Human Resource Management. DEFINITION Human resource management is defined as proactive system wide interventions, with emphasis on fit, linking HRM with.

Human Resource Management

DEFINITIONHuman resource management is defined as proactive system wide interventions, with emphasis on fit, linking HRM with strategic planning and cultural change.

Human Resource Management

planning employment needsrecruitingselectingtrainingdeveloping

Changes in Human Resource Environment

cultural diversityshift from manufacturing to serviceswomen in workforcedual career familiesdownsizingoutsourcingsexual harassmentincrease in temporary workers

High-Performance Work Practices

Self-directed work teamsJob rotationSkills trainingEncouraging innovation and creativityPerformance-based payCross-functional integration

Planning Human Resource Needs

determining job needsjob analysis – behaviors necessary to perform jobjob description – what, how and when tasks are donejob specifications – minimum acceptable qualifications

determining human resource needscalculate number of employees neededassess current employees skills

determine action programrecruit and select employees.

Developing Sources of Supply of Employees

from within the organization (internal)

upgrading (training)transferringpromoting

Developing Sources of Supply of Employees

from outside the organization (external)

former employeespersonal applicationsfriendscompeting firmslabor organizationsemployment agenciesschools and colleges.

Recruiting and Selecting Employees

recruitment - creating a pool of potential employeesselection - choosing the specific person for a job

personal backgroundaptitudes and interestsattitudes and needsskills and technical abilitieshealth, energy, and stamina

Selection Processresume screeningpreliminary interviewbiographical verificationtesting (valid and reliable)

physicaldrugpersonalityaptitude

in-depth interviewassessment centers or trial period

Training and Developmenttraining

specific detailed job skills

types of trainingon-the-job

coaching, job rotation, planned progression

developmentbroader, covering growth of abilities, attitudes, personality development

executive development programs, sensitivity training, organizational development

New Employee Orientation

goal is to: reduce turnover lessen anxietyacclimate employeeinstill work values and ethics.

Performance Appraisals

standard evaluation processpre-established criteriamay be part of an MBO

Compensating Employees

wagessalariesemployee benefitsincome is determined by:

what management is willing to paywhat managers are required to paywhat managers are able to pay.

Employee Benefits

health packagessocial securityunemployment compensationworkers compensationThe Family and Medical Leave Act Voluntary benefits:

holidays, personal days, educational benefits, child-care, elder care

JOB ATTITUDE

Three types of work related attitudes:

Job involvement: Identifying with one’s job

Organizational commitment: Identifying with top management and organization

Job satisfaction:Result of the above two and indicates the overall attitude towards job

Job involvementTime orientation: • Spends enough time to plan and get

the work done.

Work orientation: • Priority of job over other activities

People orientation: • Disposition towards people in

getting the work done

Dr. MG Jomon, XIMB

Organizational CommitmentOrganization:

• Sense of pride and obligation towards the organization. Willing to do anything make the organization successful

Top Management: • Ability to identify, support and contribute

with people responsible at the organization. This will not change with the change of top management.

Team orientation: • Disposal toward work with others in

teams to realize organizational goals

Dr. MG Jomon, XIMB

JOB SATISFACTIONRecognition: • Utilization of my expertise and

services by the organization.

Development: • How well am I growing along with

the organizaiton

Benefits: • My personal gains out of my work in

this organization

Dr. MG Jomon, XIMB

Attitude competency A capacity that exists in a person that leads to

behaviour that meets the job demands which brings in desired results beyond knowledge and skill.

Is the sum total of a person’s disposition towards the job seen in his behavour of job involvement, organizational commitment and overall satisfaction to meet the job requirements and the ability to bring in desired results.

Dr. MG Jomon, XIMB

JOB PERFORMANCE In-role behaviour: • What an employee does in his role• Activities carried out as part of the job

description

Extra-role behaviour: • What an employee does beyond his

role• Activities are not part of his job

specificationDr. MG Jomon, XIMB

JOB ATTITUDE AND PERFORMANCE

Co-relation between job involvement and In-role behaviourCo-relation between job commitment and extra-role behaviourWhat are the other co-relations that you can find from your data?What are the major research questions that arise out of the study?

Dr. MG Jomon, XIMB

Research Questions?

While it is well accepted that Knowledge, skill and attitude are the components of attitude, why in the educational curriculum and training programs attitude does not figure as a major area?

Is Job satisfaction an attitude at all?

Will job satisfaction leads to good performance or good performance leads to job satisfaction?

Dr. MG Jomon, XIMB

“He who cannot change the very fabric of his thought will never be able to change

reality”

- Anwar-el-Sadat

Dr. MG Jomon

CONCEPT OF CHANGE

Act of becoming different: Oxford DictionaryBasis for all problems: Pre- Socratic philosophersTransformation in space and time: SubsequentlyAnarchic and even lunatic: Alwin Toffler(1990)

Dr. MG Jomon

MOTION AND CHANGE

Motion is: Shift of position over timeVariation referred to location

Change is: Transformation referred to a structureMay have nothing to do with location

Dr. MG Jomon

DIFFERENCE AND CHANGE

Difference refers to: More than one structureNo similarity among structures

Change refers to:Single structureSimilarity is defined and compared

Dr. MG Jomon

GROWTH AND CHANGE

Growth:Physical maturationPace goes along with chronological age

Change:Not limited to physical dimensionPace cannot be determined

Dr. MG Jomon

DEVELOPMENT AND CHNAGE

Development occurs:As a result of learning, maturation and experienceOrderly and predictable pattern

Change:Is an independent phenomenaPredictable pattern not foolproof

Dr. MG Jomon

HOW DO WE KNOW THE PRESENCE OF CHANGE OR CHANGE HAS HAPPENED?

Is present when differences occurs over a period over the same structure Recognize change when something is not what it was in time or spaceInterpret by trying to make sense of the differences in time and space

Dr. MG Jomon

TIME

The indefinite continued progress of existence in past, present and future regarded as a whole.

Dr. MG Jomon

SPACE

A continuous, unlimited area (which may or may not contain objects)

Dr. MG Jomon

WHAT IS CHANGE?

“Is a complex adaptive system, a system that transforms its behavior in response to its environment or its own circumstances”

(Falconer James, 2003)

Dr. MG Jomon

CHANGE IS A COMPLEX SYSTEM

Change evolves as a stable system, far from

equilibrium, constantly seeking tension rather than resolution. Intervention does not necessarily cause change, it

affect change or alter outcome Change is not linear- no boundary conditions, no

discrete steps Change behave unpredictably Change never ends Change is iterative and acquisitive It cycle around and augments itself

Dr. MG Jomon

CHANGE IS A COMPLEX SYSTEM…Contd.

Not a self optimizing system; a self-degrading system Has no cause to advance Always re-explore the general domain. No interest in pre-determined objectives Change is recursive: reoccur with differing

scope & scale

Often “force-fit” approach is considered for change intervention

Dr. MG Jomon

CHANGE MANAGEMENT

Engineer:Improve efficiency parameters Manager: Improve business performance HR: Improve human capital performance

Change Management is to do with: lead change enable change steward change navigate change

Dr. MG Jomon

CHANGE MANAGEMENT

Change Management is the business of helping companies ease the pain of transformation (Leon Mark, 2003)

Dr. MG Jomon

APPROACH TO CHANGE MANAGEMENT

HBR Reading:Cracking the code of change1. Theory E: Hard approach

Concept: Economic value by shareholder returns Case: Scott Paper-Al Dunlap

2. Theory O:Soft Approach Concept Organizational Capability by Building corporate

culture Case: Champion International-Andrew Sigler

3. The EO Theory(combined) Concept: O&E competitive advantage Case: GE-Jack Welch ASDA-Archie Norman; Allan Leighton

Dr. MG Jomon

HR ROLE IN CHANGE MANAGEMENT: CASE

DISCUSSION Organizational transformation in a

Taiwanese company Case in brief Discussion Analysis Learnings

Dr. MG Jomon

REPOSITIONING HR FOR BUSINESS RESULTS

NTPC CASEOrganizational diagnostic study including plantsCorporate strategyHR strategyTraining all HR headsWorkshops at plants

Dr. MG Jomon

CONCLUSION

HR function is being emerged as a strategic and activities that are not strategic in nature are being slowly sourced outChange management is being recognized a the key HR strategic function HR managers are to be change managers in organizationsChange is a complex system… process… navigation of change…Herculean task…

Dr. MG Jomon

The only certainty is nothing is certain

- Pliny the elder

Dr. MG Jomon

Human Res

HRM FRAMEWORK

Session 1Dr. MG Jomon

INDUSTRIAL RELATIONS :PEACEPERSONNEL MANAGEMENT :STABILITY

HUMAN RESOURCES DEVELOPMENT :DEVELOPMENT

HRM FRAMEWORKAREA IR PERSONEL HRD

BASIS LegislationsStanding orders

Personnel PolicyPersonnel Manual

Vision-mission document

FOCUS Rights and Duties

Eligibility and Compliance

Development of individuals

PROCESS Negotiations and Bargaining

Administration of WC and CW

Implementation of HRD systems

BUS-CON No manday lost- labour unrest

No manday lost-lack of manpower

competitiveness lost -lack of competency

PER-INDI Settlement and Harmony

Stability Competent individuals and teams

NON-PERI Misconduct Non-compliance Low performance by individual and teams

List of HRM FUNCTIONS

Kindly classify the following into three HRM functions viz. IR, Personnel and HRD

Negotiations, Bargaining, Settlement, Liaisoning, PR, Compliances- legislations, Draft Rules and orders, Implement IR programs, Power and status equations, Grievance handling, Absenteeism, Induction, Performance management, Potential development, Career development, Role analysis, Role efficacy, Role effectiveness, Succession planning, Feedback system, Training and development, Mentoring system, Taskforce, Small Group Activities, Action Research, HRIS, Reward system, Manpower planning, Recruitment and selection, Promotion, Transfers and separations, Wage and salary administration., Time management, Time office, Welfare administration, MIS, Employee Records, Personnel Audit and Retention.

HRM FUNTIONAL AREAS

IR PERSONNEL HRDNegotiations and bargainingSettlementLiaisoning and PRCompliances- legislationsDraft Rules and ordersImplement IR programsPower and status equationsGrievance handlingAbsenteeism

Manpower planningRecruitment and selectionPromotionTransfers and separationsWage and salary admn.Time management/officeWelfare administrationMIS/RecordsPersonnel AuditRetention

InductionPerformance managementPotential developmentCareer developmentRole analysisRole efficacy/effectivenessSuccession planningFeedback systemTraining and developmentMentoring systemTaskforceSmall Group ActivitiesAction ResearchHRISReward system

HRM SUPPORTIVE FRAMEWORK

AREA OB OT OD

BASIS OB DisciplineOrg. attributes

OT DisciplineOrg. Design strategy

OT Discipline

FOCUS Behaviour ofInd. And Team

Competitive org. structures

Development of struct, systems and processes

PROCESS Reinforcing desired behaviour at work

Implement best org. design for business excellence

Designing and implementing OD interventions

BUS-CON Unique personality of org.

Bus. Facilitating org. design

Org. readiness for change

PER-INDI Performance driven culture

No redundancy structure, roles, systems

Learning organization