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WELCOME

NATURE & SCOPE

OF

HUMAN RESOURCE MANAGEMENT

Presented By
ROHAN KULKARNI
ROLL NO: 16
Learning Objectives…
ü Why Study HR Management?
ü Nature Of HR Management
ü Scope Of HR Management
ü Differences Between HRM & PM
ü HRM : Functions & Objectives
ü Organisation in HR Department
ü Paradoxes in HRM
ü Personnel Policies & Principles
ü HRM Models
ü Evolution of HRM
Why Study HR Management?
Ø It’s the people who run organizations.
Ø Need to manage their skills, abilities &
aptitude.
Ø HRM is study about people i.e. how they are
hired, trained, compensated, motivated &
maintained.
Ø
NATURE OF HR MANAGEMENT
SCOPE OF HR MANAGEMENT
ü Nature of HRM
ü Employee Hiring
ü Employee & Executive Remuneration
ü Employee Motivation
ü Employee Maintenance
ü Industrial Relations
ü Prospects of HRM
Dimension Personnel Human Resource
1. Employee Contract Management
Careful delineation of Management
Aim to go beyond
written contracts. contract.
2. Key Relations Labour Management Customers

3. Speed of decision Slow Fast

4. Management Role Transactional Transformational


Leadership
5. Communication Indirect Direct

6. Prized Negotiation Facilitation


Management Skills
7. Conditions Separately Negotiated Harmonization

8. Conflict Handling Reach Temporary Manage climate &


truce culture
9. Job Design Division Of Labour Team Work

10. Shared Interests Interest of the Mutuality of Interest


organisation are
uppermost
HRM: OBJECTIVES & FUNCTIONS
Objectives:

Ø Societal Objectives
Ø Organisational Objectives
Ø Functional Objectives
Ø Personal Objectives
FUNCTIONS:
HRM Objectives Supporting Functions
1. Societal Objectives 
Legal Compliance
Benefits

2. Organisational Objectives HR Planning
Union-Management relations

Employee relations
3. Functional Objectives Appraisals
Selection

Placement
4. Personal Objectives Training & development
Training & Development
Assessment
Appraisal
Appraisal
Placement, Compensation &

Placement
Assessment
Assessment
ORGANISATION OF HR DEPT

HR in Small-Scale Unit:

Owner/Manager

Prod Manager Sales Manager Office Manager Accounts

Personnel Assistant
HR in Large-Scale Units:

Chairman & Managing Director

Director ProductionDirector Finance Director Marketing


Director Personnel/HRM

Director
R&D
Outsourcing
 Activities that are Outsourced
(subcontracted)
ü Employee Hiring & Training

ü Payroll Preparation

ü Statutory Record Maintenance.



Paradoxes in HRM

 Any individual can become a HR Manager?


 Any of the HR practices can be outsourced?
 Can any organization function without a HR
department?
The Silver Lining…

 HR Manager creates an infrastructure.


 HR practices align with firm’s strategies,
organizational goals are met & sustained.
 HR Manager values people & works to create
compassionate organization.
Personnel Policies & Principles

Policies:
Policies are plans of Action.
They help motivate & build loyalty
Policies become benchmarks to compare &
evaluate performance.
A Policy does not spell out the detailed
procedure by which it has to be implemented
Why Adopt Policies?
Policies addresses the needs of the
organisation & it’s employees.
Established policies ensures consistent & fair
treatment of all the employees throughout the
organisation.
Continuity of action is assured in case of
change of top management.
Policies serves as standard of performance.
It helps in building motivation & loyalty
Sound policies help in conflict resolution
Principles:
ü Principles are Universal truths generally
applicable to all the organisations.
ü They have been established through
practice, experience & observation.
ü For E.g.,
1. Principle of Individual Development.
2. Principle of Scientific Selection.
3. Principle of free flow of communication.
4. Principle of dignity of Labor.
ü
HRM MODELS
The Fombrun, Tichy & Devanna Model

Human Resource Development

Selection Appraisal Organisational Effectivene

Rewards
The Harvard Model
Stakeholder Interest
nagement Government Community Unions

Human Resource Management


Human Resource outcomes
Commitment
Competence
Congruence

Situational Factors
Workforce Character Long-Term Consequenc
Business Strategy & Conditions Individual well-being
Unions Organisational
abour Market Societal well-being
aws & Societal values
The Guest Model

HRM PracticesHR Outcomes Behavioral Outcomes


Performa-nce Outco
Hiring Commitment Motivation Positive
Training Quality Co- Productivity
Appraisal Flexibility Operation Innovation
HRM Strategy Compensation Organisational Citizenship
Quality
Relations Negative
Turnover

Financial Outcomes
Profits
ROI
The Warwick Model of HRM
Socio-Economic Outer Context
Technical
Political-Legal
Competitive

Culture Inner Context


Structure
Politics/Leaders
Task-Technology
Business Outputs
Business Strategy Content HRM Context
Objectives Role
Product Market Definition
Strategy & Tactics Organisation
HR Outputs
HRM Content
HR Flows
Work Systems
Reward Systems
Employee-Relations
Evolution Of HR Management
Period Development Outlook Emphasis Status
Status
1920-1930 Beginning Pragmatism Statutory, Clerical
of Capitalistswelfare,
paternalism
1940-1960 Struggling Technical Introduction ofAdminist-
for Legalists Techniques rative
recognition
1970-1980 Achieving Professional, Regulatory, Manageri
Sophisticatio legalists, conforming, al
n impersonal imposition of
1990 Promising Philosophica Human Values, Executive
standards
l productivity
through people
THANK YOU