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NATURE & SCOPE OF HUMAN RESOURCE MANAGEMENT

Presented By ROHAN KULKARNI ROLL NO: 16

Learning Objectives…
ü Why Study HR Management? ü Nature Of HR Management ü Scope Of HR Management ü Differences Between HRM & PM ü HRM : Functions & Objectives ü Organisation in HR Department ü Paradoxes in HRM ü Personnel Policies & Principles ü HRM Models ü Evolution of HRM

Why Study HR Management?
Ø It’s the people who run organizations. Ø Need to manage their skills, abilities & aptitude. Ø HRM is study about people i.e. how they are hired, trained, compensated, motivated & maintained. Ø

NATURE OF HR MANAGEMENT

SCOPE OF HR MANAGEMENT
ü Nature of HRM ü Employee Hiring ü Employee & Executive Remuneration ü Employee Motivation ü Employee Maintenance ü Industrial Relations ü Prospects of HRM

Dimension
1. Employee Contract 2. Key Relations 3. Speed of decision 4. Management Role 5. Communication 6. Prized Management Skills 7. Conditions 8. Conflict Handling 9. Job Design 10. Shared Interests

Personnel Human Resource Management Careful delineation of Management Aim to go beyond
written contracts. Labour Management Slow Transactional Indirect Negotiation contract. Customers Fast Transformational Leadership Direct Facilitation

Separately Negotiated Harmonization Reach Temporary truce Division Of Labour Interest of the organisation are uppermost Manage climate & culture Team Work Mutuality of Interest

HRM: OBJECTIVES & FUNCTIONS
Objectives: Ø Societal Objectives Ø Organisational Objectives Ø Functional Objectives Ø Personal Objectives

FUNCTIONS:
HRM Objectives 1. Societal Objectives 2. Organisational Objectives 3. Functional Objectives 4. Personal Objectives Supporting Functions Legal Compliance  Benefits HR Planning  Union-Management relations Employee relations Appraisals  Selection Placement Training & development Training & Development Assessment Appraisal Appraisal  Placement, Compensation & Placement Assessment  Assessment

ORGANISATION OF HR DEPT
HR in Small-Scale Unit:
Owner/Manager

Prod Manager

Sales Manager

Office Manager

Accounts

Personnel Assistant

HR in Large-Scale Units:
Chairman & Managing Director

Director Production Director Marketing Director Finance Director Personnel/HRM

Director

R&D

Outsourcing

Activities that are Outsourced (subcontracted) ü Employee Hiring & Training ü Payroll Preparation ü Statutory Record Maintenance.

Paradoxes in HRM
   

Any individual can become a HR Manager? Any of the HR practices can be outsourced? Can any organization function without a HR department?

The Silver Lining…
 

HR Manager creates an infrastructure. HR practices align with firm’s strategies, organizational goals are met & sustained.

HR Manager values people & works to create compassionate organization.

Personnel Policies & Principles
Policies: Policies are plans of Action. They help motivate & build loyalty Policies become benchmarks to compare & evaluate performance. A Policy does not spell out the detailed procedure by which it has to be implemented

Why Adopt Policies?
Policies addresses the needs of the organisation & it’s employees. Established policies ensures consistent & fair treatment of all the employees throughout the organisation. Continuity of action is assured in case of change of top management. Policies serves as standard of performance. It helps in building motivation & loyalty Sound policies help in conflict resolution

Principles:
ü Principles are Universal truths generally applicable to all the organisations. ü They have been established through practice, experience & observation. ü For E.g., 1. Principle of Individual Development. 2. Principle of Scientific Selection. 3. Principle of free flow of communication. 4. Principle of dignity of Labor. ü

HRM MODELS

The Fombrun, Tichy & Devanna Model
Human Resource Development

Selection

Appraisal

Organisational Effectivene

Rewards

The Harvard Model

Stakeholder Interest nagement Government Community Unions Human Resource outcomes Human Resource Management Commitment Competence Congruence

Situational Factors Workforce Character Business Strategy & Conditions Unions abour Market aws & Societal values

Long-Term Consequenc Individual well-being Organisational Societal well-being

The Guest Model

HRM PracticesHR Outcomes Behavioral Outcomes Performa-nce Outco Hiring Commitment Motivation Positive Training Quality CoProductivity Appraisal Flexibility Operation Innovation HRM Strategy Compensation Organisational Citizenship Quality Relations Negative Turnover

Financial Outcomes Profits ROI

The Warwick Model of HRM

Socio-Economic Technical Political-Legal Competitive

Outer Context

Inner Context Culture Structure Politics/Leaders Task-Technology Business Outputs Business Strategy Content HRM Context Objectives Product Market Strategy & Tactics HRM Content HR Flows Work Systems Reward Systems Employee-Relations Role Definition Organisation HR Outputs

Evolution Of HR Management
Period 1920-1930 1940-1960 1970-1980 1990 Development Outlook Status Beginning Emphasis Status Clerical

Struggling Administfor rative recognition Achieving Professional, Regulatory, Manageri Sophisticatio legalists, conforming, al n impersonal imposition of Promising Philosophica standards Human Values, Executive l productivity through people

Pragmatism Statutory, of Capitalistswelfare, paternalism Technical Introduction of Legalists Techniques

THANK YOU