MODULE 1- INTRODUCTION TO HUMAN RESOURCE MANAGEMENT MBA 2ND TRIMESTER

Ms. Anubha Faculty HR ARIMT

DEFINITION
The planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resources to the end that individual, organizational and societal objectives are accomplished.

CHARACTERISTICS OF HUMAN RESOURCE MANAGEMENT

Comprehensive function People oriented Action oriented Individual oriented Development oriented

Continuous function
Future oriented Challenging function Staff function

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT

To help the organization attain its goals by providing well trained

and well motivated employees.

To employ the skills and knowledge of employees efficiently and

effectively
To enhance job satisfaction and self actualization of employees by

encouraging and assisting every employee to realize his/her full potential

 To establish and maintain productive , self respecting and

internally satisfying working relationships among all the members of the organization.
To bring about maximum individual development of members of

the organization.
To bring about maximum individual development of members of

the organization by providing opportunities for training and advancement

 To develop and maintain a quality work life which makes

employment in the organization a desirable personal and social situation.

To maintain high morale and good human relations within the

organization.
To recognize and satisfy individual needs and group goals by

offering appropriate monetary and non monetary incentives.

SCOPE OF HRM
The labor or Human Resource Aspect: it is concerned with man

power planning, recruitment, selection, placement, induction etc.

The Welfare aspect: this aspect is concerned with working

conditions and amenities such as canteens, crches, rest rooms, wash rooms, etc.
The Industrial Relations Aspect: this is concerned with the

companys relations with the employees. It includes union management relations, joint consultation, negotiation, collective bargaining.. Etc.

DIFFERENCE BETWEEN PERSONNEL MANAGEMENT AND HRM

PM
Careful delineation of written

HRM
Aim to beyond contract Nurturing Direct communication Pay is performance related

contracts
Monitoring Indirect communication Pay is based on fixed grades

TRADITIONS IN PERSONNEL MANAGEMENT

Welfare Up to 1920s Personnel Management as a personal service to employees, who are the clients of personnel officer Emphasized the control of numbers and budgets and placed stress on economic efficiency The personnel administrator typical of many large organizations operates a
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Employment management

Up to 1930s

Bureaucratic

1914 to present

HR Focus TIME PERIOD HR Activity

Before 1890

Industrial technologies

Disciplinary systems

1900-1910
1920s

Employee well being

Task Design / Efficiency

Health and safety programs

Time & motion studies Employee counseling & testing Communication programs Anti Union campaigns
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1930s

Union of workforce Passage of labor laws

1940s

Employee benefits Wage increases and compensation Cost of living adjustments Employee Training & Development relations/Specializ Separate divisions within personnel ed functions established Employee Participation Government interventions Employee Involvement/Management by Objectives Employee rights issues now regulated in areas of discrimination, safety and health etc.
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1950s

1960s

1970s

THE FOMBRUN, TICHY AND DEVANNA MODEL OF HRM (FOMBRUN ET AL.,1984)

Human resource development

selection

Perormance

Appraisals

Rewards
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THE HARVARD MODEL OF HRM (BEER ET AL.,1984)

STAKEHOLDER INTEREST SHAREHOLDERS MANAGEMENT EMPLOYEE GROUPS GOVERNMENT COMMUNITY UNIONS

HRM Policy
Choices Employee Influence Human Resourceflows Reward systems Work systems

HR Outcomes Commitment Competence Congruence Cost effectiveness

Long term Consequences

Individual Well being Organizational Effectiveness Societal Well being

Situational factors Workforce characteristics Business Strategy Management philosophy Labor market Unions Task technology Laws and societal values

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THE GUEST MODEL OF HRM,1997 HRM HRM HRM BEHAVI PERFOR

STRATE PRACTI GY CES
Differentiation ( Inno vation Selection Training Appraisal Focus (Quality) Rewards Job design Cost (Cost-red-ction) Involvement Flexibility Status and Security Quality Commit-ment

OUTCO MES

OUR OUTCO MES

Effort/ Motivation

MANCE OUTCO MES

High: Productivity Quality Innovation

FINANCI AL OUTCO MES

Profits

Cooperatio n
Low: Absence Involvement Labor turnover Conflict OrganizaCustomer -tional citizenship complaints ROI

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CHANGING FOCUS & PRIORITIES OF HR

AUTHOR KEY CONCEPT HR PRIORITIES

Lawler(1995)

Development of people and organizations HR is a major player Leveraging competencies In creating Managing learning organizational linkages capability Leadership development Building

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Ulrich, Brock bank, Yeung,& Lake(1993)

HR has a new strategic agenda

External customer satisfaction Management of change Teamwork capability Culture and systems to support Total Quality Management

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Towers Perrin(1992)

HR actions gain importance for creating competitive advantage

Business directions, problems, and plans Rewarding employees for customer service and quality Identify high potential employees early

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Schuler(1990)

HR issues are people related business issues

Managing for employee competence Managing workforce diversity Managing competitiveness Managing for globalization

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Geer glades (1990) HR areas have great impact on organizational performance

Leadership Organizational culture Strategy in the management of HR

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