EthicalChallenges

WorkforceDiversity

PopulationGrowth

Unemployment

SocialResponsibility

Medical, Food,Housing etc.

UnknownChallenges


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The HRM Model

OBJECTIVES

Societal

Organizational

Functional

Personal

I - Framework &

Challenges

V Employee

Relations &

Assessment

II Preparation &

Selection

III Development

& Evaluation

IV Compensation

& Protection


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HR Managers Jobs The Management Process: It comprises five basic

functions of Planning, Organizing, Staffing, Leadingand Controlling:

Planning Establishing goals & standards;

developing rules & procedures; developingplans & forecasting.

Organizing Giving each subordinate a

specific task; establishing departments;delegating authority to subordinates;

establishing channels of authority &

communication; coordinating the work of

subordinates. Conti


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Staffing Determining what type of people should

be hired; recruiting prospective employees &

then selecting them; setting performance

standards; compensating employees;

evaluating performance; counseling; training &

developing the employees.

Leading Getting others to get the job done;

maintaining morale; motivating the employees.

Controlling Checking how actual performance

compares with the set standards; taking

corrective actions where required.


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Myths Realities

People go into HR

because they like

links with people.

HR departments are not designed to

provide corporate therapy or asocial or

health and happiness retreats, HRprofessionals must create the practices tomake employers more competitive, notmore comfortable.

Anyone can do HR. HR practices are based on theory and

research. HR professionals must masterboth i.e. theory and practice.

HR deals with the softside of a businessand therefore is notaccountable.

The impact of HR practices on businessresults can and must be measured. HRProfessionals must learn how to translate

their work into financial performance.

HR focuses on costs,which must becontrolled.

HR practices must create value byincreasing the intellectual capital within thefirm. HR professionals must add value, notreduce costs.

Conti


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HRs job is to

be the policy

police and the

health and-happiness

patrol.

The HR function does not own compliance-

managers do. HR practices do not exist to make

employees happy but to help them become

committed. HR professionals must help managerscommit their employees and administer policies.

HR is full of

fads.

HR practices have evolved over time. HR

professionals must see their current work as part

of an evolutionary chain and explain their work

with less jargon and more authority.

HR is staffed

by nice people.

At times, HR practices should force vigorous

debates. HR professionals should be confrontative

and challenging as well as supportive.

HR is HRs job. HR work is as important to lines managers as are

finance, strategy, and other business domains. HR

professionals should join with managers in

championing HR issues.


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The New Role of HR Managers

As HRM becomes more business oriented andstrategy focused, four key roles for HR managers can

be identified:

Strategic Partner total participation in all

activities including the planning.

Administrative Expert possesses enough

skills to act as an expert for the administration

of HRM activities. Employee Champion acts as an advocate of

the employees & takes care for their growth.

Change Agent - promotes change at all levels.


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Line and Staff Aspects of HRM

Authority. The right to make decisions, direct theothers work and give orders.

Line Managers. A manager who is authorized todirect the work of subordinates and is responsible

for accomplishing the organizations tasks.

Staff Manager. A manger who assists andadvises line managers.


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Line Versus Staff Authority of HRManager

Line Authority. The authority exerted by an HRManager by directing the activities of people in his or

her own department and in service area.

Implied Authority. The authority exerted by an HRManager by virtue of others knowledge that he/ she

has access to top management.

Functional Control.The authority exerted by an HRManager as coordinator of personnel activities.


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Strategic Human Resource

Planning

The process of formulating HR

strategies and establishing

programs or tactics to implement

them.


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Encouragement of proactive rather than reactivebehavior

Explicit communication of company goals

Stimulation of critical thinking and ongoing

examination of assumption

Identification of gaps between current situation and

future vision

Encouragement of line managers participation

Identification of HR constraints and opportunities

Creation of common bonds

The Benefits of Strategic HR Planning


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Maintaining a Competitive Advantage

Reinforcing Overall Business Strategy

Avoiding Excessive Concentration on day-to-day

Problems

Developing HR strategies Suited to UniqueOrganizational Features

Coping with the Environment

Securing Management Commitment

Translating the Strategic Plan into Action

Combining Intended and Emergent Strategies

Accommodating Change

The Challenges of Strategic HR Planning


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Challenges to Human Resource

Manager

Environmental Challenge Organizational Challenge

Individual Challenge


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Environmental:

Rapid Change

Work Force Diversity

Globalization

Legislation

Evolving Work and Family Roles

Skill Shortages and the rise of the Service Sector


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Organizational:

Competitive Position; Cost, Quality, Distinctive

Capabilities

Decentralization

Downsizing

Organizational Restructuring

Self-managed Work Teams

Organizational Culture

Technology

Outsourcing


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Individual:

Matching People and Organization

Ethical Dilemmas & Social Responsibility

Productivity

Empowerment

Brain Drain

Job Insecurity


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The key factors that a firm should consider in

determining which HR strategies will have a positiveimpact on firm performance are:

Greater match between HR strategy and the firmsoverall organizational strategies.

HR strategy to be attuned to the environment inwhich the firm is operating.

HR strategy to be molded to unique organizationalfeatures.

HR strategy should enable the firm to capitalize onits distinctive competencies.

HR strategies to be mutually consistent orreinforce one another.

HR strategy Considerations


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HRM policies are general statements, which serve

to guide decision making. As such, they direct theactions of the HRM function towards achieving its

strategic objectives. HRM policies are generally put

in writing and communicated to all employees. They

typically serve three major purposes:

To reassure employees that they will be treated

fairly and objectively

To help managers make quick and consistentdecisions

To give managers the confidence to resolve

problems and to defend their decisions.

HRM Policies


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THANK YOU

1.Human Resource Management

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