HRM PPT

HUMAN RESOURCE MANAGEMENTHUMAN RESOURCE MANAGEMENT

BY: BY:

PRAKASH PUNJPRAKASH PUNJ

EVOLUTION OF HUMAN RESOURCEEVOLUTION OF HUMAN RESOURCE

• INDUSTRIAL RELATION:

The momentum for the industrial revolution grew through the 17th century. Agricultural methods were continually improving, creating surpluses that were used for trade. These advances created a need for improved work methods, productivity and quality that led to the beginning of the Industrial Revolution.

• TRADE UNIONS: During the late 1700's and early 1800's governments began to feel

pressure from the working class masses who started to question and defy the power of the aristocracy. The working class began to form workplace combinations and trade organizations to provide a collective voice for their rights.

• WELFARE MANAGEMENT:

To protect the employees against exploitation by their employers. This give rise to welfarism as the key concept in the management of human resource.

CONTINUEDCONTINUED

• PERSONNEL MANGEMENT: Evolution of Personnel management started in 19th century at that time there was a boom in industrialization which leads to increase in franchising and influence of trade unions and harshness of industrial condition called for the better of industrial condition.

• HUMAN RELATION MANAGEMENT:

The Human Relations movement argues that people are not just logical decision makers but have needs for creativity support, recognition and self-affirmation.

HUMAN RESOURCE MANAGEMENTHUMAN RESOURCE MANAGEMENT

• Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, communication, administration and training, safety, wellness, benefits and employee motivation.

DIFFERENCE BETWEEN PM AND HRMDIFFERENCE BETWEEN PM AND HRM

POINT OF DISCUSSION PERSONNEL MANAGEMENT

HUMAN RESOURCE MANAGEMENT

ORIENTATION MAINTENANCE ORIENTED DEVELOPMENT ORIENTED

STRUCTURE INDEPENDENT FUNCTIONS INTER-DEPENDENT PARTS

PHILOSOPHY REACTIVE PROACTIVE

RESPONSIBILITY PERSONNEL DEPARTMENT ALL MANAGERS IN ORGANISATION

MOTIVATORS MONETARY REWARDS HIGH ORDER NEEDS

OUTCOMES IMPROVED PERFORMANCE IMPROVED SATISFACTION

AIMS IMPROVE EFFICIENCY OF PEOPLE

DEVELOP THE ORGANIZATION

CAREER DEVELOPMENTCAREER DEVELOPMENT

• Making a successful plan for your future is a continual process through which you will cycle many times.

• Steps: Self-Assessment: Identify your interests, skills, values, and personality style. Implementing Goals: Take action through effective job search and/or education

strategies. Decision Making: Connect your knowledge about yourself and the world of work

to formulate career goals. Exploring Options: Learn about different career and education options.

EVOLVING ROLE OF HREVOLVING ROLE OF HR

• Line ManagersLine Managers

• Partnerships Partnerships

• TransformationalTransformational

• Proactive & IntegratedProactive & Integrated

• OrganicOrganic

• People & KnowledgePeople & Knowledge

• Investment CenterInvestment Center

Strategic Focus

Systems People

Operational Focus

Strategic Partner

Administrative Expert Employee Champion

Change Agent

MODELS OF HRMMODELS OF HRM

• Fomburn et al., (1984) model• Harvard model• Guest model• Warwick model• Storey model

FUNCTIONS OF HRMFUNCTIONS OF HRM

MANAGERIAL FUNCTIONPLANNINGORGANIZINGDIRECTINGCONTROLLING

OPERATIVE FUNCTIONPROCUREMENTDEVELOPMENTCOMPENSATIONINTEGRATIONMAINTENANCE

JOB ANALYSISJOB ANALYSIS

• Job analysis is a formal and detailed study of jobs

• It refers to a scientific and systematic analysis of a job in order to obtain all pertinent facts about the job

• It is essentially a process of collecting and analyzing all pertinent data relating to a job

PROCESS OF JOB ANALYSISPROCESS OF JOB ANALYSIS

Techniques of Job AnalysisTechniques of Job Analysis

• Job Performance

• Personal Observation

• Interview

• Questionnaire

• Critical Incidents

• Log Records

HUMAN RESOURCE PLANNINGHUMAN RESOURCE PLANNING

• Definition: It is the process by which management determines how an organization should move from its current manpower position to its desired manpower position.

• Objectives: To ensure optimum use of existing HR To forecast future requirements for HR To provide control measures To link HRP with Organizational Planning To determine levels of Recruitment and Training

Need and Importance of HRPNeed and Importance of HRP

• To carry on its work and to achieve its objectives• HRP identifies gaps • There is need to replace employees• HRP facilitates expansion and growth• HRP helpful in effective utilization of HR and

Technology.• HRP is useful in anticipating Cost of HR which

facilitates budgeting easier.• HRP facilitates Career and succession planning

Process of HRPProcess of HRP

RECRUITMENT RECRUITMENT

• RECRUITMENT: Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm.

The sources of Recruitment• Internal Sources Transfers Promotions

• External Sources

Press Advertisements

Educational Institutions

Placement Agencies

Employment Exchanges

Recommendations

Online

RECRUITMENT PROCESSRECRUITMENT PROCESS

SELECTIONSELECTION

DEFINITION: The process of choosing the most suitable candidate for a job from among the available applicants is called selection.

METHODS OF SELECTION:Tests:1. Aptitude Tests:

Mental or Intelligence testMechanical testPsycho-motor test

2. Achievement Tests: Job Knowledge test Work sample test3.Personality Tests:

Objective testProjective testSituation test

4. Interest Tests

Interviews:1.Informal Interview2.Formal Interview3.Patterned or Structured Interview4.Non-Directed or Unstructured Interview5.Depth Interview6.Group Interview7.Stress Interview8.Panel or Board Interview

SELECTION PROCESSSELECTION PROCESS

TRAINING AND DEVELOPMENTTRAINING AND DEVELOPMENT

• Training

– Effort initiated by an organization to foster learning among its members.

– Tends to be narrowly focused and oriented toward short-term performance concerns.

• Development

– Effort that is oriented more toward broadening an individual’s skills for the future responsibilities.

TRAINING MODELTRAINING MODEL

PERFORMANCE APPRAISALPERFORMANCE APPRAISAL

• Performance appraisal or performance evaluation is the process of assessing the performance and progress of an employee or of a group of employees on a given job and his potential for future development.

METHODS:

TRADITIONAL METHOD MODERN METHOD

1. Confidential Report 1. Assessment Centre

2. Free Form 2. Human Resource accounting

3. Straight Ranking 3. Behavioral Anchored Rating

4. Paired Comparison 4. Appraisal Through MBO

5. Graphic Rating Scales

6. Checklist Method

POTENTIAL APPRAISALPOTENTIAL APPRAISAL

• It is evaluating an employees capability or capacity to handle higher responsibilities and greater challenges at a higher position in an organization.

• It helps in identification of hidden talents and skills of a person.

• It is future oriented.

STEPS IN POTENTIAL APPRAISALRole or job descriptionQualities or skills needed to perform the roleRating mechanismsOrganizing the systemfeedback

TECHNIQUESSelf appraisalPeers appraisalSuperior appraisalMBOLeadership exercisesManagement games like role playPsychological and psychometric testsRecords of performance

APPRAISAL PROCESSAPPRAISAL PROCESS

Setting performance

standardsTaking correctivestandards

Discussingresults

Comparing standards

Measuringstandards

Communicatingstandards

COMPENSATIONCOMPENSATION

• DEFINITION: The sum total of all forms of payments or rewards provided to employees for performing tasks to achieve organizational objectives

• Nature and Scope: The complex process includes decisions regarding variable pay and benefits It suggests an exchange relationship between the employee and the organization It involves design, development, implementation, communication and the evaluation of

reward strategy and process of the organization

• POLICY: Pay for performance Pay for seniority Salary increases and promotions Overtime and shift pay Probationary pay Paid and unpaid leaves Paid holidays

OBJECTIVES AND PROCESSOBJECTIVES AND PROCESS

Pay Structure

Pay grades

Pay ranges

OBJECTIVES:

1.To attract and retain competitive high performing employees

2.To motivate the high performing employees and reinforce desirable employee behaviour

3.To remain competitive in the labor market

PROMOTION TRANSFER AND SEPARATIONPROMOTION TRANSFER AND SEPARATION

• Promotion refers to advancement of an employee to a higher post carrying greater responsibilities, higher status and better salary.

• A transfer refers to a horizontal or lateral movement of an employee from one job to another in the same organization without any significant changes status and pay.

• Types of Transfers:

1.Production Transfer

2. Replacement Transfer

3. Versatility Transfer

4. Remedial Transfer

5. Shift Transfer

• Separation of an employee takes place when his service agreement with the organization come to an end and the employee the organization. It may occur due to resignation, death, dismissal and layoff.

INDUSTRIAL RELATIONINDUSTRIAL RELATION

• DEFINITION: It means Collective relationship between management, employees and government in any industrial or non-industrial organization .

• OBJECTIVES: To Develop and maintain harmonious relationship between management

and labour. To safeguard the interests of labour. To establish and maintain industrial Democracy. To avoid all form of industrial conflict so as to ensure industrial peace. To raise productivity and reduce high labour turnover.

SAFETYSAFETY

• It refers to the protection of workers from danger of industrial accidents.

• Accidents may be Internal or External.

• NEED FOR SAFETY: Cost Saving Increased Productivity Moral Legal

SAFETY PROGRAMME Making Strategic choices. Development of policies, procedures and training systems. Organization for safety. Analysis of cause and occurrences of accidents. Implementation of programme. Evaluation of effectiveness of the programme.

GrievancesGrievances

Any factor involving wages, hours, or conditions of employment that is used as a complaint against the employer.

• Sources of grievances

– Absenteeism

– Insubordination

– Overtime

– Organizational rules

The number of steps in the grievance process differ according to the union involved, but each contain the following:

• Oral Grievance

• Written Grievance

• Grievance Advanced to Employee/Labor Relations

• Arbitration