Transcript Human Resource Management

Human Resource Management
DEFINITION
Human 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 needs
recruiting
selecting
training
developing
Changes in Human Resource
Environment
cultural diversity
shift from manufacturing to services
women in workforce
dual career families
downsizing
outsourcing
sexual harassment
increase in temporary workers
High-Performance Work
Practices
Self-directed work teams
Job rotation
Skills training
Encouraging innovation and creativity
Performance-based pay
Cross-functional integration
Planning Human Resource
Needs
determining job needs
job analysis – behaviors necessary to perform job
job description – what, how and when tasks are
done
job specifications – minimum acceptable
qualifications
determining human resource needs
calculate number of employees needed
assess current employees skills
determine action program
recruit and select employees.
Developing Sources of Supply
of Employees
from within the organization (internal)
upgrading (training)
transferring
promoting
Developing Sources of Supply
of Employees
from outside the organization (external)
former employees
personal applications
friends
competing firms
labor organizations
employment agencies
schools and colleges.
Recruiting and Selecting
Employees
recruitment - creating a pool of potential
employees
selection - choosing the specific person for a
job
personal background
aptitudes and interests
attitudes and needs
skills and technical abilities
health, energy, and stamina
Selection Process
resume screening
preliminary interview
biographical verification
testing (valid and reliable)
physical
drug
personality
aptitude
in-depth interview
assessment centers or trial period
Training and Development
training
specific detailed job skills
types of training
on-the-job
coaching, job rotation, planned progression
development
broader, covering growth of abilities, attitudes,
personality development
executive development programs, sensitivity training,
organizational development
New Employee Orientation
goal is to:
reduce turnover
lessen anxiety
acclimate employee
instill work values and ethics.
Performance Appraisals
standard evaluation process
pre-established criteria
may be part of an MBO
Compensating Employees
wages
salaries
employee benefits
income is determined by:
what management is willing to pay
what managers are required to pay
what managers are able to pay.
Employee Benefits
health packages
social security
unemployment compensation
workers compensation
The 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 involvement
Time 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
Organization:
Organizational
•
Commitment
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
Recognition:
•
JOB SATISFACTION
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
specification
•
Dr. MG Jomon, XIMB
JOB ATTITUDE AND
PERFORMANCE
Co-relation between job involvement
and In-role behaviour
Co-relation between job commitment
and extra-role behaviour
What 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 Dictionary
Basis for all problems: Pre- Socratic philosophers
Transformation in space and time: Subsequently
Anarchic and even lunatic: Alwin Toffler(1990)
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MOTION AND CHANGE
Motion is:
Shift of position over time
Variation referred to location
Change is:
Transformation referred to a structure
May have nothing to do with location
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DIFFERENCE AND CHANGE
Difference refers to:
More than one structure
No similarity among structures
Change refers to:
Single structure
Similarity is defined and compared
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GROWTH AND CHANGE
Growth:
Physical maturation
Pace goes along with chronological age
Change:
Not limited to physical dimension
Pace cannot be determined
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DEVELOPMENT AND
CHNAGE
Development occurs:
As a result of learning, maturation and
experience
Orderly and predictable pattern
Change:
Is an independent phenomena
Predictable pattern not foolproof
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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 space
Interpret by trying to make sense of the
differences in time and space
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TIME
The indefinite continued progress of
existence in past, present and future
regarded as a whole.
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SPACE
A continuous, unlimited area (which may or
may not contain objects)
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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)
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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
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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
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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

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CHANGE MANAGEMENT
Change Management is the business of
helping companies ease the pain of
transformation (Leon Mark, 2003)
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APPROACH TO CHANGE
MANAGEMENT
HBR Reading:Cracking the code of change
1. 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
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HR ROLE IN CHANGE
MANAGEMENT: CASE
DISCUSSION
Organizational transformation in a
Taiwanese company
Case in brief
 Discussion
 Analysis
 Learnings

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REPOSITIONING HR FOR
BUSINESS RESULTS
NTPC CASE
Organizational diagnostic study
including plants
Corporate strategy
HR strategy
Training all HR heads
Workshops at plants
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CONCLUSION
HR function is being emerged as a strategic
and activities that are not strategic in nature
are being slowly sourced out
Change management is being recognized a
the key HR strategic function
HR managers are to be change managers in
organizations
Change is a complex system… process…
navigation of change…Herculean task…
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The only certainty is nothing is
certain
- Pliny the elder
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Human Res
HRM FRAMEWORK
Dr. MG Jomon
Session 1
HRM FRAMEWORK
AREA
IR
PERSONEL
HRD
BASIS
Legislations
Standing orders
Personnel Policy
Personnel 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- No manday lostlabour unrest
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, Complianceslegislations, 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
Negotiations and
bargaining
Settlement
Liaisoning and PR
Compliances- legislations
Draft Rules and orders
Implement IR programs
Power and status
equations
Grievance handling
Absenteeism
Manpower planning
Recruitment and
selection
Promotion
Transfers and
separations
Wage and salary admn.
Time
management/office
Welfare administration
MIS/Records
Personnel Audit
Retention
HRD
Induction
Performance
management
Potential development
Career development
Role analysis
Role
efficacy/effectiveness
Succession planning
Feedback system
Training and
development
Mentoring system
Taskforce
Small Group Activities
HRM SUPPORTIVE FRAMEWORK
AREA
OB
OT
OD
BASIS
OB Discipline
Org. attributes
OT Discipline
Org. Design
strategy
OT Discipline
FOCUS
Behaviour of
Ind. And Team
Competitive org.
structures
Development of
struct, systems and
processes
PROCESS
Reinforcing
desired
behaviour at
work
Implement best
Designing and
org. design for
implementing OD
business excellence interventions
BUS-CON
Unique
personality of
org.
Bus. Facilitating
org. design
Org. readiness for
change
PER-INDI
Performance
driven culture
No redundancy
structure, roles,
Learning
organization