development of hrm concept
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Functions of HRM
Managerialfunctions
Planning
Organising
Directing &Actuating
Controlling.
Operative functions
Procurement
HRD
Compensation
Maintenance
Separation
Human relations
Effectiveness ofHRM
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Organisational significanceof HRM
Effective utilisation of HR to motivatethem & to change their attitude towork & the organisation.
To develop personnel to meet thedemands of the work effectively.
To ensure proper recruitment & to
retain personnel in the organisationso that the right people are available.
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Social significance ofHRM
Maintaining balance between jobs & jobseekers, taking into account jobrequirements,job seekers ability & aptitude.
Providing most productive employment fromwhich socio-psychological satisfaction can bederived.
Utilising human capabilities effectively &matching it with good rewards.
Eliminating wasteful organisational & individualpractices.
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Professional significance ofHRM
Developing people on continuousbasis to meet challenges of their
jobs. Maintaining the dignity of
personnel at the work place.
Providing proper physical & socialenvironment at the work place tomake work safe & enjoyable.
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In Past
In 50s Employees were recruited not to question WHY but only To do.
In 60s Terms like manpower, staff and personnel came to used.
In Late 70s People realized that beyond a point, productivity depended on people.
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Evolution Of HR in India
Period Development status Emphasis Role
1920s-1930s Beginning Welfare clerical stroke disciplinary,dismissal of workers]
1940s-1960s Struggling forRecognition Introduction to HRtechniques and IR Administrative[leave, bonus, retirementetc]
1970s-1980s Strong industrialrelations anddisputes,Regulatory
Managerial
[housing, medical leaveetc]
1990s Promising Human values,productivity throughpeople
Executive
[formulating policies, T&Dprograms, MDPs etc] andmanagerial role
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Continued
The first Factories Act was adopted in 1881. TheFactory Commission was appointed in 1885. TheFactories Act, 1948 (Amended On 1987).
In 1929 Royal commission of labour in India.
In 1931 J.H. Whitely recommended the
abolition ofJOBBER SYSTEM andthe appointment of labour
officers in industrial enterprises.
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Two professional bodies were found
In 1948 - Indian Institute Of Personal Management (IIPM) atKolkata .
In 1950 - The National Institute Of Labour Management (NILM) at
Mumbai.
In 1980 These two professional bodies merged together andformed National Institute Of Personnel Management(NIPM) headquartered at Kolkata.
In 1990 Milestone was achieved by renaming of AmericanSociety For Personnel Administration (ASPA) asthe Society For Human Resource Management
(SHRM).
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LIST OF AMENDING ACTS AND
ADAPTATION ORDERS
The Indian Independence (Adaptation of Central Acts and
Ordinances) Order, 1948.
The Adaptation of Laws Order, 1950.
The Part B States (Laws) Act, 1951 (3 of 1951).
The Industrial Disputes (Amendment and Miscellaneous
Provisions) Act, 1956 (36 of 1956).
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Continue D
The Industrial Employment (Standing Orders) AmendmentAct, 1961 (16 of 1961) .
The Industrial Employment (Standing Orders) Amendment
Act, 1963 (39 of 1963).
The Central Labour Laws (Extension to Jammu and Kashmir)Act, 1970 (51 of 1970).
The Industrial Employment (Standing Orders) AmendmentAct, 1982 (18 of 1982).
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HR PAST AND PRESENT:
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DEVELOPMENT OF HRM CONCEPT
HRM CONCEPTS
US MODEL THE UK MODEL
MatchingModel
Harvard
ModelDavid Guest John Storey
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THE US MODEL
1. THE MATCHING MODEL: the human resourcesystem and organisation structure shouldmatch with organisational strategy.
2. THE HARVARD MODEL:
HRM is based on central philosophy and
strategic vision HRM involves all management decisions and
action that affect the nature of the relationshipbetween the organisation and its employees.
A longer term perspective in managing peopleand consideration of people as potential assetsrather than variable costs.
Mutual interests.
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Michigan Matching Model ofHRM
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THE CRITICISMS
MATCHING MODEL: The concept of FIT has been
criticised on a number of fronts:
A number of writers have commented thatbusiness strategy dictates HR strategy. Businessstrategy is formulated in a rational way, by thetop down approach.
A perfect match between business strategy andHr strategy might not be to the advantage of theorganisation as a whole.
It ignores the complex nature of human beingsand the possibility that workers and their unionsmight influence strategic planning.
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Situational factors
Stakeholder interests
HRM policy choices
HR outcomes
Long-term consequences
Harvard
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The Harvard model of HRM
(1984)
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Classifies inputs and outcomes at both
organizational and societal level.
Absence of a coherent theoretical basisfor measuring the relationship between
HR inputs, outcomes and performance.
Harvard
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THE UK MODEL1. DAVID GUEST : has taken the Harvard Model and
developed it further by defining 4 policy goals:
Strategic Integration
High Commitment
High Quality
Flexibility
2. JOHN STOREY ; suggests four aspects which constitutethe meaningful version of HRM
HRM is constellation of beliefs & assumption
The central involvement of line managers
A strategic thrust informing decisions about peoplemanagement
Reliance upon a set of levers to shave theemployment relationship
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Reflects view that a core set of integrated
HRM practices can achieve superior
individual and organizational
performance.
HRM differs from personnel management.
Guest
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Guest
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The Guest model of HRM
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Extends the Harvard framework.
Maps the connections between the outer
and inner contexts and explores howHRM adapts to changes in context.
Warwick
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The Warwick model of HRM
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Demonstrates the differences between
the personnel and industrials and the
HRM paradigm by creating an ideal type.
Characterizes HRM as an amalgam of
description, prescription, and logical
deduction.
Storey
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The Storey model of HRM
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Storey
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HR and Technology
HR professionals need to stay current ondevelopments in technology.
Information monitoring, disseminating andcollaborating.
HR professionals need to adapt technologies toenhance functions such as recruiting.
HR professionals need to acknowledgeemployees expectations about technologyavailability.
HR professionals need to be aware of effect oftechnology on employees lives.