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INTRODUCTION TO HRM

Ed Gubman Talent Solution says,

In many fast growing economies, it may be easier to access money & technology than good people competitive advantage belongs to companies that know how to attract, select, deploy & develop talent.

Chapter

Why HRM?
We need people to MAKE an organization not to MAR it Getting the people who can make an org Motivating to contribute continuously To wk with people effectively understand human behavior

Why is HRM Important to an Organization?


The role of HR managers has changed HRM jobs today require a new level of sophistication Federal and state employment legislation has placed new requirements on employers Jobs have become more technical and skilled Traditional job boundaries have become blurred with the advent of such things as project teams and telecommuting Global competition has increased demands for productivity HRM is both a staff, or support function that assists line employees, and a function of every managers job

Hard and Soft HRM


Hard HRM employees are treated as a resource, aim to pay them as low as possible, they need to be controlled
Soft HRM Employees are the most valuable asset of the business and they need to be developed to ensure they are being used optimally

Introduction to HRM
Two questions:
Does it matter? Why does it matter?

What is HRM?
Organizations methods and procedures for managing people to enhance skills and motivation Activities to enhance the organizations ability to attract, select, retain and motivate people

HRM & 3 Ps
People
Process Performance

Definition
Human Resource Management (HRM) involves all management decisions and practices that directly affect the people who work for the organization

It is that phase of management which deals with the effective control & use of manpower as distinguished from other sources of power

Personnel Aspects Of A Managers Job


Conducting job analysis (determining the nature of each employees job) Planning labor needs and recruiting job candidates Selecting job candidates Orienting and training new employees

Managing wages and salaries (compensating employees)


Providing incentives and benefits Appraising performance

Communicating (interviewing, counseling, disciplining)


Training and developing managers Building employee commitment

Personnel Mistakes
Hire the wrong person for the job Experience high turnover Have your people not doing their best Waste time with useless interviews Have your company in court because of discriminatory actions Have your company cited by OSHA for unsafe practices Have some employees think their salaries are unfair and inequitable relative to others in the organization

Allow a lack of training to undermine your departments effectiveness


Commit any unfair labor practices

History of HRM

Scientific Management Approach


F.W. Taylor Father of scientific mgt.
Focused on study of motions required for each job Concept of economic man e/e are motivated by financial incentives

Human Relations Approach


Elton Mayo Hawthorne Studies

Emphasizing on work conditions & group relationships


This approach has failed to recognize other factors which affects on work 1950-1960 began to outdated

Human Resource Approach


E/e are resources i.e. assets of the organization Policies, programs should help e/e Creation of e/e friendly work environment

HUMAN RESOURCE APPROACH


Employee Motivation

Employee Rewards

HR

Employee Performance

Organizational Performance

Functions of HRM
Managerial Functions Operative functions

Managerial Functions

Planning Organizing Staffing Directing Controlling

Operative Functions
1. Employment Job Analysis Human Resource Planning Recruitment Selection Placement Induction

Operative Functions contd


2. Human Resource Development Performance Appraisal Training Management Development Career Planning & development

Operative Functions contd


3. Compensation Job Evaluation Wage & Salary Administration Incentives Bonus Fringe Benefits

Operative Functions contd


4. Employee Relations Increasing e/e productivity Motivate e/es Team Building Enhancing QWL

HR Policies & Procedures


HR policies set of guidelines that determine the way in which e/e are to be treated in the organization
HR procedures help the mgt in implementing the HR policies i.e. specific applications or actions.

Role of HR Executives
Service provider Executive Facilitator Consultant Auditor

Top Challenges for Organizations and the HR Profession

Human Resource Management: A Career Challenge for the Twenty-First Century

The Value-Added Paradigm Includes:


Understanding Why Things Work

Mastering HR Competencies
Extending Boundaries Measuring the Impact of HR Practices

Challenges to HR Professionals
Worker Productivity
Quality Improvement The changing attitudes of workforce equal opportunity

Challenges to HR Professionals contd


The impact of the government
Quality of work life Technology & training

Current and Future Challenges to Human Resource Management

Corporate Reorganizations
Global Competition International Joint Ventures (IJVs) Increasing Diversity in Workplace

Employee Expectations
Organizations as Vehicles for Reaching Societal Goals

Code of Ethics for HR Professionals

Types of HRM Jobs


Generalist Human Resource Assistant or Specialist Employment, Recruiting and Placement Interviewer, EEO Specialist or College Recruiter Training and Development Trainer, Orientation Specialist Compensation and Benefits Salary Administrator, Compensation Analyst, and Benefits Administrator

Types of HRM Jobs


Employee and Labor Relations Labor Relations Specialist, Plant Personnel Assistant, Employee Relations Specialist Health, Safety and Security Safety specialist, Security Specialist, Employee Assistance Program Counselor, Medical Program Administrator Human Resource Information Managers

Types of HRM Organizations


Small and Large Businesses (85% currently work in private sector) Employment Agencies/Search Firms Government Agencies Labor Unions Schools, Colleges and Universities Consulting Firms

Companies Who Have Recruited HRM


ABB Andersen Consulting Cardinal Health Dupont Exxon-Mobil Ford General Electric Honeywell IBM International Paper Information Control Corp. Limited Distribution Services Marathon Ashland Petroleum Menasha Owens Corning Raytheon SubmitOrder.com Worthington Industries

Further Education
Undergraduate Degrees

Behavioral Sciences, General Business, Business & Labor Law

Masters Degrees
Human Resource Management, Labor Relations, Organizational Behavior/Development A Masters degree is preferred in todays competitive market

Human Resource Certification Institute (HRCI) PHR (Professional in Human Resources) SPHR (Senior Professional in Human Resources) based on experience, exam, and course requirements

HRM Salaries
Starting salaries tend to vary with the type of employer Employers involved in manufacturing and heavy industry offer higher starting salaries than the service organization

Factors Affecting Global HR Management


Political Economic

Legal

Cultural

HRM - Environment
All those forces which have their bearing on the functioning of the HR dept.

1.

External Forces Political-Legal (legislature, executive, judiciary) Economic Suppliers Competitors Customers Industrial Labour Diversity Technological Cultural forces

2. Internal Forces Strategy, Task & leadership Unions Org culture & conflict

Strategic HRM

Strategy
Unified course of action to achieve the goal
Unified, comprehensive & integrated plan designed to ensure that the basic objectives of the enterprise are achieved

The pattern of decisions or actions is aimed at achieving the goals & objectives of the company

Strategic Management
A continuous, iterative, cross functional process aimed at keeping an organization as a whole appropriately matched to its environment

Strategic HRM
Is the optimum utilization of human resources to achieve the set goals & objectives in the business environment

Strategic Decisions and Their Implications for Human Resource Management

Strategic Decisions and Their Implications for Human Resource Management (contd)

Role of HRM in Strategic Management HR mgr supplies competitive intelligence in strategy formulation

1. Encouragement of pro-active rather than reactive behavior 2. Explicit communication of goals 3. Stimulation of critical thinking 4. Productivity, quality & service - HR based strategy 5. Proficient strategic mgt

Tomorrows HR Today - Future

In terms of meeting the challenges Increased competition better quality goods & services Increased use of IT Availability of qty of knowledge Change of structure
How to face? Job redesigning