HRM - Chapter 1 PDF

CHAPTER 1: HUMAN RESOURCE MANAGEMENT A. TYPES OF EMPLOYEES 1. THE INNOVATOR 2. PROBLEM SOLVER 3. THE OPTIMIST Almost everyone agrees on the values of Innovators to...

CHAPTER 1: HUMAN RESOURCE MANAGEMENT A. TYPES OF EMPLOYEES 1. THE INNOVATOR 2. PROBLEM SOLVER 3. THE OPTIMIST Almost everyone agrees on the values of Innovators to Workplace conflicts and everyday problem are as Positive attitude, self-motivation and pleasant an organization natural as work itself. personality can be the driving force for any Gifted with creativity and latent thinking skills and can A business can't succeed without facing problem business. offer unique and unconditioned perspective on the task and finding creative solutions around them Employees who bring these attributes exude at hand. It is management's task to hire people who can be and radiate positive energy creating an In this dynamic age, the key to survive and stay ahead is logical and skilful in resolving issues. Problem inspiring work environment to not to follow but drive the change and no one drives is solvers are the perfect fit for these roles. These kinds keep up the morale of the team better than the innovators. Generally unbiased and neutral, these employees even at the lows, when plans go out the place Although to bring them on board does require strategic analyse the roots of problem and weed out the and the sales figure tumble. action planning and convincing by the management. conflict, bringing positivity and harmony to the work environment 4. THE LEADER 5. THE PLANNED ONE 6. YES MAN There is no denying that companies need talented people to The planned employees are religious about the Yes Man' types of employees are always willing to take thrive and excel in their business but more importantly, how project as per deadline. challenges head on! to tap into their strength and make the best use of their The word 'procrastination' does not exist in their You may realize that it's virtually impossible to get all talents dictionary. these traits in one individual but it's to have a workforce More often than not, leaders are successful individuals who They meticulously plan things ahead and seldom consisting of individuals with different mind set-up and continuously drive and motivate their co-worker to succeed come late to the office. make them work together towards achieving common as well They live up to their word, earning trust and reputation goals. The leadership skills are different from the management among their senior and respect among their skills and the individuals who show leadership qualities subordinates such as motivating people and driving innovation are They might not be master’s at what they do but they undoubtedly bigger asset to any organization. surely get it done timely and efficiently. B. DEFINITION OF HRM MILKOVICH AND BOUDREAU a series of integrated decisions that form the employment relationship; their quality contributes to the ability of the organizations and the employees to achieve their objectives. DAVID A. DECENDO AND concerned with the people dimension in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them STEPHEN P. ROBBINS to higher level of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. This is true regardless of the type of organization - government, business, education, health, recreation or social action. EDWIN B. FLIPPO Is the planning, organising, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational, and social objective are accomplished. B. SCOPE OF HRM PERSONAL ASPECT It is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, lay off and retrenchment, remuneration, incentives, productivity etc. WELFARE ASPECT It deals with working conditions and amenities such as canteens, creches, rest and lunchrooms, housing, transport, medical assistance, education, health and safety, recreation facilities etc. INDUSTRIAL RELATIONS This cover union - management relations, joint consultant, collective bargaining, grievance and disciplinary procedures, settlement of disputes etc. ASPECT C. OBJECTIVES OF HRM 1. To help the organization reach its goals 2. To employ the skills and abilities of the work force efficiently 3. To provide the organization with well trained and well-motivated employees 4. To increase to the fullest the employee's job satisfaction and self-actualization 5. To develop and maintain quality of work life 6. To communicate the HR policies to all employees 7. To be ethically and socially responsible to the needs of society D. IMPORTANCE OF HRM INDIVIDUAL LEVEL It promotes teamwork and team spirit among employees It offers excellent growth opportunities to people who have potential to rise It allows people to work with diligence and commitment ENTERPRISE LEVEL Good practice helps in attracting and retaining the best people in the organization Helps in training people for changing roles, developing right attitude towards the job and the company, promoting team spirit, commitment etc. SOCIETY LEVEL Employment opportunities multiply Scarce talents are put to best use E. EVOLUTION OF HRM WELFARE MANAGEMENT PERSONAL MANAGEMENT DEVELOPMENT PHASE GROWTH ORIENTED Welfare management, maintaining records of Firefighting stage - Employee disputes, Importance given on efficiency and Employees are considered as assets employees such as trade unions, decisions effectiveness, emphasis on Roles: Developer, counsellor, coach, attendance, leave etc. taken by top management human values, dignity mentor, problem solver Roles: Welfare administrator Roles: Advisor, mediator, legal advisor, fire Roles: Change agent, trainer etc fighting F. HUMAN CAPITAL AND HRM G. HUMAN RESOURCE MANAGEMENT FRAMEWORK COMPETITIVE CHALLENGES HUMAN RESOURCES EMPLOYEE CONCERNS AND ISSUES Change in marketplace and economy, Planning, Job design, Recruitment, Staffing, Training Job Security, Health Care, Diversity issue, Age, Globalization, Sustainability, Technology, and development, Appraisal, Communications, gender, and generational issue, Retirement issue, Productivity and Cost Challenges, Leveraging Compensation, Benefits, Labor Relations, Education level, Employee rights and privacy, Work employee differences. International HR attitudes and employee engagement, Work life balance H. COMPETITIVE CHALLENGES I. HUMAN RESOURCES MANAGERS AND BUSINESS STRATEGIES J. HOW GLOBALIZATION AFFECT HRM K. L. CORPORATE SOCIAL L. SUSTAINABILITY M. TECHNOLOGY CHALLENGES N. PRODUCTIVITY AND COST O. EMPLOYEE RESPONSIBILITY (CSR CHALLENGES CHALLENGES P. FUNCTION OF HRM MANAGERIAL FUNCTION OPERATIVE FUNCTION ADVISORY FUNCTION Planning, Acquistion, Training & Development, Motivation, Top management Organizing, Maintenance, Remuneration, Working conditions, Department heads Directing, Personnel Records, industrial relations, Controlling separation. Q. LINE AND STAFF ASPECT OF HRM AUTHORITY right to make decisions and give orders LINE AUTHORITY Gives right to issue orders to the managers or employees- creates a superior –subordinate relationship STAFF AUTHORITY Gives the manager the right to advise other managers and employees. It creates an advisory relationship HR MANAGERS considered as staff managers, since they assist and advise the line managers in areas like recruiting, hiring and compensation. R. RESPONSIBILITY OF HUMAN RESOURCE MANAGER STRATEGIC ADVICE AND COUNSEL in-house consultants to supervisors, managers, and executives. SERVICE host of service activities such as recruiting, selecting, testing, and planning/conducting training programs. POLICY FORMULATION AND propose and draft new policies or policy revisions to cover recurring problems or to prevent anticipated problems. IMPLEMENTATION monitor the firm’s managers and employees to ensure they follow established HR policies, procedures, and practices EMPLOYEE ADVOCACY serve as an employee advocate—listening to employees’ concerns and representing their needs to managers— to make certain that the interests of employees and the interests of the organization are aligned with one another. S. COMPENTENCIES HUMAN RESOURCE MANAGERS REQUIRE BUSINESS MASTERY HR MASTERY PERSONAL CREDIBILITY Need to know the businesses of their organizations HR professionals are the organization’s behavioural HR professionals are the organization’s behavioural and their strategies thoroughly. science experts. science experts. Requires an understanding of an organization’s Develop expert knowledge in the areas of staffing, Develop expert knowledge in the areas of staffing, customers and economic and financial capabilities to development, appraisals, rewards, team building, development, appraisals, rewards, team building, help a firm shape and achieve its strategic direction performance measurement, and communication. performance measurement, and communication. and adjust it as needed. Good interpersonal skills are essential. Good interpersonal skills are essential. T. CHALLENGES TO HRM o Globalization o Technological Advances o Nature of work o Size & composition of the workforce o Rising employees' expectations o Life-style changes o Less attached/temporary employees o New HRM concerns o Learning organizations o Impact of new economic policy o Political ideology of the government