Hire Math, KLS-IMER, Belgaum

8/8/2019 Hire Math, KLS-IMER, Belgaum

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"We are in one of those great historicalperiods that occur every 200 to 300 years

when people dont understand the worldanymore, when the past is not sufficient

to explain the future."

Peter Drucker

Albert Einstein"Try not to become a man of success but

rather to become a man of value"


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Fundamental Concepts of HR/ Employees / People

Valuable Resource

Rare Resource

Inimitable Resource

Non-Substitutable Resource


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Fundamental Concepts of

Management

Management is a Process

Coordination of resources

Body of Personnel


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What can you see in HRM Books?

Globalization creates +ve and ve impacts

World Trade & GDP

Business Enterprises in India & Abroad

HRM is no more a ____ advisory function (service dept)

HR is linked to business strategies of the organisation

Its now become a ______ Function

Balance Stake holders External and Internal


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Definition of HRM"HRM will be regarded as a valuable business

partner and important organizationalresource when the business units aresatisfied with the results achieved through

human performance and processimprovement

Process of Acquiring, Developing, Motivating,Evaluating, Compensating, Awarding,Retaining (ADMECAR) employees to ______organisational goals


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Definitions

McKinsey 7-S Model = Structure /System / Strategy / Staff / Skills / Style

/ Shared Values

HRM is all about developing andmaintaining qualified workforce

Strategic and Coherent approach to themanagement of an organization's most

valued assets


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Management

Manage + Men + Tactfully

Art of getting work done through thepeople, and w ith the people in

formally organized groups


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Versions / Distinctions of

HRM John Storey 1989

Hard HRM (Unitarist Approach):Manage people in ways that will obtain added value from

them and thus achieve competitive advantage

Soft HRM:

Treating employees as valued assets, a source ofcompetitive advantage through their commitment,

adaptability and high quality skills, performance etc


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Development of HRM Concepts

Philosophy of Soft & Hard HRM can be tracedback to McGregors writings in 1960 X & Ytheories

HRM gained prominence since last 2-3 decades

It emerged as an inter-disciplinary andintegrated approach towards development of HR

Developing competencies (SKA)


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Development of HRM Concepts

Full concept of HRM emerged in the mid 1980s

Initial concepts (cultures and commitment) byAmerican writers in 1980s

Takeover of these comments by British writersin the late 1980s and early 1990s who wereskeptical about the reality beyond the rhetoric,

and dubious about its morality

The assimilation of HRM into traditionalpersonnel management


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Aims of HRM

RetainingDeveloping SKA

Develop Highperformance worksystems (HPWS)

Create / Maintain -Productive andHarmoniousrelationships b/wmgt & emp

Knowledge Mgt

Teamwork andFlexibility

Adapt to the needsof stake holders

Ensure Rewardingand Valuing

Managing diverseworkforce

Equal opportunitiesto all

Ethical approach tomanage employees

Physical and Mental

well-being ofemployees


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Two initial concepts of HRM werechristened by Peter Boxall (1992)

The Matching Model C.J.Fombrun,Michigan School, 1984

The Harvard Framework M.Beer,Harvard School, 1992


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The Matching Model


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The Matching Model

The essential idea of this model is that HRsystems should be matched to the firms

desired competitive position.

There is a Human Resource Cycle which

consists of 4 generic processes performedin all organisations: (1) Selection, (2)Appraisal, (3) Rewards, & (4) Development.

HR function should be linked to the lineorganisation.


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The Harvard Framework

Stakeholder Interests:

-Shareholders-Management-Employees

-Government-Unions

Situational/EnvironmentalFactors:

-Workforce Characteristics-Bus Strategy & conditions-Mgt Philosophy-Labour Market-Unions

-Task-Technology-Laws and Social Values

HRMPolicyChoices:

-Employeesinfluence

-HR flow

-Reward Sys

-Work Sys

HRMOutcomes:

-Commitment

-Congruence

-Costeffectiveness

Long-termConsequences:

-Individual

well-being

-OrganisationalEffectiveness

-Societalwell-being


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The Harvard Framework

The idea of Harvard framework is that humanresource strategy should be linked to

business strategy but the need forconsideration of, and compromises with theworkforce and union aspirations is alsorecognised.

Many pressures are more demanding, morecomprehensive, more strategic w.r.t HR. Suchpressures create need for long-term

perspective in managing people.


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HRM -v/ s- PM

1) Managing peopleemployed

2) Commodity or Tool3) Cost Centre

4) Organisational Benefit

5) Reactive approach6) Responsibility of all

line managers

7) Seeks to influence linemanagement

8) Narrow in approach

9) Its a necessity

1) Managing SKA, ability,talent, aptitude,

2) Resource3) Profit Centre

4) Mutual Benefit

5) Proactive approach6) Central sub-system of

organization

7) More integrated linemanagement activity

8) Holistic on approach

9) Its a choice


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Reservations about HRM

HRM does not pass muster either as areputable theory or as an alternative andbetter form of personnel management

HRM David Guest(1991) is an Optimisticbut ambiguous concept. Its hype and hope!!

Even if HRM exists as a distinct process, many

doubt that its full of contradictions andmanipulations

The prized goals of HRM remains unproven atits best and unfulfilled at worst


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Why HRM emerged in India???

Increased competition

Emphasis on Quality

Flexibility in operations

Willingness to adapt to

changing market needs

Global Market conditions


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Reactions to HRM from Employees

Hostile to the interest of workers and itsmanagerial.

Research conducted by David Guest andConway (1997) Motivation was significantly

higher where more HR practices were inplace.

Brainwashed by management.

Hyperbole and Rhetoric of human resourcemanagement.


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Key HRM Activities

OD

IR

Manpower planning & recruitment

PA & PM HRD

Reward Systems

Employment relationship

Documents

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