Role of HR Managers

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ROLE OF HR MANAGER

PRESENTED BY: VAIBHAV SINGH & NITISH KAUSHIK


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WHO IS AN HR MANAGER

An HR manager is one who plans, organizesand directs human resource programs for thebusiness, provides highly responsibleadministrative staff assistance to the GeneralManager; and performs other related work asrequired.


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ROLE

What is a Role?

Position one occupies in a social system

Defined by functions performed

In response to expectations of others / self

Role Perception: How an employee thinks

he/she is supposed to act

Role Set: Entire configuration of surrounding

roles / relationships / effect


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Understanding workers

requirements & realities

The HR Managers need to have an understandingof the worker requirements & realities.

HR Managers should become mindful about theemployees context.

HR Managers need to have commitment towardsthe lifelong learning & continuous professional

development, commitment towards the ethicalstandards & Deliver effective people strategies


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Leadership & Team-building

skills

Managers need to be highly motivated

themselves, and proficient in motivating andcarrying their teams along with them.

In the process of goal setting and projectexecution, team commitment is a criticalrequirement


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Though there are various IT tools such as

Intranet, Learning Management System etc.,the efficacy of a manager lies in motivating thepeople to share their knowledge and expertisewith their peers.

HR Managers have to be adept not only in softskills but also in building and sustainingknowledge management systems in an

organization.


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ROLES OF HR MANAGERS

Administrator

(co-ordination & support services ) Evaluator

(organisational effectiveness)

Individual career development advisor(assess personal competencies)


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Instructor / Facilitator

(managing group processes)

Marketer

(programmes & services)

Material developer

(producing written or electronically mediatedinstructional materials)


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ROLES OF HR MANAGERS BASED ON

HENRY MINTZBERGS STUDY

Based on a study, Henry Mintzberg concludedthat managers performed 10 different roles.These ten roles can be grouped into:

1. Interpersonal Roles

2. Informational Roles

3. Decisional Roles


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Interpersonal Roles

Role Description Examples

Figurehead Symbolic head; required to

perform a number of routine

duties of a legal or socialnature

Ceremonies status

requests, solicitations

Leader Responsible for the motivation

and direction of subordinatesVirtually all managerial

activities involving

subordinates.Liaison Maintains a network of outside

contacts who provide favors

and information

Acknowledgment of mail

external board work


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Informational Roles


Monitor Receives wide variety ofinformation; serves as nerve

center of internal and external

information of the organization

Handing all mail and

contacts categorized as

concerned primarily with

receiving information

Disseminator Transmits information receivedfrom outsiders or other

subordinates to members of the

organization

Forwarding mail intoorganization for information

purposes; verbal contacts

involving information flow to

subordinates such as

review sessions

Spokesperson Transmits information tooutsiders on organizations

plans, policies, actions, and

results; serves as expert on

organizations industry

Board meeting; handling

contacts involving

transmission of information

to outsiders


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Decisional Roles


Entrepreneur Searches organization and itsenvironment for opportunities

and initiates projects to bring

about change

Strategy and review

sessions involving initiation

or design of improvement

projects

Disturbancehandler

Responsible for correctiveaction when organization faces

important, unexpected

disturbances

Strategy and reviewsessions involving

disturbances and crises

Resource

allocator

Making or approving significant

organizational decisions

Scheduling ; requests for

authorization; budgeting,the programming of

subordinates work

Negotiator Responsible for representingthe organization at major

negotiations

Contract negotiation


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SPECIFIC FEATURES OF INDIAN

LABOURSOCIAL COMPOSITION OFINDUSTRIAL LABOUR

Earlier, the labour force in factories, mines and plantations was generally

provided by the lower castes, depressed classes and the unfortunates in

societies .

The trend in the present scenario has changed. The workers nowadays even

come from higher communities and castes.Thus HR manager has to develope a greater sense of equality among workers

as there might be a possibilty of workers being conscious of the distinction

shown between the workers and the other staff.

HETEROGENEITY OF LABOUR CLASS

Industrial working class has people of different castes, communities, ethnic

groups, speaking different languages and coming from different regions.

The result is that Indian labour force is sharply divided between high class

and low class, skilled and unskilled . This artificial division of working class

has affected its collective bargaining capacity.


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UNDIFFERENTIATED CLASS CHARACTER

The industrial working class in India has yet remained

undifferentiated as a class because of the following reasons-The moderate degree of industrialisation

The persistence of traditional attachment to the village and

family

The low wages and its low composition in overall population of

the countryThus workers in India do not constitute a wage-earning class

corresponding to the factory workers of the western countries.

HIGH RATE OF ABSENTEEISM AND LABOUR TURNOVER

One of the most important characteristic of Indian worker is that

they are in the habit of abstaining from work, and have a greater

tendency to change their jobs in comparison to workers of other

countries.


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LABOUR/HR MANAGERS COMMITMENT

FOUR CATEGORIES OF WORKERS:-

The uncommitted workers

The partially committed or semi committed workers

The generally committed workers

The specifically committed workers


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HR MANAGERS COMMITMENT

The HR managers commitment focuses attention on the

extent to which an employee identifies with organizational

goals, value organizational membership and intends to work

hard, to attain overall organizational mission.

Commitment fundamentally differs from simple attachment or

membership in the sense that it involves an active relationship

between the manager and the employee such that the

employee is willing to go beyond the normal requiredcompliance behavior in order to contribute to the realization of

organizational goals.


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THANK YOU

Role of HR Managers

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