Human Resource Management

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Human Resource Management
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DEFINITION

• Human resource management is defined as proactive
  system wide interventions, with emphasis on fit,
  linking HRM with strategic planning and cultural
  change.

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Human Resource Management

• planning employment needs
• recruiting
• selecting
• training
• developing

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Changes in Human Resource Environment

• cultural diversity
• shift from manufacturing to services
• women in workforce
• dual career families
• downsizing
• outsourcing
• sexual harassment
• increase in temporary workers

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High-Performance Work Practices

• Self-directed work teams
• Job rotation
• Skills training
• Encouraging innovation and creativity
• Performance-based pay
• Cross-functional integration

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Planning Human Resource Needs

• determining job needs
• job analysis behaviors necessary to perform job
• job description what, how and when tasks are
  done
• job specifications minimum acceptable
  qualifications
• determining human resource needs
• calculate number of employees needed
• assess current employees skills
• determine action program
• recruit and select employees.

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Developing Sources of Supply of Employees

• from within the organization (internal)
• upgrading (training)
• transferring
• promoting

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Developing Sources of Supply of Employees

• from outside the organization (external)
• former employees
• personal applications
• friends
• competing firms
• labor organizations
• employment agencies
• schools and colleges.

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Recruiting and Selecting Employees

• recruitment - creating a pool of potential
  employees
• selection - choosing the specific person for a
  job
• personal background
• aptitudes and interests
• attitudes and needs
• skills and technical abilities
• health, energy, and stamina

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Selection Process

• resume screening
• preliminary interview
• biographical verification
• testing (valid and reliable)
• physical
• drug
• personality
• aptitude
• in-depth interview
• assessment centers or trial period

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Training and Development

• training
• specific detailed job skills
• types of training
• on-the-job
• coaching, job rotation, planned progression
• development
• broader, covering growth of abilities, attitudes,
  personality development
• executive development programs, sensitivity
  training, organizational development

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New Employee Orientation

• goal is to
• reduce turnover
• lessen anxiety
• acclimate employee
• instill work values and ethics.

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Performance Appraisals

• standard evaluation process
• pre-established criteria
• may be part of an MBO

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Compensating Employees

• wages
• salaries
• employee benefits
• income is determined by
• what management is willing to pay
• what managers are required to pay
• what managers are able to pay.

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Employee Benefits

• health packages
• social security
• unemployment compensation
• workers compensation
• The Family and Medical Leave Act
• Voluntary benefits
• holidays, personal days, educational benefits,
  child-care, elder care

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JOB ATTITUDE

• Three types of work related attitudes
• Job involvement Identifying with ones job
• Organizational commitment Identifying with top
  management and organization
• Job satisfactionResult of the above two and
  indicates the overall attitude towards job

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Job involvement

• Time orientation
• Spends enough time to plan and get the work done.
• Work orientation
• Priority of job over other activities
• People orientation
• Disposition towards people in getting the work
  done

Dr. MG Jomon, XIMB
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Organizational Commitment

• Organization
• Sense of pride and obligation towards the
  organization. Willing to do anything make the
  organization successful
• Top Management
• Ability to identify, support and contribute with
  people responsible at the organization. This will
  not change with the change of top management.
• Team orientation
• Disposal toward work with others in teams to
  realize organizational goals

Dr. MG Jomon, XIMB
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JOB SATISFACTION

• Recognition
• Utilization of my expertise and services by the
  organization.
• Development
• How well am I growing along with the organizaiton
• Benefits
• My personal gains out of my work in this
  organization

Dr. MG Jomon, XIMB
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Attitude competency

• A capacity that exists in a person that leads
  to behaviour that meets the job demands which
  brings in desired results beyond knowledge and
  skill.
• Is the sum total of a persons disposition
  towards the job seen in his behavour of job
  involvement, organizational commitment and
  overall satisfaction to meet the job requirements
  and the ability to bring in desired results.

Dr. MG Jomon, XIMB
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JOB PERFORMANCE

• In-role behaviour
• What an employee does in his role
• Activities carried out as part of the job
  description
• Extra-role behaviour
• What an employee does beyond his role
• Activities are not part of his job specification

Dr. MG Jomon, XIMB
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JOB ATTITUDE AND PERFORMANCE

• Co-relation between job involvement and In-role
  behaviour
• Co-relation between job commitment and extra-role
  behaviour
• What are the other co-relations that you can find
  from your data?
• What are the major research questions that arise
  out of the study?

Dr. MG Jomon, XIMB
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Research Questions?

• While it is well accepted that Knowledge, skill
  and attitude are the components of attitude, why
  in the educational curriculum and training
  programs attitude does not figure as a major
  area?
• Is Job satisfaction an attitude at all?
• Will job satisfaction leads to good performance
  or good performance leads to job satisfaction?

Dr. MG Jomon, XIMB
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He who cannot change the very fabric of his
thought will never be able to change reality

- Anwar-el-Sadat
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CONCEPT OF CHANGE

• Act of becoming different Oxford Dictionary
• Basis for all problems Pre- Socratic
  philosophers
• Transformation in space and time Subsequently
• Anarchic and even lunatic Alwin Toffler(1990)

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MOTION AND CHANGE

• Motion is
• Shift of position over time
• Variation referred to location
• Change is
• Transformation referred to a structure
• May have nothing to do with location

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DIFFERENCE AND CHANGE

• Difference refers to
• More than one structure
• No similarity among structures
• Change refers to
• Single structure
• Similarity is defined and compared

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GROWTH AND CHANGE

• Growth
• Physical maturation
• Pace goes along with chronological age
• Change
• Not limited to physical dimension
• Pace cannot be determined

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DEVELOPMENT AND CHNAGE

• Development occurs
• As a result of learning, maturation and
  experience
• Orderly and predictable pattern
• Change
• Is an independent phenomena
• Predictable pattern not foolproof

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HOW DO WE KNOW THE PRESENCE OF CHANGE OR CHANGE
HAS HAPPENED?

• Is present when differences occurs over a period
  over the same structure
• Recognize change when something is not what it
  was in time or space
• Interpret by trying to make sense of the
  differences in time and space

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TIME

• The indefinite continued progress of existence
  in past, present and future regarded as a whole.

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SPACE

• A continuous, unlimited area (which may or may
  not contain objects)

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WHAT IS CHANGE?

• Is a complex adaptive system, a system that
  transforms its behavior in response to its
  environment or its own circumstances
• (Falconer James, 2003)

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CHANGE IS A COMPLEX SYSTEM

• Change evolves as a stable system, far from
  equilibrium,
• constantly seeking tension rather than
  resolution.
• Intervention does not necessarily cause change,
  it affect
• change or alter outcome
• Change is not linear- no boundary conditions, no
  
• discrete steps
• Change behave unpredictably
• Change never ends
• Change is iterative and acquisitive
• It cycle around and augments itself

Dr. MG Jomon
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CHANGE IS A COMPLEX SYSTEMContd.

• Not a self optimizing system a self-degrading
  system
• Has no cause to advance
• Always re-explore the general domain.
• No interest in pre-determined objectives
• Change is recursive reoccur with differing
  scope scale
• Often force-fit approach is considered for
  change intervention

Dr. MG Jomon
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CHANGE MANAGEMENT

• EngineerImprove efficiency parameters
• Manager Improve business performance
• HR Improve human capital performance
• Change Management is to do with
• lead change
• enable change
• steward change
• navigate change

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CHANGE MANAGEMENT

• Change Management is the business of helping
  companies ease the pain of transformation (Leon
  Mark, 2003)

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APPROACH TO CHANGE MANAGEMENT

• HBR ReadingCracking the code of change
• 1. Theory E Hard approach
• Concept Economic value by shareholder returns
• Case Scott Paper-Al Dunlap
• 2. Theory OSoft Approach
• Concept Organizational Capability by Building
  corporate culture
• Case Champion International-Andrew Sigler
• 3. The EO Theory(combined)
• Concept OE competitive advantage
• Case GE-Jack Welch
• ASDA-Archie Norman Allan Leighton

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HR ROLE IN CHANGE MANAGEMENT CASE DISCUSSION

• Organizational transformation in a Taiwanese
  company
• Case in brief
• Discussion
• Analysis
• Learnings

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REPOSITIONING HR FOR BUSINESS RESULTS

• NTPC CASE
• Organizational diagnostic study including plants
• Corporate strategy
• HR strategy
• Training all HR heads
• Workshops at plants

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CONCLUSION

• HR function is being emerged as a strategic and
  activities that are not strategic in nature are
  being slowly sourced out
• Change management is being recognized a the key
  HR strategic function
• HR managers are to be change managers in
  organizations
• Change is a complex system process navigation
  of changeHerculean task

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The only certainty is nothing is certain- Pliny
the elder
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Human Res HRM FRAMEWORK
Session 1
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INDUSTRIAL RELATIONS PEACEPERSONNEL MANAGEMENT
STABILITYHUMAN RESOURCES DEVELOPMENT
DEVELOPMENT
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HRM FRAMEWORK
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List of HRM FUNCTIONS

• Kindly classify the following into three HRM
  functions viz. IR, Personnel and HRD
• Negotiations, Bargaining, Settlement,
  Liaisoning, PR, Compliances- legislations, Draft
  Rules and orders, Implement IR programs, Power
  and status equations, Grievance handling,
  Absenteeism, Induction, Performance management,
  Potential development, Career development, Role
  analysis, Role efficacy, Role effectiveness,
  Succession planning, Feedback system, Training
  and development, Mentoring system, Taskforce,
  Small Group Activities, Action Research, HRIS,
  Reward system, Manpower planning, Recruitment and
  selection, Promotion, Transfers and separations,
  Wage and salary administration., Time management,
  Time office, Welfare administration, MIS,
  Employee Records, Personnel Audit and Retention.

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HRM FUNTIONAL AREAS
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HRM SUPPORTIVE FRAMEWORK