Human Resourse Management Module 2 GCC
-
Upload
manish-yadav -
Category
Documents
-
view
224 -
download
3
Transcript of Human Resourse Management Module 2 GCC
-
7/30/2019 Human Resourse Management Module 2 GCC
1/27
Paradigm Shift in HRM
-
7/30/2019 Human Resourse Management Module 2 GCC
2/27
Personnel Function Points of
distinction
HRD
Maintenance oriented Orientation Development oriented
An independent function with
independent sub-functions
Structure Consists of inter-dependent parts
Reactive function, responding to
events as and when they take
place
Philosophy Proactive function, trying to
anticipate and get ready with
appropriate responses
Exclusive responsibility of
personnel department
Responsibility Responsibility of all mangers in
the organisation
Emphasis is put on monetary
rewards
Motivators Emphasis is on higher-order
needs such as job stretch and
challenge, creative and problem
solving, people empowering
Improved performance is theresult of improved satisfaction
and morale
Outcomes Better use of human resourcesleads to improved satisfaction and
morale
Tries to improve the efficiency of
people and administration
Aims It tries to develop the
organisation as a whole and its
culture
-
7/30/2019 Human Resourse Management Module 2 GCC
3/27
Effectiveness of Human Resources
Management
Organizational HealthEmployeecontribution and satisfaction
Human Resource Accounting - Cost and Value
of HR Human Resource Audit Examination,
Evaluation of Policies, procedures, practices to
determine the effectiveness. Human Resource ResearchEvaluating the
effectiveness and developing the appropriate.
-
7/30/2019 Human Resourse Management Module 2 GCC
4/27
EMERGENCES OF HRM1. Non-Hierarchical Structure
2. Attitude and Emotions, but not just skill and knowledge
3. Team design and analysis1. Leader-directed
2. Working Group
3. Leader/Member
4. Rotating/Shared Leadership
5. Self-Directed4. Employee Referrals
5. Employees for Lease
6. Outsourcingbody shops
7. Moon Lighting by Employees part time/business.8. Dual Career Groups women empowerment
9. Flexi Time core working, flexible timings.
10. Employees proxy another person qualified.
11. Careers in HRM
-
7/30/2019 Human Resourse Management Module 2 GCC
5/27
What is Knowledge Management
-
7/30/2019 Human Resourse Management Module 2 GCC
6/27
Knowledge management is a systematic,
explicit and deliberate building, renewal and
application of knowledge to maximize an
enterprise knowledge - related effectiveness
and returns from its knowledge assets.
-
7/30/2019 Human Resourse Management Module 2 GCC
7/27
Knowledge Management
Data
Information
Knowledge
wisdom
-
7/30/2019 Human Resourse Management Module 2 GCC
8/27
Data, Information
The term data means groups offacts and figuresthat represent the qualitative or quantitative
attributes of a variable or set of variables.
Data are often viewed as the lowest level of
abstraction from which information and knowledgeare derived.
46 years, 160cm, 90 Kgs, Jimmy
The organized data are information. Jimmy Age-46, Height- 160 cm,Weight90 Kg
-
7/30/2019 Human Resourse Management Module 2 GCC
9/27
Knowledge, Wisdom
The processed information in the actionableform is referred to as knowledge.
90 Kg of weight for a person with 160 cm of
height is more, he must reduce the weight. The knowledge becomes wisdom when it is used
for a good cause of a large number of people.
Daily exercise, morning walk and Yoga etc. help
people reduce weight and keep themselves fitand healthy.
-
7/30/2019 Human Resourse Management Module 2 GCC
10/27
Knowledge Management Process
1) Identify -competencies
2) Collect knowledge, skills, expertise
3) Select assessment of value standard
requirements4) Store nuggets, classify, include
5) Share make it acceptable for employees
6) Apply activities, decision making, exploiting
opportunities7) Customer acceptance new/developed
8) Create stage- observation, feedback, brainstorming, success and failures.
-
7/30/2019 Human Resourse Management Module 2 GCC
11/27
Virtual Organization and HRM
Virtual Organization is a Social network in whichall the horizontal and vertical boundaries are
removed. It consists of individuals working out of
physically dispersed workspaces, or even
individuals working from mobile devices and not
tied to any particular workspace. It is the
coordination ofintense structure, consisting
primarily ofpatterns and relationships, and thisform needs the communication and information
technology to function.
-
7/30/2019 Human Resourse Management Module 2 GCC
12/27
Characteristics of Virtual Organizations
-
7/30/2019 Human Resourse Management Module 2 GCC
13/27
3-6
Role of HR in a virtual organisation
A virtual organisation is a network of companies or employees connected bycomputers. Virtual workers work from home, hotels, their cars, or wherever
their work takes them. The human resource function plays a unique role in a
virtual organisation:
v Psychological fit: The lack of face-to-face interaction in a virtual
organisation, virtually compels HR professionals to determine thepsychological fit between different units initially.
v System alignment: Given the lack of physical proximity, it becomes even
more critical that the organisation's mission, vision and measures be aligned
and that all parties are familiar with these issues; the HR function can play an
important role in this task.v Reconsider rewards: In a virtual unit, very few permanent positions exist.
In many cases, the organisation will be staffed with workers having
different motivational forces. So rewarding each entity in an effective way
becomes an important job.Cont
-
7/30/2019 Human Resourse Management Module 2 GCC
14/27
3-7
v Reconsider staffing needs: In a virtual organisation, mostemployees work on a contractual basis. Finding people with requisite
skills, knowledge and motivation levels becomes an important activity.
v Build partnerships: Virtual, teams have to be built from scratch
paying attention to their unique requirements. The concept of
employment needs to be replaced by the concept of 'partnership'
especially when most tend to work independently away from the
permanent employees or owners of the organisation
v Develop leaders: Leaders become the major forces for building
trust, creating a mission and instilling a sense of belonging to theorganisation. HR can play a major role in ensuring that leaders assume
these responsibilities and meet them in an effective way.
Role of HR in a virtual organisation
-
7/30/2019 Human Resourse Management Module 2 GCC
15/27
Learning Organizations
Organizations learn through the learning of theiremployees.
A learning organization is one in which lives and breathes
knowledge acquisition and skill development the
ultimate extension of learning on the job.
Intellectual manufacturing and marketing
Recognition and acceptance of knowledge as competitive
advantage
Rapid change Adopt L P G Cultural unification
Increased customer awareness
Change in employees attitude towards change.
Increased innovation, creations, outcome of research.
-
7/30/2019 Human Resourse Management Module 2 GCC
16/27
Characteristics of Learning
Organizations.
1) Learning approaches to strategy
2) Participative policy making
3) Informing, information systems, automate
4) Formative accounting and control5) Internal exchange
6) Reward flexibility
7) Enabling structures
8) Boundary workers as environmental scanners9) Inter-company working
10)Learning culture
11)Self-development for all
-
7/30/2019 Human Resourse Management Module 2 GCC
17/27
3-12
Benchmarking
Effective implementation of TQM requires benchmarking. The essence of
benchmarking is striving to be the best of the best in ones area of
operations. It is a continuous process of measuring products, services and
practices against the toughest competitors or industry leaders with the aim
of mutual improvement.
Reengineering
The primary focus of TQM is on continuous improvement or ongoing
incremental change. Reengineering is all about achieving this. Actually
speaking, reengineering takes place when more than 70 per cent of the
work processes in an organisation are evaluated and altered. The focus is
on simplifying operations and making them more efficient and customer
oriented.
-
7/30/2019 Human Resourse Management Module 2 GCC
18/27
Difference Between Union &
Nonunion Workers Unions have long been associated with
manufacturing jobs and other blue-collar
occupations, but workers in other fields are also part
of unions, including airline pilots and professionalathletes. Unions have the express purpose of
improving compensation and working conditions for
the employees that they represent. While in many
cases they have accomplished this, corruption hastainted some unions. There are significant
differences between union and non-union workers
-
7/30/2019 Human Resourse Management Module 2 GCC
19/27
Collective Bargaining
Union workers are covered by a collective bargaining
agreement. This is also known as a contract, and it is
negotiated between representatives of the
management of the company and the union
representatives. This contract governs all aspects of theworking relationship between the two parties. Non-
union workers generally are not covered by a contract.
It is up to the employee to negotiate his own terms of
employment with the company management. Unionsbring the power of the group to the bargaining table.
-
7/30/2019 Human Resourse Management Module 2 GCC
20/27
Pay Differences
At one time, the pay differences betweenunion and non-union workers was more
substantial, particularly in the mid- to late-
1970s. The recession of the early-'80s
required many unions to give substantial wage
and benefit concessions, reducing this
difference. During the '90s and 2000s, the
increase in wages has been similar for unionand non-union workers. Union members often
enjoy better benefits, particularly health
benefits.
-
7/30/2019 Human Resourse Management Module 2 GCC
21/27
Contract Employment
An employment contract covers any situations wherean employee could be fired or disciplined. The
contract also outlines the processes that must be
used to discipline an employee whose performance
is not up to the employer's standards. A non-unionemployee is subject to "employment at will,"
meaning that either the employer or employee can
terminate the relationship at any time. Most
companies have their own guidelines and policies fordiscipline of non-union employees, but these policies
can change at any time the employer wishes, with no
input from the employees.
-
7/30/2019 Human Resourse Management Module 2 GCC
22/27
Costs
A union employee must pay union dues and other fees,
such as admission fees to join a union. These fees canbe sizable, and are not negotiable. Unions also
traditionally have engaged in political activities in order
to further their cause. However, not all union
employees support their unions' political views. A
union member can ask that his dues not be used for
political purposes, but he may feel pressure to go
along. Non-union workers may have to pay the fees if
the majority of their co-workers are represented by a
union, but usually non-union workers do not pay to
work for their employer.
-
7/30/2019 Human Resourse Management Module 2 GCC
23/27
The Difference Between Union &
Nonunion Companies
Union or unionized companies are businesses
that hire employees that belong to a union, a
legal organization that represents the
employees and manages, at least in part, thehiring process. There are different types of
unions, based on the industries they work
within, and companies that work with unionshave several common qualities that differentiate
them from businesses that do not use union
-
7/30/2019 Human Resourse Management Module 2 GCC
24/27
Rules and Guidelines
Unions are responsible for creating many differentrules in the industries they are a part of. Some of
these rules apply to employees and the training they
must go through, but many also apply to the
companies that hire union workers. These companiesmust provide workplaces that promote worker safety
and health. Of course, good companies will work
toward these aims anyway, and state or central
governments have their own safety rules. But unionsoften add extra guidelines to make sure that workers
will not be mistreated or put in danger
-
7/30/2019 Human Resourse Management Module 2 GCC
25/27
Compensation
Union workers, on average, are paid more thanemployees who are not part of unions. This means
that union companies must expect to pay more in
compensation. Many companies balance this by
offering fewer benefits to employees, but only up toa point; most unions also require companies to offer
certain benefits, such as health insurance. This is one
reason that unions are popular among employees,
and it is also a key point of negotiation between
companies and unions
-
7/30/2019 Human Resourse Management Module 2 GCC
26/27
Pricing
In general, companies that work with unions havehigher payroll costs, whether from extra
compensation or simply the costs of negotiation and
meeting union guidelines. But companies want to
make profits for shareholders and businessexpansion, so union companies often incorporate
strategies to offset these extra costs. Often they raise
prices on their services or products, or cut costs
throughout departments. This can lead to higherprices for consumers, but it can also help foster
company innovation and efficiency.
-
7/30/2019 Human Resourse Management Module 2 GCC
27/27
Representation
Companies that work with unions also have a
detailed representation policy. Unions use their
representatives to negotiate for higher wages or
other changes. The companies involved in unionizedindustries create representation plans for themselves
as well. Often state and central laws outline this
representation process so both sides can negotiate
without bias or confusion. Companies withoutunions can also have representation policies, but
they are rarely maintained as strictly.