Human Resource

Management
 YOUR
SUGGESTIONS
Plan ……… Practice
Fundamentals of HRM
Input HRM & Dynamic Environment (Pakistani Context)
TECHNOLOGY & HRM
You
Employment Planning
Job Analysis HRM
Cases
Recruiting
Tutorial
Group Videos Foundations of Selection
Discussions Training and Development
(Orientation and Socialization)
Training and Development
Guest Trainings Managing Careers

Speakers Managing Performance

Rewards and Pay Plans
Personal Practical Safety and Health Programs
Field Input Stress & Conflict Management
Maintaining Effective
Project Relationships
Industry
Input Output
Thinking
Knowledge
New skill set
Current Thinking Habits
Reference
Books
 Human Resource Management Practice: by Michael Armstrong
 Human Resource Management in Practice with 300 Models,
Techniques and Tools by Srinivas R.Kandula, Eastern Economy
Edition, Prentice Hall of India
 Gary Dessler: Human Resource Management, 10th Edition
 De Cenzo, Robbins: Fundamentals of Human Resource
Management, 8th Edition
 Neo, Hollenbeck, Gerhart, Wright: Human Resource
Management, gaining a competitive Advantage 3rd Edition.
 Loyd l. Byars, Leslie W. Rue: Human Resource Management 6th
Edition.
 R. Wayne Mondy, Robert M. Noe: Human Resource
Management 9th Edition.
Cases Each student (might be in a group) will have the
opportunity to present a case analysis, and is required
to submit an executive analysis for each case. These
case reports are due on the day the case is scheduled
for class discussion and should be turned in to our
facilitator at the end of the class period.
1) Marks Distribution and Grading Model

1st Sessional 10 Marks

2nd Sessional 15 Marks
Quizzes 05 Marks
Assignments 05 Marks
Cases 7.5 Marks
Project 7.5 Marks
Terminal 50 Marks
Examination
Total 100 Marks
 Overall Framework for Human Resource Management

The integration of all processes, programs, and systems in an

organization that ensure staff are acquired and used in an effective way
 Challenge 1: Going Global
• Globalization
• The trend toward opening up foreign markets to
international trade and investment •GLOBE Dimensions:
• Impact of globalization
• “Anything, anywhere, anytime” markets • Assertiveness
• Partnerships with foreign firms
• Lower trade and tariff barriers
• Future Orientation
• Corporate Social Responsibility • Gender Differentiation
• The responsibility of the firm to act in the best
interests of the people and communities affected by its • Uncertainty Avoidance
activities
• Power Distance
• Impact on HRM
• Different geographies, cultures, laws, and business • Individualism/collectivism
practices
• Issues: • In-group collectivism
• Identifying capable managers and workers
• Developing foreign culture and work practice training
• Performance orientation
programs.
• Adjusting compensation plans for overseas work • Humane orientation

1–8
Hofstede’s Framework: GLOBE Dimensions:
• Individualism
• The degree to which people prefer to act as individuals rather than as member of groups
• Collectivism
• A tight social framework in which people expect others in groups of which they are a part to look after them
and protect them
• Masculinity
• The extent to which the society values work roles of achievement, power, and control, and where assertiveness
and materialism are also valued
• Femininity
• The extent to which there is little differentiation between roles for men and women
• Uncertainty Avoidance
• High Uncertainty Avoidance:
• Society does not like ambiguous situations and tries to avoid them.
• Low Uncertainty Avoidance:
• Society does not mind ambiguous situations and embraces them
• Time Orientation
• Long-term Orientation
• A national culture attribute that emphasizes the future, thrift, and persistence
• Short-term Orientation
• A national culture attribute that emphasizes the present and the here and now

5-9
 Challenge 2: Embracing New Technology
• Knowledge Workers
• Workers whose responsibilities extend beyond the
physical execution of work to include planning, decision
making, and problem solving. Telecommuting – Working at home by using an
• Knowledge-Based Training electronic linkup with a central office.
• Online instruction
• “Just-in-time” learning via the Internet Applicable to employees in home country or on
on company intranets different continents
• Human Resources Information System (HRIS) Empowerment – Form of decentralization that
• A computerized system that provides current and accurate
data for the purposes of control and decision making. involves giving subordinates substantial
• Benefits: authority to make decisions.
• Store and retrieve of large quantities of data.
• Combine and reconfigure data to create new
Managers express confidence in employee
information. performance and accountability
• Institutionalization of organizational knowledge.
• Easier communications. Self-managed work teams – Groups of peers
• Lower administrative costs, increased productivity and that are responsible for a particular task or area
response times.

SAFDAR NAZEER (Assistant Professor ) 1–10

Challenge 3: Managing Change
• Types of Change
• Reactive change
• Change that occurs after external forces have already affected performance
• Proactive change
• Change initiated to take advantage of targeted opportunities
• Managing Change through HR
• Formal change management programs help to keep employees focused on the success of the business.
• Why Change Efforts Fail:
1. Not establishing a sense of urgency.
2. Not creating a powerful partnership to guide the effort.
3. Lacking leaders who have a vision.
4. Lacking leaders who communicate the vision.
5. Not removing obstacles to the new vision.
6. Not systematically planning for and creating short-term “wins.”
7. Declaring victory too soon.
8. Not anchoring changes in the corporate culture.

SAFDAR NAZEER (Assistant Professor ) 1–11

Challenge 4: Managing Talent, or Human Capital

• Human Capital
• The knowledge, skills, and capabilities of individuals that have
economic value to an organization.
• Valuable because capital:
• is based on company-specific skills.
• is gained through long-term experience.
• can be expanded through development.

SAFDAR NAZEER (Assistant Professor ) 1–12

 Challenge 5: Responding to the Market
• Total Quality Management (TQM)
• A set of principles and practices whose core ideas include understanding customer
needs, doing things right the first time, and striving for continuous improvement.
• Six Sigma
• A process used to translate customer needs into a set of optimal tasks that are
performed in concert with one another.
• Reengineering and HRM
• Fundamental rethinking and radical redesign of business processes to achieve
dramatic improvements in cost, quality, service, and speed.
• Requires that managers create an environment for change.
• Depends on effective leadership and communication processes.
• Requires that administrative systems be reviewed and modified.

SAFDAR NAZEER (Assistant Professor ) 1–13

 Challenge 6: Containing Costs
• Downsizing
• The planned elimination of jobs (“head count”).
• Layoffs • Benefits of a No-Layoff Policy
• Outsourcing  A fiercely loyal more productive workforce
• Contracting outside the organization to have work done that
formerly was done by internal employees.  Higher customer satisfaction
• Offshoring  Readiness to snap back with the economy
• The business practice of sending jobs to other countries.  A recruiting edge
• Employee Leasing  Workers who aren’t afraid to innovate,
• The process of dismissing employees who are then hired by a leasing knowing their jobs are safe.
company (which handles all HR-related activities) and contracting
with that company to lease back the employees.
• Hidden Costs of Layoff
• Severance and rehiring costs
• Accrued vacation and sick day payouts
• Pension and benefit payoffs
• Potential lawsuits from aggrieved workers
• Loss of institutional memory and trust in management
• Lack of staffers when the economy rebounds
• Survivors who are risk-averse, paranoid, and political

SAFDAR NAZEER (Assistant Professor ) 1–14

Continuous Improvement Programs
•Continuous improvement - making constant efforts to provide better products
and service to customers
• External
• Internal
•Quality management concepts have existed for over 50 years and include the
pioneering work of W. Edwards Deming.
•Key components of continuous improvement are:
• Focus on the customer
• Concern for continuous improvement
• Improvement in the quality of everything
• Accurate measurement
• Empowerment of employees
Employee Involvement
•Delegation – having the authority to make decisions in one’s job
•Work teams – workers of various specializations who work together in
an organization
•HRM must provide training to help empower employees in their new
roles.
•Involvement programs can achieve:
• greater productivity
• increased employee loyalty and commitment
 The objectives of HRM
• The overall purpose of human resource management is to ensure that the organization is able to
achieve success through people.

• HRM aims to increase organizational effectiveness and capability – the capacity of an

organization to achieve its goals by making the best use of the resources available to it. Ulrich
and Lake (1990) remarked that: ‘HRM systems can be the source of organizational capabilities
that allow firms to learn and capitalize on new opportunities.’

• HRM has an ethical dimension which means that it must also be concerned with the rights and
needs of people in organizations through the exercise of social responsibility.

• Dyer and Holder (1998) analyzed management’s HR goals under the headings of
• Contribution (what kind of employee behavior is expected?),
• Composition (what headcount, staffing ratio and skill mix?),
• Competence (what general level of ability is desired?)
• Commitment (what level of employee attachment and identification?).
Overall Framework for Human Resource Management