Presentation On Human Resource Management: by Anshu Tandon Asst. Prof. NIMT, Lucknow
Presentation On Human Resource Management: by Anshu Tandon Asst. Prof. NIMT, Lucknow
Presentation On Human Resource Management: by Anshu Tandon Asst. Prof. NIMT, Lucknow
By
Anshu Tandon
Asst. Prof.
NIMT , Lucknow
“ You can get capital and erect buildings , but it
takes people to build a business .”
-Thomas J. Watson
( The founder of IBM )
- What is HRM
- Nature of HRM
- Objectives of HRM
- Importance of HRM
- Functions Of HRM
- Organisation of HR department
- Models of HRM
- Evolution of HRM
- System approach to HRM
- Strategic HRM
- Traditional HR versus Strategic HR
- Skills for HR professionals
‘ Employees are the most important
asset of the organization ’
Individu-
ally
Interdisc- oriented
iplinary
function
Nature People
Of HRM oriented
Auxillary
service
Future
oriented
Compre-
hensive
function
Integrati-ng Develo-
mechanism pment
oriented
Welfare Aspect
Personal Aspect
Industrial Relations
Aspect
Personal
Functional
Societal
Organisational
Legal Compliances
Societal Benefits
Union Management Relations
Appraisal
Functional Placement
Assesment
B – Development :
- Training
- Executive development
- Career planning
- Succession planning
- Human resources development
strategies
C – Motivation And Compensation :
- Job design
- Work scheduling
- Motivation
- Job evaluation
- Performance and potential appraisal
- Compensation administration
- Incentives benefits and services
D – Maintenance :
- Health
- Safety
- Welfare
- Social Security
E – Integration :
- Grievances
- Discipline
- Teams and team work
- Collective bargaining
- Participation
- Empowerment
- Trade unions
- Employers’ association
- Industrial relations
F – Emerging Issues :
- Personal records
- Personal audit
- Personal research
- HR accounting
- Human Resource Information System ( HRIS )
- Job stress
- Counselling
- Mentoring
- International HR
HRM in Small Scale Unit :
Owner /
Manager
Personal
Assistant
Chairman / MD
Manager
Manager Admin Manager HRD Manager IR
Personnel
Training &
Appraisal
Development
Grievance Compen-
HRP Hiring Handling sation
- The Commodity Concept ( labour was regarded as commodity to be brought and sold )
- The Factor Of Production Concept ( labour is like any other factor of production )
- The Human Resource Concept ( employees are most valuable assets of organisation )
HR Subsystem
Procurement
Finance Training Marketing
subsystem Compensation subsystem
Appraisal
Rewards
Technical
subsystem
Comprehensiveness
Credibility Communication
Change
Control Cost-
Commitment effectiveness
Competence Creativity
Coherence
1. The Fombrum Model
Human resource
development
Organisational
Selection Appraisal
effectiveness
Rewards
2. The Harvard Model
Stakeholder
interest
-Management
-Employee groups
-Government
-Community HRM policy Long term
-Unions Human
choices consequences
Resource
-Employee -Individual
Outcomes
influence well – being
-Commitment
-HR flow -
-Competence
Situational factors -Reward Organisational
-Congruence
-Workforce system effectiveness
-Cost –
characteristics -Work -Social well –
effectiveness
-Business strategy system being
-Management
philosophy
-Labour market
-Unions
-Laws & societal
values
1. The Guest Model
Performa
Behavio- nce
ural Outcome
HRM
Outcom- s
Practices
HR es Positive
Hiring Financial
HRM Outcomes Motivat- Producti-
Training Outcome
Strateg- Commit- ion vity
Appraisal s
ies ment Co-ope- Innova-
Compens Profit
Quality ration tion-
ation ROI
Flexibility Organi- Quality
Industrial
sational Negative
relations
citizen- Absent-
ship eeism
Turnover
1. The Warwick Model
Outer context
Socio-economic
Technical
Political-legal
Competitive
Inner Context
Structure
Politics/leadership
Task technology
Business outputs
Business Strategy HRM Context
Content Role
Objectives Definition
Product market Organisation
Strategy & tactics HR outputs
HRM Content
HR flows
Work system
Reward system
Employee relations
Benchmarks Personnel Management Human Resource
Management
Evolutionary Succeeded IR but Succeeded PM and ruled
preceded HRM for a long time . Started
during 1980s and carried
acceptance today
Mediator
Employee champion
3. Strategic Role –
The strategic role of HR management focuses
attention on how to enable ordinary employees
to turn out extra ordinary performance , taking
care of their ever-changing expectations .
The key areas of attention include effective
management of key resources ( employees
, technology , work process ) while delivering
cost effective , value enhancing solutions .
Change agent
Strategic partner
Matching process,
All managers Employees are integrating the
are resource viewed as assets organization’s
managers goals with
employees’ needs
38
Company Strategy
39
Focus on building human capital
1
Development of global
2
HR strategies IHRM
3
The using of information
technology
40
Business
Mastery
Personal
Credibility
HR Change
Mastery Mastery
Business Mastery – Business acumen
Customer orientation
Knowledge in all functional
areas
External relations