Unit One

Overview of the Field

Session 1
 Four Ms of Management
Machine
Material
Method
Manpower
 Management Process
Planning
Organizing
Staffing
Leading
Controlling
 Human Resources
Resource which put together material,
machine and method together to produce
some value
Only resource able to think and have
skills, knowledge and experience
 Foundational Ideas
Potential to perform - with every one
A process, support, guidance and structure
needed for translating potential into
performance
Managerial responsibility to provide those
conditions for performance
Creation of an enabling framework for
people to perform more and better while
deriving satisfaction
 Foundational Ideas
Getting effective results from people
while keeping them satisfied
Make human resources productive and
get quality results from them
Make them satisfied with high quality of
work life
Enhance human resource effectiveness
Have you ever faced these situations?

Going to grocery store and struggling to find

something and there is no one for help
Going in a restaurant and no one comes to take
the order
Going to bank and wait for several minutes to
get the work done
Going to a clothing store and the salesperson
does not know about the size and price of the
dress you want

7
 Discussion Cases
What is the case about?
What is happening/ has happened in the
case?
Why do you think so?

8
 What is HRM?
A set of people- related policies, programmes
and practices (tools and techniques) as well as
underlying values
Designed and executed to enhance HR
effectiveness (get effective results from them)
For supporting organisational goals and
strategies
By integrating needs of the organisation and
those of its people
 Practices and polices include:
1.Job analysis
2.Planning and recruiting
3.Selecting and orienting
4.Training and developing
5.Appraising employees
6.Compensating employees
7.Managing employee relations and fair
treatment
8.Managing employee safety and health
 Changing Values
Traditional values
Compliance
Loyalty
Maintenance
 Changing Values
Emerging values
Commitment
Development
Results
Empowerment
Engagement
Participation
 Changing Roles
Emerging roles
From
Operator and administrator
Protector and expert
To
Employee champion
Change agent
Strategic partner
 Why Important?
Enhance human resource effectiveness
Improved productivity and quality of employee
performance
Greater satisfaction for staff from the job
Creation of enabling conditions for performance
Effective utilisation of human capability and
potential
Achievement of coordinated and inspired efforts
from employees
 HR Effectiveness Indicators
High level of performance and productivity
achieved
Quality product or services delivered
Right number of people with the required
skills and experience employed
Personnel cost, absenteeism and turnover
controlled
Job satisfaction and self- esteem attained
Legal regulations complied
 Importance to All Managers
Avoid personnel mistakes
Improve profits and performance
Working as HR Manager
HR for entrepreneurs
 Trends Influencing HRM
Globalization (cost, competition, productivity)
Technological advances (manufacturing, distribution
network)
Work nature (critical thinking/problem solving/information
management)
Service jobs (service vs goods)
Human capital (knowledge workers, capitalizing on new
technology)
Off-shoring (export jobs)
Demographic trends (talent management, gen X, Y, retirees,
nontraditional workers, workers from abroad)
Economic trends and challenges
(deregulations)
Key Questions for Managing HR
What are organizational/ unit goals and
strategies?
Who are the employees?
What are employees needs from work?
How many and what type of employees are
needed?
Where to get them from and how to get
them in?
How to get them to perform?
Key Questions for Managing HR
How to know how well they performed?
How to develop their capacity to perform?
What rewards will sustain and enhance
their performance?
How to maintain effective relations with
them for continued performance?
 HR Managers Today
Big picture
Transactional services
Integrated talent management approach
Employee engagement
Ethics
High performance work systems
Evidence based HRM
Measurement of performance
Value addition
New proficiencies
HR certification
 Unit One
Overview of the Field
Session 2
 HRM Process
Organization goals
and strategies
Development

Staffing Performance Appraisal

Rewards and
relations
Employee
needs

HR information
 Organization Goals and Strategies
Grow or diversify
Satisfy customers
Improve customer service
Compete
Improve quality and increase productivity
Lower costs
Increase or sustain profit
Adapt to fast changing technology
Become more flexible
Prevent obsolescence
 Employee Information System
Personal information
Organizational information
Job/ career and experience information
Performance/ potential assessment information
Qualification, training and competency information
Payroll and benefits information
Development and succession plan information
Others information (disciplinary, medical,
references, absenteeism)
 Employees Needs
Economic returns on personal investment
(time, talents and efforts)
Other benefits
Job security and stability
Quality work environments
Recognition of contributions
Feeling of self worth
Growth and advancement
Social connectedness and supports
Psychological satisfaction and security
 Staff Planning
Assess current staff
Analyze business plans
Forecast staffing level and categories
Assess availability of staff
Determine staffing needs (shortage or surplus)
Formulate programs to address the needs
Recruitment, training,
retention, promotion,
redeployment, redundancy
 Staffing
Analyze jobs
Prepare job descriptions and specifications
Explore internal or external sources for the
required staff
Communicate about vacancies and jobs
Attract suitable and discourage unsuitable
candidates
Select the most suitable candidate through
matching the job and the person
 Managing Performance
Allocate responsibility and resources
Assess the suitability and availability
Assess the requirements of the resources
Set clear performance targets and prepare
performance plan
Develop their understanding of the goals
Prepare the staff to accept the tasks assigned.
Ensure adequate and timely supply of resources.
Delegate adequate authority for performance.
Anticipate performance problems
 Managing Performance
Communicate
Communicate performance expectations
Have a regular meeting
Determine reporting formats and information flow
patterns
Give and seek information and opinions
Give performance feedback
Listen actively to what the staff say and explore
what they want to say
Consult before and convince after taking
decisions
Use interpersonal skills effectively
 Managing Performance
Lead and motivate
Give clear direction and a sense of purpose
Inspire for higher performance
Attend to performance obstacles and remove them
Praise and value individuals and their performance
Celebrate success
Build team spirit, trust and relationship
Present role model and demonstrate by example
Treat fairly and equitably
Highlight the value of the performers work
Provide opportunities for using ability
Involve in decisions
 Managing Performance
Coordinate
Conduct meetings with staff
Develop mechanisms to share
information
Develop plans collaboratively
Create inter-functional teams
Develop functional allocation chart
Pool resources as much as possible
 Managing Performance
Supervise and monitor
Establish a warm and trusting relationship and
work environment
Prepare supervision work plan and checklist
Observe performance, discuss and guide
Help performers identify and solve their
problems
Support staff for both work outputs and personal
development
Be fair with all in relationships and appear to be
fair
Maintain discipline and reward
Ensure quality of work
Develop regular reporting systems
 Appraising Performance
Develop criteria and information system for
assessment
Observe, assess and evaluate performance
against performance targets
Have periodic performance review sessions
covering both strengths and weaknesses
Give performance feedback with suggestions for
improvements
Complete appraisal forms
Initiate development/ corrective actions
Revise work plan for the next period
 Training and Developing Staff
Develop capability for implementation
Identify training and development
needs of staff
Provide and facilitate development
opportunities
Coach, guide and provide
performance feedback
Utilise staff capability
Search for and make available
external training opportunities
 Rewarding Performance
Reward good performance
Financial and tangible rewards
Personal and developmental rewards

Make efforts to give rewards
Recommendation for rewards
 Employee Relations
Employee participation programs
Employee protection programs
Employee rights programs
Employee assistance programs
Employee communication programs
Other social and informal programs
 Line and Staff Aspects of HRM
Authority
the right to make decisions, to direct the work of others
and to give orders
Line authority-
Issue orders to other managers or employees
for managing functions
Line managers
Staff authority-
for advising and supporting line functions
Staff managers
Line and Staff Aspects of HRM
Line-staff HR cooperation: Sharing HR
responsibilities
Line Managers HR responsibilities:
Recruitment and selection
Orientation, training and development
Employee relations and retentions
Work environment
Organization culture
Work efficiency and effectiveness
Organizing HR Department Responsibilities
Recruiters
EEO Representatives or affirmative action
coordinators
Job analysts
Compensation managers
Training specialists
New ways to organize HR functions
Transactional HR group (Day to day HR support)
Corporate HR group (Giving advices to top level)
Embedded HR group (Embed HR into all depts)
Center of expertise (Eg. Change management) 39
Strategic Planning and Strategic HRM
Strategic Plan (SWOT)
- Where we are now and where we want to be and
how to get there

Strategy
- Course of action

Strategic management
- Process of identifying and executing the
organizations strategic plan
Levels of strategic planning:
Corporate strategy (company-wide:
diversification, integration, consolidation,
expansion)
Competitive strategy (product/service
differentiation, market share, cost leadership,
differentiation, value addition, niche market)
Functional strategy (basic courses of action)

41
Strategic Planning and Strategic HRM
HRs main responsibility
What are our
strategic goals and practices
strategic alignment
plans
How? and goals?
Formulating and executing HR policies and practices -
>produce the employee
Whatcompetencies
employee and behaviors ->
needed by the behaviors
company (SHRM)
and skills do
we need to achieve
our strategic aims?

What HR policies and practices

will enable us to produce the
necessary employee behaviors
and skills?
Strategic Planning and Strategic HRM
HR and competitive advantage:
Employees and management as differentiating
factors
Strategic HRM
HRs role in strategy formulation
HRs role in strategy execution
Identifying, analyzing and balancing external
opportunities (exploitation) and threats
(minimization/neutralization) and its internal
strengths (maximization) and weaknesses
(minimization);

Cascading down the roles and

responsibilities from organization
level to individual level.
Linking Corporate and HR Strategies
Companys strategic plan:
What business are you in?
On what basis will you compete?
How do you plan to expand?

Train
Develop employee Appraise
personnel Recruit Interview s based and
plans and candidates and select on job reward
job employees requireme employees
description nts

Conform to ethical standards and EEOC and other HR related laws

 SHRM Tools
Strategy map
Graphical tool that summarizes how employees
performance contribute to overall achievement of
strategic goals
HR scorecard
Process for managing employee performance and
aligning all employees with key objectives by assigning
financial and non financial goals
Digital dashboard
Presenting on graphs and charts
the strategic map 45
 Class Discussion Case

1. Jack Nelsons Problem

2. Siemens Builds a Strategy Oriented HR
System

46