HRm intro -session 1(2).ppt
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Transcript of HRm intro -session 1(2).ppt
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Tehzeeb Sakina Amir
IU Spring 2011
HRMm - MBA
Human Resource Managemen
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Sar up session
Welcome & Class introduction
Course facilitator introduction
!ourse "b#eci$esImportance of HRM
Outlines HRM ways for the benefit of the organization and
employees
Issues in HRM in changing work enironment
!uggests ways of managing human capital
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Sar up session
Teaching meho%o&og'
"eaching will mainly be done through coaching
the students with ineraci$e sessions#
"he key to success is to keep he concep
c&ear( simp&e an% a&)a's &ook *or is pracica&
app&icaion in a )orking en$ironmen
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!&ass norms -"o get the ma$imum benefit out of
the course students are strongly recommended to%Arri$e an% &ea$e in ime+o early leaes ' late comings
!ome ,repare%( This is no a &ecure-on&' course+)lanned & surprise class *uizzes'actiities+ be regu&ar+
,ssignments and other related work has to be submitted on
ime# ae submission )i&& no be accepab&e an% )i&& be
marke% zero+.o 'our o)n )ork( Copied work will be marked zero(
Cell phones s)ich o** or pu on si&en p&ease+
o personal+ political and religious e$amples & comments#
Sar up session
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Course content -modules. / soft copy email orcopy from temp folder#
"esting & 0rading
0rading will focus on your oerall performance ratherthan one or two aspects# , mid1term e$amination & afinal e$amination will be taken#
Class )articipation
Class *uizzes+ assignments 234
Mid1term 234
"erm pro5ect 674
8inal 9$am :74
T"TA 100/
!ourse ou&ine an% gra%ing
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Resources 0ary ;essler and Human
Resource Management? eleenth edition
!nell !# and "he Handbook of
Human Resource Management? 277@
!ociety for Human Resource Management ia
www#shrm#org HRM research papers and scholarly 5ournals
Books ourna&s
http://www.shrm.org/http://www.shrm.org/ -
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CR nomination 0roups formation
Class information -email addresses.
"erm )ro5ect
Se&ecion o* !R roups *ormaion
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3our un%ersan%ing
Human Resource Managemen
Human
Resource
Management
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To sum up45
HRM is one *uncion o* managemen process
)here po&icies an% pracices *ocus on
carr'ing ou peopleinc&u%ing recruiing(
screening( raining( re)ar%ing an% appraising5
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HRM *uncions
To per*orm he 6peop&e7Conducting 5ob analysis
)lanning labor needs & recruiting 5ob candidates
!electingOrienting and training
Managing wages & salaries
)roiding incenties and benefits
)erformance appraisals
Communicating / interiewing+ counseling+ disciplining
"raining and deeloping
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HRM *uncions
, manager must know% 9mployment laws
9*ual opportunity and affirmatie action
9mployee health & safety
Handling grieances & labor relationsHRM specialties Recruiters
HR deelopment specialists
Aob analysts
Compensation managers
"raining specialists
9mployment'industrial relations specialists
9mployee welfare officers
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Sma&& misakes 8 huge &oses
What can go wrong(Hire the wrong personHigh turnoer)eople not performing
Waste time with useless interiewsHae your company taken to court because of
discriminatory actionsHae your company cited under occupational safety
laws for unsafe practicesBnfair and ine*uitable salariesack of trainingCommit unfair labor practices
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9$er' manager is an HR
manager4
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Auhori' &ine an% sa**
,uthority / the right to make decisions+
direct otherDs work and gie orders#ine authority / direct actiities in own
department and in serice areas
!taff authority / to adise other managers
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HR manager7s %uies
, line function
, coordinatie function / to ensure linemanagers are implementing organizationDs
policies+ rules#!taff functions1 assist and adise line
managers
The size o* HR %eparmen re*&ecs he size o* he
compan'
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HR ManagerDs )roficiencies
HR proficiencies
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The changing en$ironmenThe changing en$ironmen
an% HRMan% HRM
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Ma#or changes in )ork
en$ironmen
0lobalization trends & implications
"echnological trends
ature of work
High1tech 5obs
!erice 5obs
Enowledge work & human capital
Workforce demographictrends
,ailability of F9mployable "alentD
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abor egis&aion an% a)sabor egis&aion an% a)s
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abor aws )akistan
abor legislation is the responsibility of
both 8ederal and )roincial goernments
"otal labor force in )akistanG@#63 million people
:@4 agriculture sector
67#3 4 in manufacturing
:2#34 in arious other professions-source% labourunity#org.
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abor aws )akistan
,rticle 66 of the constitution prohibits child labor+ forced labor and
slaery
,rticle 6@ right to e$ercise freedom of association and unions
,rticle 6 right to enter any lawful profession+ occupation+ business
,rticle 23 prohibits discrimination on basis of gender,rticle G@ -e. proision for 5ust and humane work conditions
aws of hiring & firing
aws of working hours -@hrs'day# :2 hrs'week / factories act.
eaes paid
Child labor -below 6: years.
!trikes and ock1outs
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9*ual Opportunity 9mployment
;iscrimination on the basis of race+ colour+ religion+ se$ or national
origin
,rticle G aims at achieing e*uality
;efenses against discrimination allegations
;isparate treatment / intentional discrimination ;isparate impact / neutral employment policy creating an aderse
impact# -college degree re*uirement.# ot intentional#
,derse Impact% the oerall impact of employer practices that result in
higher percentage of a particular groups members being re5ected or not
promoted# ,derse impact can be shown through% ;isparate re5ection rates
Restricted policy
)opulation comparison
Mc1;onnell1;ouglas "est
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Handling discrimination charges
0ood intentions are no e$cuse((
Can not hide behind collectie bargaining
,greement may be the best optionJ
Diversity
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!ome discriminatory practices
RecruimenWord of mouth
Misleading information
Help wanted ads
Se&ecionsan%ar%s9ducational re*uirements
"ests
)reference to blood relationsHeight+ weight and physical characteristics
Criminal records
,pplication forms
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!ome discriminatory practices
9$isting employees)romotions
"ransfers
ayoffs
)ersonal appearance;ress
Hair'beard
Bniforms
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TH9 STRAT9I! HRMmore a partner than a cost centre..
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"he new HRM face
Tra%iiona&
Sraegic HRM
!reaing High
,er*ormance :ork
s'sems
Hiring;*iring
,a'ro&&
Bene*is p&an
Tesing iner$ie)ing echno&og'Union &egis&aion
9
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Sraegic - conceps
Sraeg'is F"he companyDs plan for how it will
balance its internal strengths and weaknesses
with its e$ternal opportunities and threats and to
maintain a competitie adantage#Sraegic managemenis >"he process of
identifying and e$ecuting the organizationDs
mission by matching its capabilities with the
demands of the enironment#?!trategic )lan K Implementation of the )lan
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Sraegic managemen - Seps
Sep 1 ;efine current business and deeloping a
mission
Sep 2 !WO" ealuating internal & e$ternal
strengths+ weaknesses+ opportunities and
threats
Sep = formulating a new business statement
Sep > translating mission into goals
Sep ? formulate strategies or courses of actionSep @ Implement the strategies
Sep 9aluate performance
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Sraegies - T'pes
!orporae sraeg' oneorganizaion ino mu&ibusiness bu onecorporae sraeg'
!ompeii$e sraeg' business &e$e& sraeg'
The !ompeii$eA%$anage he e%ge(he %i**erences )ihcompeiors haorganizaion use oincrease marke share5
unciona& sraeg' basic courses o* acion in%eparmens5
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!trategic 8it
;ilemma of manager / misfit
"wo possibilities to oercome%
i/ the manager should align functional
strategies with and support its corporate and
competitie strategies#
Can result in limited growth
e$eraging/ supplementing what you hae and
doing more with what you hae
Manager must underplay firmDs weaknesses &
capitalize on uni*ue core strength of the company
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HRM Ro&e in sraegic *ron
HRMSraegic,&anis >formulating and
e$ecuting HR policies and practices that
produce the emp&o'ee compeenciesand
beha$iorsthe company needs to achiee itssraegic aims#?
HRM helps to create the 6compeii$e
a%$anageCfor the organization
"he Competitie adantage can take many forms% *uality+research+ software systems+ diersity of the workforce+
trained employees+ HR policies & practices etc#
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inking organization & HR strategies
!ompan'7s compeii$e
en$ironmen
!ompan'7s sraegicsiuaion
!ompan'7s inerna& srenghs
An% )eaknesses
Sraegic p&anDeEpan%;cu cos;%i$ersi*'F
"rganizaiona&
per*ormance
HR sraegies
!ourses o* acion
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Challenges to HRM
eed to support corporate productiity
and performance improement efforts
9mployees play an e$panded role in
employerDs performance improement
efforts
HR units must be more inoled in
designing/ not 5ust e$ecuting / the
companyDs strategic plan
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HRM !trategic Roles
"he !trategic Roles%
"he 9$ecution Role / the doing part
"he 8ormulation Role / e$panded role / whereincluded in working of formulating corporate
and competitie strategies
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"he !trategic HRM !ystem
The HR
uncionHR
professionals
With strategic
managementcompetencies
9mp&o'ee
Beha$iors
9mployees
Competencies+
=alues+
Motiation+ &
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High ,er*ormance :ork S'sems
, system which tends to create human resource
with uni*ue support to organizational needs
,ims to ma$imize competencies+ commitment
and abilities of the employees which producesuperior performance
=ary from organization to organization
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High ,er*ormance :ork S'sems
Includes practices%9mployment security
!electie hiring
9$tensie training
!elf managed teams and decentralized decision makingReduce status *uo
Information sharing
Contingent rewards -pay1for performance.
"ransformational leadershipMeasurement of management practices
9mphasis on high *uality work
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,ssessing HRM performance
,bsence rate
Cost per hire
HR e$pense factor"ime to fill
"urnoer rate
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!outhwest ,irlines
G"ur peop&e are our sing&e greaes srengh an% mos en%uring&ong erm compeii$e a%$anage5G
Gary Kelly, CEO Southwest Airlines
The Mission o* Souh)es Air&ines "he mission of !outhwest ,irlines is dedication to the highest *uality
of Customer !erice deliered with a sense of warmth+ friendliness+indiidual pride+ and Company !pirit# To "ur 9mp&o'ees We are committed to proide our 9mployees a stable work
enironment with e*ual opportunity for learning and personalgrowth# Creatiity and innoation are encouraged for improing the
effectieness of !outhwest ,irlines# ,boe all+ 9mployees will beproided the same concern+ respect+ and caring attitude within theorganization that they are e$pected to share e$ternally with eery!outhwest Customer#