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HUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT. Competitive challenges and HR. Going global Embracing new technology Managing change and organisation culture Developing human capital Responding to the market Containing costs Downsizing Outsourcing and employee leasing Enhancing productivity.

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HUMAN RESOURCE MANAGEMENT

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  1. HUMAN RESOURCE MANAGEMENT

  2. Competitive challenges and HR • Going global • Embracing new technology • Managing change and organisation culture • Developing human capital • Responding to the market • Containing costs • Downsizing • Outsourcing and employee leasing • Enhancing productivity

  3. Other challenges faced • Demographic and Employee concerns • Demographic changes • Diversity of backgrounds • Age distributions • Gender distribution • Rising level of education • Cultural changes • Concern for employee rights • Changing attitude towards work • Balancing work and family

  4. Functions of HR MANAGERIAL FUNCTIONS Planning Organising Directing Controlling OPERATIVE FUNCTIONS Staffing Development Compensation Motivation Maintenance Integration

  5. Operative functions of HR Job analysis, HRP, Recruitment, Selection, Placement, Induction, Internal Mobility STAFFING Competency profiling, Training and development, Performance & potential management, Career management, 360 degree feedback DEVELOPMENT Job design, Work scheduling, Job evaluation, Compensation administration, Incentives and benefits COMPENSATION & MOTIVATION

  6. Operative functions of HR (contd.) Health, Safety, Welfare, Social security MAINTENANCE Employment relations, Grievance, Discipline, Trade unions, Participation, Collective bargaining INTEGRATION

  7. Scope of HRM • Labouror Personnel aspect – Recruitment, Selection, Transfer, Promotion etc. • Welfare aspect – Housing, Lunch room, Health and Safety, Transport, education etc. • Industrial relation aspect – Union Management relations, Negotiation, Grievance handling etc.

  8. HRM Environment - External

  9. HRM Environment - Internal

  10. HRM Policies • Policy – is predetermined course of action established to guide the performance of work towards accepted objectives. • Importance -: (1) Clear Thinking (2)Uniformity & Consistency of Admin. (3)Sence of Security (4)Control

  11. Types of HR Policies • Originated policies – Made by top Management. • Appealed policies – Made on request to handle certain situation, or if certain aspects are missing in the main policy. • Imposed policies – Imposed by Govt & Legal authorities. • General policies – Do not relate any issue, may represent the priority of Top Mgmt. (WPM). • Specific Policy – Related to specific issues like Recruitment, Transfer, Promotion etc.

  12. System Approach to HRM • Systematic functioning as per the external environment. • Org can’t change external environment but try to use it to the fullest extent. • Need to fulfill various demands i.e. • Customer demand – Quality product, Reasonable price. • Employee demand – Higher wages, stable employment. • Govt demand – Payment of taxes, Compliance of various laws. Thus, proper management of all the activities is crucial.

  13. HRM and Relations with other Departments • Departments – Marketing, Finance, Production • Relationship on the basis of – Growth & Development, Procurement, Benefits.

  14. Human Resource Planning • Meaning – Assessment of Human Resource Requirements & also the time & stages of requirement. • Right person ---At Right place ---At Right time. • Definition – HRP is defined as the process by which management determines how an org should move from its current manpower position to its desired manpower position.

  15. Objectives of HRP • To ensure optimum use of existing HR. • To forecast future requirement for HR. • To provide control measures to ensure that necessary HR are available as and when required. • To asses the surplus and shortage of HR. (Downsizing). • To anticipate the impact of technology on jobs and HR.

  16. Objectives of HRP – Contd. • To determine the level of Recruitment and Training. • To estimate the cost of HR and Housing needs of employees. (Or HRA). • To provide the basis of MDP. • To meet the needs of expansion and diversification programmes.

  17. Importance of HRP • Future Personnel needs • Creating highly talented personnel • International Strategies • Foundation of personnel function • Resistance to change and move

  18. Factors Affecting HRP

  19. HRP Process Environment Org objectives & policies HR Supply Forecast

  20. HRP Process (Contd.) • Environmental Scanning - : • Economic factors • Technological Changes • Demographic changes • Political and legislative issues • Social concerns

  21. HRP Process (Contd.) • Org objectives and policies-: • HR plans need to be based on org objectives, this implies that the objectives of the HR plan must be derived from Org objectives.

  22. HRP Process (Contd.) • HR Demand forecast-: • The process of estimating the future quantity and quality of people required. • The basis of forecast will be annual budget and long term corporate plans. • Demand forecasting must consider several factors like internal (Budget constraints, employee separations, production level) and external (Competition, laws, change in technology).

  23. HRP Process (Contd.) • Demand forecasting techniques are-: • Managerial judgment • Ratio trend analysis • Delphi technique • Regression analysis • HR Supply forecasting-: • Supply forecasting measures the number of people likely to be available from within and outside an org.

  24. HRP Process (contd.) • HR Programming-: • Once the Org’s HR Demand and Supply are forecast, the two must be reconciled or balanced in order that vacancies can be filled by the right employee at the right time. • HR Plan Implementation-: • Implementation requires converting an HR plans into action. (Recruitment, Training, Succession plan etc.)

  25. HRIS • HRIS is a database system that keeps important information about employees in a central and accessible location. • The information provided by HRIS can help the organisation to gain competitive advantage. (SWOT of org.)

  26. Information categories of HRIS • Basic non confidential information-: Employee name, Org name, Work location • General non confidential information -: Social security number, Position related information (codes, tittles, effective date)

  27. Info categories of HRIS (contd.) • General information with salary -: Current salary, Effective date, Amount of last change, Reason for last change. • Confidential information -: performance evaluation grade, warning, punishment e.g suspension, personal issues e.g legal suites

  28. Info categories of HRIS (contd.) • Extended information -: Information of previous category, Bonus Projected salary increase , Performance evaluation.

  29. Job analysis is the process of collecting and analysing job related information to prepare JD & JS Job Analysis

  30. Job Analysis (contd.) • Job description -: A statement containing items such as Job title, Location, Job summary, Working condition etc. • Job specification -: A Statement of human qualifications necessary to do the job. Usually contains items such as Education, Experience, Training, Communication skills etc.

  31. Purposes of Job Analysis • HRP • Recruitment & Selection • Training & Development • Remuneration • Safety & Health • Performance Appraisal

  32. Methods of Collecting Job Data • Observation • Interviews • Questionnaire • Technical Conference Method

  33. Process of Job Analysis Strategic Choices Gather Information Process Information Job Description Job Specification

  34. Process (contd.) • Strategic Choices –: • Employee Involvement • Level of Details • When and How often • Past oriented and Future oriented • Gather Information –: • What type of Data to Collected (machine, tools & work activities) • Data collection methods • Who to collect Data (Trained analyst, Supervisors, Job incumbents)

  35. Process (contd.) • Information Processing -: How collected information will be used in forming Job Description and Job Specification. • Job description –: • Job Specification -:

  36. JOB DESIGN isa conscious effort to organise tasks, duties and responsibilities into a unit of work to achieve a certain objective.

  37. STEPS IN JOB DESIGN • 1.SPECIFICATION OF INDIVIUAL TASKS • 2. SPECIFICATION OF METHODS OF PERFORMING EACH TASKS • 3.COMBINATION OF TASKS INTO SPECIFIC JOBS TO BE ASSIGNED TO INDIVIUALS.

  38. JOB REDESIGN isa conscious effort to re-organise tasks, duties and responsibilities into a unit of work to satisfy both technological and human considerations simultaneously.

  39. FACTORS AFFECTING JOB DESIGN • 1.ORGANISATIONAL FACTORS *CHARACTERISTICS OF TASK *WORK FLOW *ERGONOMICS *WORK PRACTICES 2.ENVIORNMENTAL FACTORS *EMPLOYEE ABILITY & AVAILABILITY *SOCIAL & CULTURAL EXPECTATIONS

  40. CONT. WITH FACTORS • 3.BEHAVIORAL FACTORS *FEEDBACK *AUTONOMY *USE OF ABILITIES *VARIETY.

  41. JOB DESIGN APPROCHES *JOB ROTATION • moving from one job to another *JOB ENGINEERING FOCUS ON TASKS,METHODS,LAYOUT,STANDARDS,MACHINES.BASED ON TIME & MOTION STUDIES.

  42. CONT. WITH APPROCHES • JOB ENLARGEMENT EXPANSION OF NO. OF DEFFERENT TASKS PERFORMED BY EMPLOYEE IN A SINGLE JOB. IT LEADS TO MOTIVATION DUE TO 5 FACTORS- 1.TASK VARIETY 2.MEANINGFUL WORK MODULE 3.ABILITY UTILISATION 4.WORKER PACED CONTROL 5.PERFORMANCE FEEDBACK

  43. CONT. WITH APPROCHES • JOB ENRICHMENT ADDING MORE MOTIVATORS TO A JOB TO MAKE IT MORE REWARDING.JOB BECOMES ENRICHED WHEN IT GIVES JOB HOLDER MORE DECISION-MAKING,PLANNING & CONTROLLING POWERS. *

  44. FEATURES OF ENRICHED JOB 1.DIRECT FEEDBACK 2.CLIENT RELATIONSHIP 3.NEW LEARNING 4.SCHEDULING OWN WORK 5.UNIQUE EXPERIENCE 6.CONTROL OVER RESOURSES 7.DIRECT COMMUNICATION 8.PERSONAL ACCOUNTABILITY. SNOWBALL EFFECT-CO. HV FIXED AMT. OF AUTHORITY TO DISTRIBUTE.ENRICHING ONE’S JOB MEAN TAKING AUTORITY AWAY FROM ANOTHER.

  45. ISSUES IN JOB DESIGN 1.TELECOMMUNICATING 2.ALTERNATIVE WORK PATTERN 3.TECHNOSTRESS 4.TASK REVISION 5.SKILL DEVELOPEMENT

  46. Recruitment • The process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected. • Recruitment is a process of inviting applications from prospective employees. • Recruitment is a positive process.

  47. OBJECTIVES 1.DETERMINE THE PRESENT & FUTURE REQUIREMENT 2.INC. THE POOL OF CANDIDATES AT MIN. COST 3.HELP INC. THE SUCCESS RATE OF SELECTION PROCESS BY REDUCING THE NO. OF UNDERQUALIFIED JOB APLICANTS 4.MEET ORGANISATION’S LEGAL & SOCIAL OBLIGATION. 5.PREPARING POTENTIAL JOB APPLICANTS 6.EVALUATE THE EFFECTIVENESS OF ALL TYPES OF SOURCES. 7.INC. ORG. & INDIVIUAL EFFECTIVENESS

  48. FACTORS AFFECTING RECRUITMRNT *EXTERNAL FACTORS 1.DEMAND & SUPPLY 2.UNEMPLOYEMENT RATE 3.LABOR MARKET 4.POLITICAL-SOCIAL 5.SONS OF SOIL 6.IMAGE

  49. CONT .WITH FACTORS • INTERNAL FACTORS 1.RECRITMENT POLICY 2.HRP 3.SIZE OF FIRM 4.COST 5.GROWTH & EXPANSION

  50. Recruitment Process PLANNING STRATEGY DEVELOPEMENT SEARCHING SCREENING Evaluating & CONTROL

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