Human Resource
Philosophy
Human Capital Planning and
Employee Hiring
Strategic HRM JOB ANALYSIS
CHARACTERISTICS JOB EVALUATION
HUMAN RESOURCE PLANNING
BARRIERS
CAREER PLANNING
RECRUITMENT
SELECTION
HR Development
Industry Relations TRAINING
INDUSTRIAL RELATIONS METHODS
INDUSTRIAL DISPUTES HRD
EMPLOYEE GRIEVANCE MANAGEMENT & EXECUTIVE
TRADE UNIONS
Performance Appraisal
METHODS
MODELS
Human Resource Management at Work
• What Is Human Resource Management (HRM)?
– The policies and practices involved in carrying out the “people” or
human resource aspects of a management position, including
recruiting, screening, training, rewarding, and appraising.
1–2
Scope of HRM
Nature of
HRM
Prospects Employee
of HRM Hiring
HRM
Employee &
Industrial
Executive
Relations
Remuneration
Employee Employee
Maintenance Motivation
Human Resource Management, 5E 3
Objectives of HRM
Personal
Objectives
Functional
Objectives
Organisational
Objectives
Societal
Objectives
Human Resource Management, 5E 4
History of HRM - 1
• Scientific Management Approach (mid 1900s) –
– 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 (1970s)
– Principles
• Employees are assets
• Policies, programmes and practices - help in work and personal
development
• Conducive environment
HRM in India
In the 1970s and 1980s typical HRM functions in organization
included:
• Personnel and administration
• Industrial relations
• Labor welfare
Up to the mid-80s human resource management in Indian
organizations grew through various phases under the
influence of the following factors:
• A philanthropic viewpoint about doing good for workers
• A legislative framework
• Government policies
• Trade unions
• Emerging trends/concepts in management
• Changes in the economy
1–7
Key challenges of HRM
• Workforce development – staff are now expected to learn new skills on a
regular basis. Need to think about how you enable your staff to do this.
• Organisational Structure – need to think about the best way to configure
this. What is the best way for people to work together? Need to allow
opportunity for people to easily step out of their teams and work with
others.
• Culture Change – this is a universal challenge and libraries are not
necessarily the best-equipped at dealing with this. This is perhaps the
most difficult challenge as culture is intrinsic and deep-rooted.
• Work/Life Balance – how do you match flexible working needs with
providing services?
HR Management Challenges
Workforce Availability and Quality Concerns
Inadequate supply of workers with needed skills for “knowledge jobs”
Education of workers in basic skills
Growth in Contingent Workforce
Increases in temporary workers, independent contractors, leased employees,
and part-timers caused by:
Need for flexibility in staffing levels
Increased difficulty in firing regular employees.
Reduced legal liability from contract employees
HR Management Challenges
Organizational Cost Pressures and Restructuring
Mergers and Acquisitions
“Right-sizing”—eliminating of layers of management, closing facilities,
merging with other organizations, and outplacing workers
Intended results are flatter organizations, increases in productivity, quality, service and
lower costs.
Costs are “survivor mentality”, loss of employee loyalty, and turnover of valuable
employees.
HR managers must work toward ensuring cultural compatibility in mergers.
RESPONSIBILITY, 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 Aspects of HRM
• Line manager
A manager who is authorized to direct the work of subordinates and is
responsible for accomplishing the organization’s tasks.
• Staff manager
A manager who assists and advises line managers.
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human Resource Management, 12/e
1–12
LINE AND STAFF FUNCTIONS
Departments or employees of a firm that perform
core
a support
activities
function
Contributes indirectly
directly toto
the
the
business
business
ofof
the
the
firm
firm
Ex: HR
Manufacturing
and Financeand departments
Marketing departments
Human Resource Managers’ Duties
Line Function Coordinative
Line Authority Function
Implied Authority Functional Authority
Functions of
HR Managers
Staff Functions
Staff Authority
Innovator
Employee Advocacy
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human Resource Management, 12/e
1–14
The Role of Human Resources Department
As a specialist
As a facilitator
As a change agent
As a controller
The Changing Environment of
Human Resource Management
Globalization Trends
Technological Trends
Changes and Trends
in Human Resource
Management
Trends in the Nature of Work
Workforce Demographic Trends
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human Resource Management, 12/e
1–16
The Changing Role of
Human Resource Management
Strategic Human
Resource
Management
Managing with the New Creating High-
HR Scorecard Responsibilities Performance Work
Process for HR Managers Systems
Measuring the HRM
Team’s Performance
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human Resource Management, 12/e
1–17
Changing concept of HRM
Globalization and its implications
Work-force Diversity
Changing skill requirements
Corporate downsizing
Continuous improvement programs
Re-engineering work processes for improved
productivity
Contingent workforce
Decentralized work sites
Employee involvement
Human Resource Management, 5E 18
FIGURE 1–1
HR Organization Chart
for a Large Organization
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Source: www.hr.wayne.edu/orgcharts.php. Accessed May 6, 2007.
Authorized adaptation from the United States edition of Human Resource Management, 12/e
1–19
FIGURE 1–2 HR Organizational Chart (Small Company)
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human Resource Management, 12/e
1–20
