-Prof Radhika Gupta 1

In lighter Vein

Objectives:

1. Explain what HRM is and how it relates to

the management process.

2. Discuss how managers can use HR

concepts.

3. Compare the HR responsibilities of line

and staff managers.

4. Explain the changing role of HR managers.

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5. Discuss the changing environment of HRM. 6. Discuss HRM as a profession. 7. Explain how HR practices are influenced by
cultural and religious values.

RESOURCES..ARE THEY????

Jack Welch- Winning

Elevate HR to a position of power and primacy in the organization, and make sure HR people have the special qualities to help managers build leaders and careers. In fact, the best HR types are pastors and parents in the same package. The head of human resources at any company should be at least as important as the CFO.

Types of Organizational Assets

Assets

Physical

Financial

Intangible

Human

Human Capital in Organizations

Human Capital Core Competency The collective value of the capabilities, knowledge, skills, life experiences, and motivation of an organizational workforce. A unique capability that creates high value and differentiates an organization from its competition.

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Leaders are Readers

Peter Drucker
The Essential Drucker (2008) Business management must always, in every decision

and action, put economic performance first.

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Human Resource Management:

A strategic approach to managing employment relations which emphasizes that leveraging peoples capabilities is critical to achieving competitive advantage. This being achieved through a distinctive set of integrated employment policies, programmes and practices.

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 Human resource management (HRM) is the

effective management of people at work

The goal: make workers more satisfied and productive
When an organization is concerned about people, its total

philosophy, culture, and orientation reflect it

Every manager must be concerned with people,

whether or not there is a human resources department

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The Nature of Human Resource Management

Management: The science perspective The political perspective The control perspective The practice perspective

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The meaning of management

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Leaders are Readers

Good to Great
Jim Collins (2001) Good is the enemy of great.

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Management Process

Management process

The five basic functions of planning, organizing, staffing, leading, and controlling.

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Human resource management (HRM)

The policies and practices involved in carrying out the people or human resource aspects of a management position, including recruiting, training, appraising and rewarding.

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HR Aspects Of A Managers Job

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

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HR Aspects Of A Managers Job

Managing wages and salaries (compensating employees) Providing incentives and benefits Appraising performance Communicating (interviewing, counseling, disciplining) Building employee commitment

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HR Aspects Of A Managers Job

Understanding employment laws Knowing employee health and safety issues

Handle grievances and employment relations

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HR Management Activities

Figure 12 22

The Human Resource Management Process

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Line and Staff Aspects of HRM

Authority

The right to make decisions, direct others work, and give orders. The authority gives right to the HR manager to advise other managers or employees. The authority of managers to direct people in his or her own department.

Staff authority (Advisory)

Line authority (Superior-Subordinate)

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Line and Staff Aspects of HRM

Line manager (Line Authority)

A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organizations tasks. A manager who assists and advises line managers.

Staff manager (Staff Authority)

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Line Managers HRM Responsibilities

1.

Place the right person on the right job

2. Orientate new employees

3. Train employees for jobs new to them

4. Improve the job performance of each person 5. Gain creative cooperation and developing smooth

working relationships

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Line Managers HRM Responsibilities

6. Interpret the companys policies and procedures 7. Control costs

8. Develop the abilities of each person

9. Maintain morale 10. Protect employees health and physical condition

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Functions of the HR Manager

Carries out 3 distinct functions:1.

Line function

2.
3.

Coordination function
Staff function

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Functions of the HR Manager

A line function The HR manager directs the activities of the people in his or her own department and in related service areas (like the plant cafeteria).

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Functions of the HR Manager

A coordinative function HR managers also coordinate personnel activities, a duty often referred to as functional control.

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Functions of the HR Manager

Staff (assist and advise) functions Assisting and advising line managers is the heart of the HR managers job.

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FIGURE 1-2

Typical Division of HR Responsibilities: Training

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Different Roles for HR Management

Figure 15 33

HR Management Roles
Administrative Role Clerical and administrative support operations (e.g., payroll and benefits work, leaves) Now e-HR Employee Advocate Role Champion for employee concerns

Employee crisis management Responding to employee complaints

Operational Role Identification and implementation of HR programs and policiesEEO, hiring, training, and other activities that support the organization.
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Strategic Role for HR

HR becomes a strategic business partner by: Focusing on developing HR programs that enhance organizational performance . Involving HR in strategic planning at the onset. Participating in decision making on mergers, acquisitions, and downsizing. Redesigning organizations and work processes Accounting and documenting the financial results of HR activities.

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FIGURE 1-3

Changing Roles of HR Management

Note: Example percentages are based on various surveys.

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A Brief History of HRM

HRM can be traced to England, where craftspeople

organized guilds
They used unity to improve working conditions

The Industrial Revolution in the 18th century laid

the basis for a new, complex industrial society

Changing work conditions, social patterns, and labor

created a gap between workers and owners

During the world wars era, scientific management,

welfare work, and industrial psychology merged

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A Brief History of HRM

Frederick W. Taylor, the father of scientific

management, summarized scientific management as:

Science (not rules of thumb) Harmony (not discord) Cooperation (not individualism) Maximum output (not restricted output)

Industrial psychology, initiated in 1913, focused on: The worker Individual differences The maximum well being of the worker
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A Brief History of HRM

Personnel departments were created to deal with: Drastic changes in technology Organizational growth The rise of unions Government intervention concerning working people Around the 1920s, more organizations

noticed and acted on employee-management conflict

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A Brief History of HRM

The Hawthorne studies (1924 to 1933): Were to determine the effects of illumination on workers and their output Rather, it pointed out the importance of social interaction on output and satisfaction Until the 1960s, the personnel function was

concerned only with blue-collar employees

File clerk, house-keeper, social worker, firefighter, and

union trouble defuser

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The New HR Manager

New Proficiencies

HR proficiency
Business proficiency Leadership proficiency Learning proficiency

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The New HR Manager

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