Human Resource Management

1

Prof. S. Pattnaik, XIMB

XIMB . an HR manager. S. 2 Prof. every operating manager is. Pattnaik. in essence. HR specialists design processes and systems that operating managers help implement. — Who Is an HR Manager? In the course of carrying out their duties.Nature of Human Resource Management — Human Resource Management The design of formal systems in an organization to ensure effective and efficient use of human talent to accomplish organizational goals.

S.E.Other things being equal…… Perf = f (M. Pattnaik. XIMB .A) MOTIVATION • Job design • Compensation • Coaching • Feedback • Rewards ABILITY ENVIRONMENT • Management philosophy • Culture • Empowerment • • • • Recruitment Selection Learning Development 3 Prof.

Pattnaik. XIMB . S. Policies Trends in the Nature of Work Trends shaping HRM Workforce and Demographic Trends Economic Challenges and Trends 4 Prof.Trends Shaping HRM Globalization and Competition Trends Technological Trends Govt.

HRM Processes Acquisition Talent Management Learning & Development Health and Safety Employee Relations 5 HRM Performance Management Compensation Prof. Pattnaik. XIMB . S.

Compensation administration. Selection. Performance & potential management. Induction. Job evaluation. Pattnaik. Recruitment. Placement. S. HRP. XIMB . Internal Mobility Competency profiling.Operative functions of HR ACQUISITION Job analysis. Work scheduling. Career management. 360 degree feedback Job design. Learning and development. Incentives and benefits DEVELOPMENT COMPENSATION & MOTIVATION 6 Prof.

Discipline. Employee engagement Prof.) Health. S. Grievance. HR scorecard. International HRM. XIMB MAINTENANCE INTEGRATION EMERGING ISSUES 7 . Trade unions. Safety. Welfare. Participation. Pattnaik. Collective bargaining HR audit.Operative functions of HR (contd. Workforce Diversity. Social security Employment relations.

XIMB .Who is an HR Manager? — ALL Managers Even Non-supervisory employees Small Organizations training new employees one person may coordinate all HR activities HR Department with specialization training. S. compensation — — — Large Organizations 8 Prof. Pattnaik. performance management. talent management.

S.Line Managers’ HRM Responsibilities — — — — — — — — — Planning human resource needs Developing job/role descriptions Selecting job candidates Orienting new employees Training and developing subordinates Influencing compensation and incentives Appraising & managing performance Communicating Building employee commitment 9 Prof. XIMB . Pattnaik.

Pattnaik.Evolution of the HR Function — — — — — — Commodity concept Factor of Production concept Paternalism Humanitarian concept Human resource concept Partnership concept 10 Prof. S. XIMB .

S. XIMB HR Outcomes • Commitment • Congruence • Cost effectiveness Long-term Consequences for Individual. Organisation.Harvard model of HR Stakeholder Interests HR strategy and policy choices Situational factors 11 Prof. Pattnaik. Society .

Average HR-to-Employee Ratio.07 0.42 Source: SHRM Human Capital Benchmarking Study Prof. Pattnaik.499 2. by Organization Size — — — — — — — Fewer than 100 100 to 249 250 to 499 500 to 999 1.70 1.53 0.000 to 2.500 or more 2.79 0.499 7.82 0. XIMB 12 .26 1. S.500 to 7.

XIMB .Cost of HR vs Value added by HR COST 10% 30% 60% 13 HR ACTIVITY Strategic (Planning) Operational (Service delivery) Administrative (Record keeping and Compliance) VALUE ADDED 60% 30% 10% Prof. S. Pattnaik.

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