module 1- introduction to human resource management
TRANSCRIPT
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MODULE 1- INTRODUCTION TO
HUMAN RESOURCE
MANAGEMENT
MBA 2ND TRIMESTERMs. Anubha
Faculty HR
ARIMT
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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.
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CHARACTERISTICS OF HUMAN
RESOURCE MANAGEMENT
Comprehensive function
People oriented
Action oriented
Individual oriented
Development oriented
Continuous function
Future oriented
Challenging function
Staff function
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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 byencouraging and assisting every employee to realize his/her full
potential
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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
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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.
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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.
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DIFFERENCE BETWEEN PERSONNEL
MANAGEMENT AND HRM
PM HRM
Careful delineation of written
contracts
Monitoring Indirect communication
Pay is based on fixed grades
Aim to beyond contract
Nurturing Direct communication
Pay is performance related
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TRADITIONS IN PERSONNEL MANAGEMENTWelfare Up to 1920s Personnel Management
as a personal service to
employees, who are the
clients of personnel officer
Employment
management
Up to 1930s Emphasized the control of
numbers and budgets
and placed stress on
economic efficiency
Bureaucratic 1914 to present The personnel
administrator typical of
many large organizations
operates a
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Before1890
Industrial
technologies
Disciplinary systems
1900-1910 Employee well
being
Health and safety programs
1920s Task Design
/ Efficiency
Time & motion studies
Employee counseling &
testing
1930s Union of workforce
Passage of labor
laws
Communication programs
Anti Union campaigns
TIME PERIOD
HR Focus
HR Activity
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1940s Employee benefits
and compensation
Wage increases
Cost of living adjustments
1950s Employee
relations/Specializ
ed functions
Training & Development
Separate divisions within personnel
established
1960s Employee
Participation
Employee
Involvement/Management by
Objectives
1970s Government
interventions
Employee rights issues now
regulated in areas of discrimination,
safety and health etc.
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THE FOMBRUN, TICHY AND DEVANNA MODEL
OF HRM (FOMBRUN ET AL.,1984)
Perormance
Human resourcedevelopment
Appraisals
Rewards
selection
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THE HARVARD MODEL OF HRM (BEER ET AL.,1984)
STAKEHOLDER
INTEREST
SHAREHOLDERS
MANAGEMENT
EMPLOYEE GROUPS
GOVERNMENT
COMMUNITY
UNIONS
Situational factors
Workforce
characteristics
Business Strategy
Management philosophy
Labor market
Unions
Task technologyLaws and societal values
HRM Policy
Choices
EmployeeInfluence
Human Resource-
flows
Reward systems
Work systems
HR Outcomes
Commitment
Competence
Congruence
Cost
effectiveness
Long term
Consequences
Individual
Well being
Organizational
Effectiveness
Societal
Well being
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THE GUEST MODEL OF
HRM,1997HRM
STRATEGY
HRM
PRACTICES
HRM
OUTCOMES
BEHAVI
OUROUTCO
MES
PERFOR
MANCEOUTCO
MES
FINANCI
ALOUTCO
MES
Differenti-
ation ( Inno
vation
Focus
(Quality)
Cost
(Cost-red-
-ction)
Selection
Training
Appraisal
Rewards
Job design
Involvement
Status and
Security
Commit-
-ment
Quality
Flexibility
Effort/
Motivation
Cooperatio
n
Involvement
Organiza-
-tional
citizenship
High:
Productivity
QualityInnovation
Low:
AbsenceLabor
turnover
Conflict
Customer
complaints
Profits
ROI
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CHANGING FOCUS & PRIORITIES OF HR
AUTHOR KEY CONCEPT HR PRIORITIES
Lawler(1995)
HR is a major player
In creatingorganizational
capability
Development of
people and
organizations
Leveraging
competencies
Managing learning
linkages
Leadership
development
Building
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Ulrich, Brock bank,
Yeung,&Lake(1993)
HR has a new
strategicagenda
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
creatingcompetitive
advantage
Business
directions,problems, and
plans
Rewarding
employees forcustomer service
and quality
Identify high
potential
employees early
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Schuler(1990)
HR issues are
people relatedbusiness 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 onorganizational
performance
Leadership
Organizational
cultureStrategy in the
management of HR