INTRODUCTION TO HUMAN RESOURCE MANAGEMENT BY NISHA HARIYANI

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  INTRODUCTION TO HUMAN RESOURCE MANAGEMENT BY NISHA HARIYANI INTRODUCTION TO HUMAN RESOURCE MANAGEMENT BY NISHA HARIYANI

  • According to Adi Godrej, “all corporate strengths are dependent on people. ” • According to Adi Godrej, “all corporate strengths are dependent on people. ”

  Human Resource Management • ‘ The real sources of competitive leverage are the culture Human Resource Management • ‘ The real sources of competitive leverage are the culture and capabilities of your organization that derive from how you manage your people. ’

  Points to Ponder • Definition and Concept of HRM • History of HRM • Points to Ponder • Definition and Concept of HRM • History of HRM • Functions of HRM • HR Policies and Procedures • Emerging Role of HRM • Role of HR Executives • Challenges to HR Professionals • Strategic HRM

  Human Resource Management • “ HRM is the function performed in organizations that facilitates Human Resource Management • “ HRM is the function performed in organizations that facilitates the most effective use of people to achieve organizational and individual goals. ” – Ivancevich and Glueck

  History of HRM - 1 • Scientific Management Approach (mid 1900 s) – – History of HRM — 1 • Scientific Management Approach (mid 1900 s) – – Study of motion and fatigue – ‘ one-best-way’ to accomplish the task – Piece-rate system – Welfare programmes – Failed to bring behavioural changes and increase in productivity • Human Relations Approach (1930 -40) – Effect of social and psychological factors – Relations and respect High Productivity

  History of HRM - 2 • Human Resources Approach (1970 s) – Principles History of HRM — 2 • Human Resources Approach (1970 s) – Principles • Employees are assets • Policies, programmes and practices — help in work and personal development • Conducive environment

  Challenges of HRM • Individuals differ from one another • Customization of stimulation and Challenges of HRM • Individuals differ from one another • Customization of stimulation and motivation • Demanding personnel

  Functions of HRM - 1 Managerial Planning Organizing Staffing Directing Controlling   Functions of HRM — 1 Managerial Planning Organizing Staffing Directing Controlling

  Functions of HRM - 2 Operational Employment HR Development Compensation Mgt Employee Relations HR Functions of HRM — 2 Operational Employment HR Development Compensation Mgt Employee Relations HR Planning Recruitment Selection Placement Induction Performance Appraisal Training Management Development Career Planning and Development Job Evaluation Wage and Salary Admn Incentives Bonus Fringe Benefits

  Emerging role or HRM • Value of Human Resource • Competitive advantage • Human Emerging role or HRM • Value of Human Resource • Competitive advantage • Human Resource Accounting – It is measurement of the cost and value of people for an organization

  ROLE OF HR EXECUTIVES • Service provider • Executive • Facilitator • Consultant • ROLE OF HR EXECUTIVES • Service provider • Executive • Facilitator • Consultant • Auditor

  Challenges to HR Professionals • Worker productivity • Quality improvement • The changing attitudes Challenges to HR Professionals • Worker productivity • Quality improvement • The changing attitudes of workforce • The impact of the government • Quality of work-life • Technology and Training

Organizationa l Structure & HRM Organizationa l Structure & HRM

Why structure ? ? ?  What structure signifies?  No directions  Leads to confusionWhy structure ? ? ? What structure signifies? No directions Leads to confusion Chaos Why? ? ?

MAIN POINTS OF CHAPTER Organizational Structure and Human Resource Management Formal and Informal Organizations Tall andMAIN POINTS OF CHAPTER Organizational Structure and Human Resource Management Formal and Informal Organizations Tall and Flat Organizational Structures Responsibility, Authority and Accountability Line and Staff Functions Human Resource Management and other Organizational Functions

Mechanistic Vs organic  organization Rigid structure Employees are tied by rules & regulations High degreeMechanistic Vs organic organization Rigid structure Employees are tied by rules & regulations High degree of centralization Suitable for operating in static environment Decision-making is done by superiors Ex: Public sector in the pre-reforms era Flexible structure Employees are not tied by rules & regulations Decentralized style of management Suitable for operating in dynamic environment Decision-making is done by junior level employees also Ex: Marico`s Saffola

President Vice President Division  Managers Division  Managers Division  Managers Department Managers Department ManagersPresident Vice President Division Managers Division Managers Division Managers Department Managers Department Managers Department Managers Informal organization Bowling team Informal organization Chess group. Formal organization

Tall Vs Flat structure CMD ED ED ED GM GM GM CM CM Manager Officer Executive.Tall Vs Flat structure CMD ED ED ED GM GM GM CM CM Manager Officer Executive. TALL STRUCTURE COO PM PM Team Lead Team Member FLAT STRUCTUR

RESPONSIBILITY, AUTHORITY & ACCOUNTABILITY Responsibility: It is the obligation of a manager to carry out theRESPONSIBILITY, AUTHORITY & ACCOUNTABILITY Responsibility: It is the obligation of a manager to carry out the duties assigned to him. Authority: It refers to the right to give orders and the power to exact obedience from others in the process of discharging responsibility. Accountability: The employee’s answerability on using the authority in discharging the responsibility is termed accountability.

LINE AND STAFF FUNCTIONS Departments or employees of a firm that perform core activities Contributes directlyLINE AND STAFF FUNCTIONS Departments or employees of a firm that perform core activities Contributes directly to the business of the firm Ex: Manufacturing and Marketing departments Departments or employees of a firm that perform a support function Contributes indirectly to the business of the firm Ex: HR and Finance departments

Line & Staff Relationship Traditional concept Service oriented firm Which are line and staff functions BothLine & Staff Relationship Traditional concept Service oriented firm Which are line and staff functions Both needs to support each other

Line staff conflict Different perception HR professional to bring change  Understand market & organization BeLine staff conflict Different perception HR professional to bring change Understand market & organization Be empathetic Build trust and transparency Win – win approach

The Role of Human Resources Department As a specialist As a facilitator As a change agentThe Role of Human Resources Department As a specialist As a facilitator As a change agent As a controller

HUMAN RESOURCE MANAGEMENT AND OTHER ORGANIZATIONAL FUNCTIONS Product & HR Production & HR Marketing & HRHUMAN RESOURCE MANAGEMENT AND OTHER ORGANIZATIONAL FUNCTIONS Product & HR Production & HR Marketing & HR Management Techniques & HR Organization structure & HR

summary Organizational Structure and Human Resource Management Formal and Informal Organizations Tall and Flat Organizational Structuressummary Organizational Structure and Human Resource Management Formal and Informal Organizations Tall and Flat Organizational Structures Responsibility, Authority and Accountability Line and Staff Functions Human Resource Management and other Organizational Functions

 Think before others think Think before others think

Human Resource Planning Human Resource Planning

Point to ponder Definition of Human Resource Planning Objectives of Human Resource Planning The Process ofPoint to ponder Definition of Human Resource Planning Objectives of Human Resource Planning The Process of Human Resource Planning Managing the Forecasted Demand/Surplus Growing Importance of Human Resource Planning

Opening case • HRP? ? ? NO, Thank you • A reputed south Indian university appointedOpening case • HRP? ? ? NO, Thank you • A reputed south Indian university appointed 218 people on temporary basis and paid them Rs 750/month later increased to 1575/month. • University already had surplus of these employees eating away 22% of budget allocation • 33% of temporary staff already working for 10 years – No laid down procedure for recruitment or appointment, go to vice chancellor and get your name scribbled on it and your are taken in

 • They then realised the guilt of violating Equal Remuneration Act and supressing human rights • They then realised the guilt of violating Equal Remuneration Act and supressing human rights • What to do with this 218 temoparay staff. . . ? ? • University can dismiss services of 33% as there have been breaks in their services. Will they take it? ? ? • While 67% of temporary staff, university can not terminate them, as there were no breaks • University decides to regularize their services, with 50 available vacancies • This would cost the university an exra expenditure of Rs 30 lakh/year. And 1. 2 crore for rest remaining. . .

Human Resource planning Right number Right Skills Right Time Right Cost 09 09 Human Resource planning Right number Right Skills Right Time Right Cost

HRP defined • Process of anticipating and making provision for the movement of people into, within,HRP defined • Process of anticipating and making provision for the movement of people into, within, and out of an organization

Objectives of HRP • To maintain  • To forecast • To optimize  • ToObjectives of HRP • To maintain • To forecast • To optimize • To utilize Right Cost. Right Skills. Right number Right Time

HRP at different planning levels Corporate – level planning Intermediate – level planning Operations planning PlanningHRP at different planning levels Corporate – level planning Intermediate – level planning Operations planning Planning short-term activities

Organizational plans and objectives Identify future human resource requirements Compare with the current HR inventory DetermineOrganizational plans and objectives Identify future human resource requirements Compare with the current HR inventory Determine the redundant numbers Determine the numbers, levels & criticality of vacancies Analyze the cost & time involved in managing the demand Analyze the cost & time required for managing surplus Retrench Choose the resources & methods of recruitment Redeploy HUMAN RESOURCE PLANNING MODEL

Assessing current human resources and making inventory • Job analysis • HR inventory – HRIS •Assessing current human resources and making inventory • Job analysis • HR inventory – HRIS • Generate a fairly accurate picture existing situation

Forecasting • Compare future needs with current availabity • Analyze companies change plan • Forecasting methodsForecasting • Compare future needs with current availabity • Analyze companies change plan • Forecasting methods used are Time Series Analysis, Regression Analysis and Productivity Ratios

Matching the inventory with future requirements • If the current inventory exceeds the future requirements •Matching the inventory with future requirements • If the current inventory exceeds the future requirements • Natural attrition cannot bring down resource to match • What to consider then? ?

MANAGING THE FORECASTED DEMAND / SURPLUS Managing future demand Managing Future Surplus 14 1405 MANAGING THE FORECASTED DEMAND / SURPLUS Managing future demand Managing Future Surplus

Dealing With Surplus Manpower Retrenchment outplacement layoffs Leave of absence without pay Loaning 09 0 BDealing With Surplus Manpower Retrenchment outplacement layoffs Leave of absence without pay Loaning

Work Sharing Reduced work hours attrition. Early/voluntary retirement 1 E 09 1711 28 Work Sharing Reduced work hours attrition. Early/voluntary retirement

Growing importance of HRP Growing importance of HRP

Thank you Thank you