A Diagnostic Model of HRM activities

The HRM activities are all related to each other and have combined effect on the people It is because of this effect HRM activity becomes important in the organizational management There must be a match between HRM activities and the people. This match is important to remain competitive and survive in environment

Diagnostic Model for HRM

External Environmental Influences The Union Govt requirements Economic conditions/competition Composition of the labour force Location of the organisation HRM Activities ,,,,,,,,, EEO Job Analysis Recruitment Planning Selection Performance evaluation Training and development Compensation Labor relations Internal Environmental Influences Goals Organizational Style Nature of the task Work group Leaders style and experience Effectiveness Criteria . Performance Legal compliance Satisfaction Absenteeism Turnover Scrap rates Grievance rates Accident rates

People ,,,,,,,,,,,,,,, Abilities Attitudes Preferenc es Motivatio n Personalit y

The Unions
The presence of Unions directly affects most aspects of HRM-recruiting ,selection ,performance evaluation ,compensation, promotion, and benefits There are cooperative Unions and combative Unions.

Govt Requirements and Regulations

EEO Employment of illegal Aliens Sex and age discrimination Compensation regulation Benefit regulation Workers compensation and safety laws Labour relations law

All these affect the HRM activity

Regulation encourages simplistic thinking on complicated issues Leads to very slow decision making process Leads to complicated legal maneuvering Many regulations are out of date Many regulations are overlapping and there are contradictions between regulatory authorities

Economic Conditions
Three aspects of economic conditions affect HRM activities PRODUCTIVITY THE NATURE OF COMPETITION NATURE OF THE LABOUR MARKET

Composition of Labour Force

Single or Married Participative labor force Skilled ,Unskilled or Semi skilled Women workers Older employees Handicapped workers Veterans

Location Factor
Geographic Location influences the kind workers available to staff the organization Education factors Behavioral forces Legal- political factors Economic factors

Internal Environmental Influences

GOALS Goals differ among departments. Profit goal ignores higher compensation , better working condition . - leads to absenteeism,performance decrements, high grievance rates etc.,

Organization Style
Bureaucratic Approach - centralized decision making-departmentalizes by function communication through the chain of command Participative Approach -decentralizes decision making-enlarges jobsdepartmentalize by product-free flowing multidirectional communication HRM PRACTICES DIFFER AMONG THESE TWO

NATURE OF THE TASK

Degree of Physical exertion required Degree of Environmental unpleasantness Physical Location of work Time dimension of work Human Interaction on the job Autonomy provided in the work Task Identity degree of wholeness in a job