HUMAN RESOURCE MANAGEMENT MODEL

EXTERNAL ENVIORNMENT

Economy Government

Labor markets Competitors

Demographics

ORGANIZATIONAL ENVIORNMENT
Managements goals and values Corporate Culture Strategy Technology Structure Size

HUMAN RESOURCE FUNCTIONS

Planning for Organizations, Jobs and People a) Strategic HRM b) Human Resource Planning c) Job Analysis Acquiring Human Resources a) EEO b) Recruiting c) Selection Building Performance and Motivating Performance a) Human Resource Development b) Performance assessment and Management c) Compensation System development d) Incentive compensation Maintaining Human Resources a) Benefits b) Safety and Health c) Labor relations and collective bargaining d) Employment transitions Managing Multinational HRM

EMPLOYEES
Motivation Abilities Interests Personality Attitudes

JOBS
Requirements Rewards

JOB OUTCOMES
Performance Productivity Quality Satisfaction Retention

ORGANIZATIONAL OUTCOMES

Survival

Competitiveness

Growth

Profitability

RESPONSIBILITIES AND COMPETENCIES OF HR MANAGERS

RESPONSIBILITY
Advice and Counsel Service

Policy formulation and Implementation

Employee advocacy

COMPETENCIES
Business Mastery---- Business Acumen, Customer Orientation, External relations HR Mastery----- Staffing, Performance Appraisal, Rewards System, Communication, Organization Design Change Mastery-----Interpersonal skills and influence, Problem solving skills, Rewards System, Innovativeness and creativity Personal Credibility---- Trust, Personal relationships, Lived Values, Courage

EVOLUTION OF HR MANAGEMENT

 Traditionally, HR has always played the role of a support function, catering to resourcing, training and motivation requirements, the modern organisation demands a more enhanced participation from the HR department. Strategic HR (SHR), the new avatar, is a realisation that HR can play a more important and proactive role in the emerging flexible new organisation paradigm. The HR function is well linked with the strategic goals and objectives of an organisation, such that HR can augment the organisations ethos, and foster a participative culture. Strategic HR, thus, recognises HRs partnership role in the organisations strategising process.

Traditional HR A traditional HR company focuses on clearly laid out and more operational responsibilities of: Staffing/resourcing/hiring: Getting the right people for the appropriate role/position Evaluating/rewarding: Setting a system of evaluating performance and ensuring adequate returns and rewards Motivating/mentoring/ counselling: Keeping employees happy with their roles/ work and work environment, minimising dissent or conflicts Developing/maintaining culture: Developing the organisations unique character, values, ethics and principles Managing/controlling: In the administrative capacity, to ensure that policies/processes and standards are appropriately implemented.

Today In todays newage organisation, are administrative responsibilities. These no longer form the bulk of HR activities in the strategic sense, though HR still handles these requirements as before. However, to make the HR function add more value, a top-down and matrix approach needs to be adopted, focussing more on the role HR can play in the implementation of strategic corporate plans. Such proactive HR can be better equipped to add more value to the organisation, by performing traditional roles, in conjunction with handling added responsibilities of being a core strategic function. In this enhanced capacity, HR is required to balance the roles of a change agent, an administrative expert, a strategic partner, and an employee championand add value on all these counts.