Human Resource Management

Part I
Term II , SDMIMD


Dr. Mousumi Sengupta
1
Understanding the Nature and
Scope of Human Resource
Management

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3
People Lend Competitive Advantage
People offer skills, capabilities, systems, practices, speed,
language, bonding and behaviours, which help execute
firms strategies successfully
By aligning human resources (HR) plans to business plans,
HR managers are becoming strategic partners
Innovation is the key to competitive advantage
HR function seeks to convert an adverse situation into an
opportunity
Organisational designs do not remain static over a period
of time
HR executive is becoming an effective change agent
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No. Name of the Company
1 Bharti Airtel: Extending its GSM service
2 ICICI Bank: Big and profitable
3 Infosys Technologies: Tech firm keeps expanding
4 Tata Consultancy Services: Tech group going global
5 HCL Technologies: Tech-services firm, PC maker
6
Reliance Communications: One of biggest cellular
networks
7 Wipro: Enlarging its product portfolio
8 Mahindra & Mahindra: Big tractor maker got bigger
9 Hindustan Unilever: Refining consumer-goods mix
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HRM Functions
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HRM: Functions and Objectives
Objectives of HRM
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Skills for HR Professionals
HR manager needs to have technical, cognitive and interpersonal
skills and processes to accomplish his or her work
The HR executive needs to be multi-knowledgeable
Diverse knowledge is a must for HR managers for another
reason: There are instances of organisations where finance
executives become HR directors, and worse still, stores managers
are made personnel managers
Every profession mandates academic qualification that the
practioner must possess
Anybody, irrespective of his or her qualifications can become an
HR executive
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Skills for HR Professionals (Contd.)
HR Competency Model
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HRM Model
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Evolution of HRM (Contd.)
Period
Development
Status
Outlook Emphasis Status
1920s1930s Beginning
Pragmatism
of capitalists
Statutory,
welfare,
paternalism
Clerical
1940s1960s
Struggling for
recognition
Technical,
legalistic
Introduction of
techniques
Administrative
1970s1980s
Achieving
sophistication
Professional,
legalistic,
impersonal
Regulatory,
conforming,
imposition of
standards on
other functions
Managerial
1990s Promising Philosophical
Human values,
productivity
through people
Executive
Source: C.S. Venkataratnam and B.K. Srivastava, Personnel
Management and Human Resources, p. 5.
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Evolution of HRM (Contd.)
Comparison among HCM, PM and HRM
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HRM and its Environment
HRM
Cultural
Professional
Bodies
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Traditional HRM vs. Strategic HRM
Traditional HRM Strategic HRM
Responsibility for
HRM
Staff specialists Line managers
Focus Employee relations
Partnership with internal
and external customers
Role of HR
Transactional, change
follower and respondent
Transformational, change
leader and initiator
Initiatives Slow, reactive, fragmented Fast, proactive, integrated
Time horizon Short term Short, medium, long
Control
Bureaucratic roles, policies,
procedures
Organic-flexible, whatever
is necessary to succeed
Job design
Tight division of labour,
independence, specialisation
Broad, flexible, cross-
training teams
Key investments Capital, products People, knowledge
Accountability Cost centre Investment centre
Typical HR Strategies
The Best Fit Approach
Best Practices Approach
Resource-Based View (RBV) of the Firm