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Human resource (HR) management refers to the practices and policies one needs to carry out to deal with the personnel aspects of the management job Human resource management (HRM) is the effective management of people at work The goal: make workers more satisfied and productive When an organization is concerned about people, its total philosophy, culture, and orientation reflect it Every manager must be concerned with people, whether or not there is a human resources department
Basic HR Concepts
The bottom line of managing:
Getting results
activities that produce the employee behaviors that the company needs to achieve its strategic goals.
Scope of HRM
Importance of HRM
attract and retain talent
train people for challenging roles develop skills and competencies
Good HR Practices help
Welfare measures like safety, first aid, lunch room, rest room will have a positive impact on workers productivity Management must assume a fatherly and protective attitude towards employees. Paternalism does not mean merely providing benefits but it means satisfying various needs of the employees as parents meet the requirements of the children.
Cont
Employees are the most valuable assets of an organization. There should be a conscious effort to realize organizational goals by satisfying needs and aspirations of employees.
Employees should be accepted as partners in the progress of a company. They should have a feeling that the organization is their own. To this end, managers must offer better quality of working life and offer opportunities to people to exploit their potential fully. The focus should be on Human Resource Development.
1940 60
Administrative
1970 80
Developmental
Integrator 1990s onwards Incremental productivity gains through human values, aspirations, assets Trainer Proactive, growth-oriented Educator Developer Counsellor Coach Mentor Problem solver
Managerial Qualities Intelligence Conceptual Qualities Analytical Qualities Motivational Qualities Emotional Stability Job Related Qualities Empathy Communication and persuasive quality Human relation quality Technical Quality
Functions of HRM
P/HRM
Operative Functions
Procurement Job Analysis HR planning Recruitment Selection Placement Induction Internal mobility Succession planning Human resources development strategies Development: Training Executive development Motivation and Compensation: Job design Work scheduling Motivation Job evaluation Performance and potential appraisal Compensation administration Incentives benefits and services Welfare Social security Empowerment Trade unions Employers associations Industrial relations Collective bargaining Participation Safety Maintenance: Health Integration: Grievances Discipline Teams and teamwork Emerging Issues: Personnel records Personnel audit Personnel research HR accounting HRIS
Managerial functions:
Planning Goals, standards, rules , procedure & forecasting Organizing Allocating task, Departmentaliz ing & authorizing Directing Maintaining morale motivating Controlling Setting stds, performance compare
Career planning
Job stress
Mentoring International HRM
Finance Subsystem
Marketing Subsystem
Technical Subsystem
HRM Policies
Plan of action or pre-determined course of action Personnel or Labor or Industrial Policies provides guidelines for a wide variety of employment relationships in the organisation. Servers as road map for managers Rules of conduct- Formulate, redefine, break into details, and decide on number of actions. Policies are life blood for the successful functioning of the personnel management Policies should respect human dignity and personal integrity and ensure fair treatment for all.
In 1990s, Einsten was a single acute care hospital, treating the seriously ill. New strategy: Change Einsten into comprehensive health care network of facilities providing a full range of high quality services in local market. Einsten would require more flexible, adaptable, and professional approach to delivering services
Objectives of HRM
HRM contributions to organizational effectiveness: Helping the organization reach its goals Employing workforce skills and abilities efficiently Increasing job satisfaction, self-actualization, and quality of work life Communicating HRM policies to all employees Maintaining ethical policies and socially responsible behavior Managing change to the mutual advantage of individuals, groups, the enterprise, and the public
Increasing employees job satisfaction and selfactualization Employees must feel that the job is right for their abilities and that they are being treated equitably Satisfied employees are not automatically more productive However, unsatisfied employees tend to be absent and quit more often and produce lower-quality work Both satisfied and dissatisfied employees can perform equally in quantitative terms
Quality of work life (QWL) is a general concept that refers to several aspects of the job, including: Management and supervisory style Freedom and autonomy to make decisions on the job Satisfactory physical surroundings Job safety Satisfactory working hours Meaningful tasks The job and work environment should be structured to meet as many workers needs as possible
Communicating HRM policies to all employees: HRM policies, programs, and procedures must be communicated fully and effectively They must be represented to outsiders Top-level managers must understand what HRM can offer
Maintaining ethical policies and socially responsible behavior: HRM managers must show by example that HRM activities are fair, truthful, and honorable People must not be discriminated against Their basic rights must be protected These principles should apply to all activities in the HRM area
Managing increased urgency and faster cycle times: Firms are placing a growing emphasis on: Increasing customer service Developing new products and services Training and educating technicians, managers, and decision makers Shorter cycle times mean less time to: Train, educate, and assign managers Recruit and select talented people Improve the firms image Learning provides a framework for decreasing cycle time
The HR department must be a proactive, integral part of management and strategic planning Ascertain specific organizational needs for the use of its competence Evaluate the use and satisfaction among other departments Educate management and employees about the availability and use of HRM services HRM strategic plans must build on the firm's strengths