Introduction to introduction to human resource management..pptx

introduction to human resource management

1. STRATEGIC HUMAN RESOURCE MANAGEMENT

2. Human Resource Management Meaning: Boselic defines “HRM involves management decisions related to policies & practices which together shape the employment relationship & are aimed to achieving individual organizational and societal goals.” Process of attracting, developing & maintaining a talented & energetic workforce to support organizational mission, objectives & strategies.”

3. Factors of HRM: Search for Competitive advantage. Models of Excellence. Failure of personnel management. Decline in Trade union pressure. Changes in workforce and the nature of work.

4. ROLES, DUTIES AND RESPONSIBILITIES OF HRM HRD. Recruiting. Training Developing organizational structuring. Team building. Employee Relationships. Laws. Leadership. OD Communication Performance Coaching/Mentoring. Drafting HR policies. Compensation Management. Healthy and Safety Issues.

5. CONCEPT OF HRM Meaning: HRM is nothing but managing people in organization. 4 Elements: A set of beliefs & assumptions. A strategic thrust embodying decisions about people management. A source of competitive advantage. Its will helps to determine the employment relations. Optimum utilization of man power(HR) in the form of right people at right time and at right place.

6. Basic Objectives of HRM: To attract HR in the organization. To develop & motivate them for better Performance & To integrate & maintain them in the Organization. Functions of HRM: Managerial Functions: Planning. Organising. Directing. Controlling.

7. Operative Functions: HR Acquisition. Development. Appraisal & Compensation. Integration & Maintenance. Industrial Relations. Supporting Functions: HR Records. HR Research. HR Audit. HR Valuation.

8. Industrial Relations Planning Organising Directing Controlling HR Acquisition HRD Systems Training Mgmt. Development Org. Development HRD Integration of HR. Motivation. Empowerment. Participation. Communication. HR Mobility. Safety & Health. Stress Mgmt. 1. Performance Appraisal. 2. Base Compensation. 3. Incentives & Benefits. HRP Recruitment Selection Placement Induction Appraisal & Compensation Integration & Maintenance HRM Functions IR Systems. Discipline. Grievance redressal. Mgmt. of Disputes. HR information System HR Accounting. HR Records. HR Research. HR Audit. HR Valuation. Managerial Functions Operative Functions Supportive Functions

9. STRATEGIC HRM Definition: An approach that defines how the organization’s goals will be achieved through people by means of HR strategies and integrated HR policies and practices. Human resource management (HRM) implies the governance of manpower of the organization in a thorough and structured manner. SHRM is a managerial function which implies framing of HR strategies in such a way to direct employees efforts towards the goals of organization. The aim of strategic human resource management is to:  Advance flexibility, innovation, and competitive advantage . Develop a fit for purpose organizational culture. Improve business performance.

10. BASIS OF STRATEGIC HRM Strategic HRM is based on three propositions: Human resources or human capital of an organization play a strategic role in its success and are a major source of competitive advantage HR strategies should be integrated with business plans; the major focus of strategic HRM should be aligning HR with the firm strategies Individual HR strategies should cohere by being linked to each other to provide mutual support.

11. CONCEPT OF STRATEGIC HRM The resource-based view: It is the range of resources in an organization, including its human resources, that produces its unique character and creates competitive advantage. Strategic Fit: Vertically, it entails the linking of HRM practices with the strategic management processes of the organization. Horizontally, it emphasizes the coordination or congruence among the various HRM practices

12. CONCEPT OF STRATEGIC HRM Strategic Flexibility: The ability of the firm to respond and adapt to changes in its competitive environment. Environmental differences will affect a flexibility strategy. In a stable, predictable environment the strategy could be to develop people with a narrow range of skills and to elicit a narrow range of behavior. In a dynamic, unpredictable environment, organizations might develop organic HR systems that produce a human capital pool with people possessing a wide rage of skills who can engage in a wide variety of behaviors.

13. PERSPECTIVES OF STRATEGIC HRM Universalistic Perspective: Some HR practices are better than others and all organizations should adopt these best practices. There is a universal relationship between individual ‘best’ practices and firm performance. Contingency Perspective: In order to be effective, an organization’s HR policies must be consistent with other aspects of the organization. The primary contingency factor is the organization’s strategy. This can be described as ‘vertical fit’

14. PERSPECTIVES OF STRATEGIC HRM Configurational Perspective: This is a holistic approach that emphasizes the importance of the pattern of HR practices and is concerned with how this pattern of independent variables is related to the dependent variable of organizational performance.

15. THE BEST-PRACTICE APPROACH Based on the assumption that there is a set of best HRM practices and that adopting them will inevitably lead to superior organizational performance.   List of Best Practices: Employment security Selective hiring Self-managed teams High compensation contingent on performance Training to provide a skilled and motivated workforce Reduction of status differentials Sharing information

16. STRATEGIC HR Traditional HR General Approach to Strategic Mgt. of HR Outcome [manifestation] of general HRM approach Aligned with organizational intention about future direction Focus on specific organizational intentions about what needs to be done. Focus on long term people issue Focuses on short term performance measures that is result/outcome. SHRM decisions are built into strategic business plan HRSs decisions are derived from SHRM. Deals with macro-concerns such as quality, commitment, performance, culture & mgnt development HRSs are concerned with ensuring availability of an efficient workforce, training, good employee relations Defines areas in which specific HR strategies need to be developed. HRSs facilitate the successful achievement of corporate objectives + goals Strategic HR vs Traditional HR

17. BARRIERS TO STRATEGIC HRM Short-term mentality/focus on current performance. The inability of HR to think strategically. Lack of appreciation for what HR can contribute. Failure to understand line manager’s role as an HR manager. Difficulty in quantifying many HR outcomes. Perception of human assets as higher-risk investments. “Incentives” for changes that might arise.

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