Professional Documents
Culture Documents
Understand the Nature, Scope and Objectives of Human Resource Management. Design an Organisation Chart for Human Resource Management Function in a Typical Industrial Establishment. Understand the Personnel Principles and Policies. Trace the Evolution of Human Resource Management. Understand Human Capital Management Identify Jobs and Careers in HRM.
Scope of HRM
Nature of HRM
Prospects of HRM
Employee Hiring
HRM
Industrial Relations Employee & Executive Remuneration
Employee Maintenance
Employee Motivation
Personnel Management Careful delineation of written contracts Importance of devising clear rules Procedures Norms/customs and practices Monitoring Labour management Piecemeal Slow Transactional Indirect Negotiation Separate, marginal task Job evaluation
HRM Aim to go beyond contract Can do outlook, impatience with rule Business need Values/mission Nurturing Customer Integrated Fast Transformational leadership direct facilitation Integrated key tasks Performance related
Personnel Management Separately negotiated Collective bargaining contracts Many Division of labour Reach temporary truce Controlled access to courses personnel procedures Labour is treated as a tool which is expendable and replaceable Interests of the organisation are uppermost Precedes HRM external
HRM harmonisation Individual contract Few Team work Manage climate and culture Learning companies wide ranging culture, structural and personnel strategies. People are treated as assets to be used for the benefit of an organisation, its employees and the society as a whole. Mutuality of interests Latest in the evaluation of the subject internal
Segments of HRM
Owner/Manager
Manager-Personnel
ManagerAdministration
Manager-HRD
Manager-IR
Appraisal
PR
Canteen
Medical
Welfare
Transport
Legal
HRP
Hiring
Grievances Handling
Compensation
Personal Objectives
Functional Objectives
Organisational Objectives
Societal Objectives
Owner/Manager
Production Manager
Sales Manager
Office-Manager
Accountant
Personnel Assistant
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Director Production
Director Finance
Director Personnel/HRM
Director Marketing
Director R&D
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Only hype but low on content Has grown from IR to PM to HRM. But HRM is brilliant ambiguity. HR Manager is change agent and transformationalist. Finance overtakes personnel function.
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Role clarity Empowerment Take responsibility Competence development Clearly defined objectives for individual and the work team
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The local unions as natural co-operation partners Planning discussions held at least once a year Internal mobility and employee development Ethics, equal opportunities and an open and honest exchange of thoughts and ideas
A strategic issue
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1920s 30s
Pragmatism of capitalists
1940s 50s
Technical, legalistic
1970s 80s
Professional, legalistic, impersonal
1990s
Philosophical
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It is good to read that people management has matured from IR to PM to HRM to HCM. But has the change been only cosmic or real? Have a debate.
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Should this happen? Would this happen? Could this happen? How could all HR activities be outsourced? Can a firm function with a HR department organised on perfunctionary basis? Answer these questions.
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Looking at the four models described in this section, what similarities and dissimilarities do you notice among them? What assumptions to they make? What lessons do they carry to practising HR managers and students of HRM?
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