INTRODUCTION TO HRM

WHAT IS MANAGEMENT ?

The process of efficiently getting activities

completed with and through other people.
 MANAGEMENT FUNCTIONS
- Planning
- Leading
- Organizing
- Controlling
HUMAN RESOURCE MANAGEMENT

HRM is a term which stresses the

development of people as assets rather then
their control costs and places people
management at the Strategic heart of the
organization
 IMPORTANCE OF HRM

To improve the productive contribution of

people to the organization in ways that are
strategically, ethically and socially
responsible.
 HRM OBJECTIVES

 Functional Objectives
 Societal Objectives
 Organizational Objectives
 Personal Objectives
 STRATEGIC ROLE OF HRM
 Change agent
 Administrative expert
 Strategic partner
 Employee champion
 HRM ACTIVITIES
- Acquisition of Human Resources
- Development of Human Resources
- Employment of Human Resources
- Maintenance of Human Resources
 IRM to HRM
 19th Century
 1834
 10 hour drive
 Welfare Officers
 Labour Officers
 Pension laws (1937)
 World war 2
 IRM to HRM
OLD MYTHS NEW MYTHS

Workers welfare More Competitive

Any One can do Professional
Soft business Performance measurable
To reduce cost Value addition
Full of fads Full of responsibility
Tips for successful HR operation
 Get rid of non value added activities
 Understand the business
 Develop relationships
 Help line managers
 Coherent your point of view using line
language
 Become more flexible
 Focus on Four C’s (Commitment, Congruence
(equal), Competence, Cost effectiveness
 HR Cycle
 Selection
 Performance
 Appraisal
 Rewards
 Development
 HRM
 Human being behavior & Socialization
 Self Awareness (The Johari window)
 HRM & QUALITY
 Empowerment is an advanced form of
Involvement
 What is Involvement?
 What is empowerment?
 Empowerment:
Alignment x Authority x Capability x Commitment
 HRM & QUALITY
 Employees feel empowered to
a) Stop work in progress
b) Intervene on customers behalf
c) Make exception to procedures
d) Rework product or service
e) Replace merchandise
f) Refund money / authorize credit
 HRM & QUALITY
Traditional Mgr
Empowered Mgr
- Directing
- Assigning - Empowering
- Appraising - Teaching
- Managing
- Coaching
- Minimal span of
responsibility - Enabling
- Work vertically - Broad span of
responsibility
- Work horizontally
 HRM & QUALITY
Traditional Mgr Empowered Mgr
- Capitalize on existing - Improve skills
skills - Improvement of
- Data reporting people / processes
- Sell Mgt ideas - Sell team’s ideas
- Do things right - Do right things
- Task oriented - Improvement,
development oriented
- Concern with method - Concern with outcomes
 Healthy Human Relations – The
Building Blocks
 Bilateral Trust
 Employment stability
 Data Orientation
 Freedom from fear
 Quality culture
 Open communications
 QUALITY & CULTURE
 Cultural differences may be b/c of
- Suspicions
- Customs/traditions
- Ownership of companies
- Language
- Operations management (long term vs.
short term careers)
ACQUISITION OF HUMAN RESOURCES

- HR Policy
- HR Planning
- Job Analysis
- Role Analysis
- Recruitment
- Selection
- Induction
- Placement
 HR POLICY
 HR Policy is a rule and direction which guide the
organization in achieving its objectives.
 Why HR policy is needed?
 HR Policy for ACQUISITION
- Minimum Qualification
- Source of recruitment
- Reservation criteria (if any)
- Selection methods and techniques
- Physical and mental health
 PRINCIPLES OF HR POLICY

 Maximize Development
 Super ordinate goals
 Change
 Recognition
 Clarity
 Human resource planning
- As necessary as materials, expenses
planning
- Most important / Least predictable asset
- Required number of employees, with the
required skills, are available when they are
needed.
- Assess Current Human Resources
 Human resource planning
 Determining recruitment needs
 Determining training needs
 Management development
 Industrial relations
 Human resource planning
 Short term
 Intermediate term
 Long term
 BARRIERS TO HR PLANNING
(BY TAPOMOY DEB)
 Changes in Government Policy
 Changes in Technology
 Changes in Consumer Demand
 Competitors behavior
APPROACHES TO HR PLANNING
There are three sets of forecasts
 Demand for human resources
 Supply of internal human resources
 Supply of external human resources
 SUPPLY OF INTERNAL HR
 Current resource
(Age , Occupations, Skills level)
 Labour turnover
No. leaving in a year x 100 =X%
Avg. No of employees
- Labour stability index
No. of employees exceeding one year service x 100 = X%
No. of employees employed one year ago
- Exit interviews
 SUPPLY OF EXTERNAL HR
 University graduates
 Laid off job seekers
 Migration
 Job market analysis
 QUALITATIVE FORECASTING
 DELPHI Technique
 Managerial Judgment Model
 Nominal Group Technique
 DELPHI TECHNIQUE
 The Delphi Technique is a method for
gathering opinions from a group of
geographically dispersed experts to reach a
consensus through the use of multiple
questionnaires without holding a group
meeting.
 Issue Selection

Panel Selection

Development and Distribution of

Questionnaire

Collect and Analyze Results

Yes Consensus?

Prepare New
No Questionnaire
 Advantages of DELPHI Technique
 Efficiency
 Validity
 Cost Effectiveness
 Respondents Isolated
 Expert Consensus
 DISADVANTAGES
 Lack of Knowledge
 Not Respected
 Time
 Facilitator Bias
 Simplification of Issue
 Managerial Judgment Model
- Resignations
- Retirements
- Transfers
- Promotions
- Bottom up approach / Replacements
Nominal Group Technique
More structured process than Focus Group
discussions
 The Nominal Group Technique
A small group of 4-5 people gathers around a table. Leader
identifies judgment issue and gives participants procedural
instructions.

Participants write down all ideas that occur to them, keeping

their lists private at this point. Creativity is encouraged during
this phase.

Leader asks each participant to present ideas and writes them

on a blackboard or flipchart, continuing until all ideas have been
recorded.

Participants discuss each other’s ideas, clarifying, expanding,

and evaluating them as a group.

Participants rank ideas privately in their own personal order and

preference.

The idea that ranks highest among the participants is adopted

as the group’s judgment.
 JOB ANALYSIS
 What is Job?
 What is Analysis?
 Job analysis is a systematic exploration of
activities with in a job. It includes Job descriptions
and Job specifications.
 It is essential for fair employment practices
 Systematic collection, analysis and
documentation of facts about a job
 JOB ANALYSIS
What an employee does? How an employee does it?
(Duties, Tasks) (Methods, tools,
techniques)
Why an employee does Qualification (Abilities,
it? (Products, Services) skills, knowledge)
 ELEMENTS OF JOB ANALYSIS
PROCESS
Sources of Data Job Description

Data Collection HRM Functions

Methods Job Data

Methods for Job analysis

Job
Specification
 SOURCES OF DATA
 Job analysis expert
 Unions
 Supervisors
 Employees
DATA COLLECTION METHODS
 Desk audit
 Interviews
 Questionnaire
 Observation
 Dairy
 Video tape recording
 Critical incident method
 Review of record
ELEMENTS OF JOB DESCRIPTION

 Title of the Job

 Supervisor’s Title
 Supervised Jobs
 Purpose of the Job
 Results Expected
 Qualification required
 Approval Authority
ELEMENTS OF JOB DESCRIPTION

 Title of the Job

 Supervisor’s Title
 Supervised Jobs
 Purpose of the Job
 Results Expected
 Qualification required
 Approval Authority
 JOB DESCRIPTION
May also include

- Authority
- Relations with other jobs
- Frequency
- Percent time for each job
- Salary
- Equipment
- Special demands
 JOB DESCRIPTION
May also include

 Budget authority
 Exemption
 Career progress
 JOB DESCRIPTIONS – SPECIFIC OR
GENERIC?
WHO SHOULD WRITE AND
APPROVE JOB DESCRIPTIONS?
- Employees and Managers --- Initial Draft
- Job Analyst should make it according to Format
- Manager’s Manager must approve it
- Write Job Description for Academic Affairs Officer at
ICBS or your own JD if you work
 JOB SPECIFICATION

Job Specification describes Abilities, Skills and

Knowledge to do the Job.
 FEATURES ESSENTIAL DESIRABLE

Specialist
Training
Experience

Qualification

Physical needs

Life Style

Personality
 ROLE ANALYSIS
 In Role Analysis the focus is on establishing the
role of a Job holder in the organization.
 It consists of
- Behaviour
- Interactions
- Sentiments
Role Analysis is a technique for maximizing
Human Contribution
 ELEMENTS OF ROLE ANALYSIS
 Role Set
 Role Expectations
 Role Stress
 Role Ambiguity
 Role Conflict
 Role Incompatibility
 Role Definition
 Role Overload / Under load
OBJECTIVES OF ROLE ANALYSIS
 Internal relativities
 Compensation planning
 Grading of Jobs
 ROLE ANALYSIS PROCESS
 Role incumbent describes the role
 Others describe Expectations
 1 & 2 are matched
 Top Management share their views &
expectations
 Role is redefined
 Management approves the role