UNIT UNIT- -II

HSTORY OF HRM
(Stages to Modern HRM)
The ndustrial Revolution
Trade Unionism
Scientific Management
"F.W.Taylor developed 4 principles of scientific management
-Development of true sciences
-scientific selection and training of workers
-friendly cooperation b/w management & workers
-development of every worker to his fullest potential
ndustrial Psychology
Acc. to "Hugo Munster berg theory 'matching the worker's skills with job.
Human Relations Movement
'Hawthorn Experiment' came in to existence.
Behavioral Sciences
'Frederick Hertzberg', 'Maslow','likert' and other theories related with
Motivation and Leadership came into existence.
Human Resource Specialist & Employee Welfare
Evolution of the Concept of HRM
The Commodity Concept
The factor of Production Concept
The Paternalistic concept
The Humanitarian Concept
The Human Resource Concept
The Emerging Concept
enesis and rowth of HRM in NDA
1920- Concern for welfare of Factory Workers
1931- Royal Commission came into existence & Appointment
of 'Labor Officer'
1948- "Factory's Act came into existence & state that Factories
employing 500 or more workers have to appoint 'Welfare
Officer'
1950- Two professional bodies were established-
ndian institute of Personnel Management (NPM),Kolkata
National nstitute of Labor Management (NLM), Mumbai
1960- Labor Welfare, ndustrial Relation, HR administration
emerged as the complimentary parts of HRM.
1970- Welfare shifted to higher efficiency.
1980- PM & NLM become National nstitute of Personnel
Management (NPM),Kolkata
1990- HRM as a distinct and important part of any organization
PERIOD DEVELOPMENT OUT-LOOK FOCUS STATUS
1920-1940 Beginning Legalistic Statutory welfare Clerical
1940-1970 Struggling for
Recognition
Technical and
Legalistic
Paternalism Administrative
1970-1990 ntroduction of
Sophisticated
Techniques
mpersonal
and
Professional
Regulatory
conformance
Management
1990-2000 Promising Philosophical Human values,
Productivity
through people
Executive
After 2000 Bright Psychological Development of
potential
Top Level
Definition of HRM Definition of HRM
"HRM is the planning, organizing, directing,
controlling of the procurement, development,
compensation, integration, maintenance and
reproduction of HR to the end that individual
organizational and social objectives are
accomplished.
-FLPPO
Difference b/w HRM & PersonneI
Management
DIMENSIONS PERSONNEL MGT HUMAN RESOURCE MGT
Philosophy
Nature
Communication
Decision making
Approach
Job design
Management's
role
Level of trust
Employees are made for
rules and regulations
Confined to procurement
and training of personnel
Slow and downward
Slow
Work oriented
Division of labor
Transactional
low
Rules and regulations are
meant for employees.
Also integrated with corporate
management.
Fast and both upward and
downward.
Fast
People + work oriented
Team work
Transformational
High
Features of HRM
Comprehensive Function
Continuous Function
Pervasive Function
Challenging Function
Staff Function
People Oriented
Action Oriented
ndividual Oriented
Development Oriented
Future Oriented
Science as well as Art
nterdisciplinary
Nervous System
ManageriaI Function
PIanning
Organizing
Operative Function
Directing
Staffing
ControIIing
Procurement
DeveIopment
Integration
Compensation
Maintenance
FUNCTIONS OF HRM
Scope of HRM
Nature of HRM
Employee Hiring
Employee executive
implementation
Employee
Motivation
Prospects
of HRM
ndustrial
Relation
Employee
Maintenance
HRM
Objectives of HRM
PersonneI
Objective
FunctionaI Objective
SociaI Objective
OrganizationaI Objective
IMPORTANCE OF HRM
SOCAL
SNFCANCE
PROFESSONAL
SNFCANCE
SNFCANCE
FOR NDVDUAL
ROLE OF HR MANAGER
PERSONNEL
ROLE
WALFARE
ROLE
CLASSCAL
ROLE
FREFHTN
ROLE
MSCELLANEOUS
ROLE
HRM ModeI
Nature of HRM
HR Planning
Job analysis
Recruitment & selection
Placement
Participative Management
Motivation
T & D
Remuneration
Dispute & their Settlement
Future of HRM
Communication
Promotions
ndustrial Relations
Trade Unionism
Welfare
Safety & Health
Competent & Willing
workforce
Organizational
oals
Comparison b/w HRM & HRD
Dimensions HRM HRD
Status
Orientation
Aims
ncentives
used
Responsibility
Morale
Productivity
Relationship
An independent function with
independent sub-function
A service & reactive Function
Seeks to improve the
efficiency of people &
administration
Salary & economic rewards
Only of HR Manager
mproved satisfaction &
Morale as the cause of
improved performance
An integrated system consisting
of interdependent sub-system
A proactive function
Seeks to develop the total
organization its culture
Focus on challenges, creativity
& motivation
Of all the managers
mproved performance as the
cause of improved satisfaction
HRM in OrganizationaI Structure
OrganizationaI Structure
t defines and describes the authority and responsibility
relationship b/w various positions.
t indicates the location of decision centers in the
organization.
t provides the channels of communication among the
members.
Types of organizationaI structure
H R Department in Line Organizational Structure
H R Department in Functional Organizational
Structure
H R Department in Line & Staff Organizational
Structure
H R Department in Divisionalised Organizational
Structure
H R Department in Matrix Organizational Structure
H R Department in Line
OrganizationaI Structure
C.E.O.
H R Manager
Training Officer Employment Officer Wage & Salary Officer Welfare Officer
clerks
clerks clerks clerks
H R Department in FunctionaI
OrganizationaI Structure
C.E.O.
H R Manager
Training Officer Employment Officer Wage & Salary Officer Welfare Officer
clerks
clerks clerks clerks
H R Department in Line & Staff
OrganizationaI Structure
C.E.O.
H R Manager
Training Officer Employment Officer Wage & Salary Officer Welfare Officer
clerks
clerks clerks clerks
Staff Function
Line Function
H R Department in DivisionaIised
OrganizationaI Structure
C.E.O.
H R Manager
Training Officer Employment Officer Wage & Salary Officer Welfare Officer
clerks clerks clerks clerks
H R Officer
(Northern Division)
H R Officer
(Southern Division)
H R Officer
(Eastern Division)
H R Officer
(Western Division)
H R Department in Matrix
OrganizationaI Structure
C.E.O.
.M.
H. R.
Department
Engineering
Department
Finance
Department
Marketing
Department
Project A
Project B
Project C
H R PoIicies
A policy is a predetermined course of action
established to guide the performance of work
towards the expected objective.
Policy is a type of standing plan that serves
to guide subordinates in the execution of their
task.
"Personnel or Labor or industrial relations policy
provides guidelines for a wide variety of employment
relationship in the organization. These guidelines identifies
the organizational intention in Recruitment, Selection,
Promotion, Development, Compensation, Motivation &
otherwise leading and directing people in the working of the
organization.
- Dale yoder
EssentiaIs of a sound H R PoIicy
t should express the intention of top management.
t should represents the principles which will guide the action.
t should be based on the objective of the organization.
t should be longlasting and realistic
t should be definite, positive and clear.
t should be brief, general and flexible,
t should be in written form.
t should be based on the careful analysis of facts and
information.
t should be fair and equitable.
t should be capable of being executed.
FormuIation of PoIicy
dentify the Needs
athering nformation
Examining policy Alternatives
Putting the policy in Written form
etting Approval
mplementation
Evaluation and Appraisal
Types of H R PoIicy
Written and Unwritten Policy
eneral Policy
Specific Policy
mposed Policy
Originated Policy
Appealed Policy
Importance of H R PoIicy
Clear thinking
Uniformity and consistency of administration
Continuity and stability
Sense of security
Delegation of authority
Team work and loyalty
More control
Prompt decision making
mprove confidence
Eliminates biasness
Limitations of H R poIicy
Less flexibility
High cost for formulation
High time in formulation
High energy in formulation
t can not cover all the problems
t can not change before certain time