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Role of hr manager
- 2. DEFINITIONS MANAGEMENT – Effectiveutilization of human resources for the achievement of organizational objectives thru the combined efforts of human resources that technological, financial, physical and all other resources are utilized. HUMAN RESOURCES – Defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization.
- 3. HUMAN RESOURCE MANAGEMENT HRM is an integral but distinctive part of management, concerned with people at work and their relationship within the enterprise. HRM can be defined as managing (planning, organising, directing, controlling) the functions of employing , developing and compensating human resources resulting in the creation and development of human relations with a view to contribute proportionately to the organisational, individual and social goals.
- 4. SIMILAR TERMS Labour Management LabourAdministration Personnel Management Personnel Administration Human Capital Management Human Asset Management Employment Administration Employee-Employer Relations Union Management Relations Industrial Relations
- 5. NATURE OF HRM ComprehensiveFunction – Concerned with all types of people inside the organization People Oriented – Dealing with human relationships within an organisation Action Oriented – Actions rather than procedures and records – Solution of personnel problems to achieve both organisational and personal goals. Individual Oriented – Provide services and programmes to facilitate employee satisfaction and growth. Development Oriented – Developing the potential of employees to achieve maximum.
- 6. • Pervasive Function – Inherent in all organisations and at all levels • Continuous Function – On going or never ending exercise rather than a one shot function. • Future Oriented – Concerned with helping an organisation to achieve its objectives in the future. • Challenging Function – Due to dynamic nature of people’s emotions and they can’t be treated like machines • Science as well as Art – Science –Tools, Principles and
- 7. • Staff Function– Advisory or Directing or monitoring Function •Young Discipline – Started in the last part of 19th century.Relatively new specialized area as compared to manufacturing and marketing. •Interdisciplinary – Involves application of knowledge drawn from Sociology, Psychology and Economics. •Nervous System – Intimately associated with every movement inside the organisation
- 8. EVOLUTION OF HRM IndustrialRevolution Trade Unionism Social responsibility era Scientific Management Era Human Relations Era Behavioural Science Era System Approach Era Contingency Approach Era
- 9. Industrial revolution The seed of HRM were sown during Industrial revolution 1850’s in Western Europe and USA.The wind gradually reached to India in beginning of 20th century.During this period:- Machines were bought in Technology made rapid progress Workers were treated like machine tools Employers were keen to meet production targets rather than satisfy workers. Govt. did very little to protect the interests of workers.
- 10. TRADE UNIONISM Thiswas the period when state intervention to protect the worker’s interest was felt necessary. During this period:- Workers started to form their associations. Trade Union Act, 1926 was passed in India. The basic philosophy was to safeguard worker’s interest and to sort out their problems like:- Child labour Long hours of work Poor working conditions.
- 11. SOCIAL RESPONSIBILITY ERA Robert Owen,a British industrialist is considered to be the first to adopt humanistic and paternalistic approach. He viewed that the social and economic environment influence the physical , mental and psychological development of workers. He practised the following : Provision for reduced working hours Housing facilities Education of workers and their children He admired for giving human treatment to workers.
- 12. Scientific Management era:- This concept was introduced by Fredrick Winslow Taylor in USA early in 20th century. he developed following four principles:- Use of scientific methods in setting work stds. Scientific selection and placement of workers best suited for the tasks. Also provision for training. Clear cut division of work and responsibility between management and workers. Harmonious relations and close cooperation with workers.
- 13. He developed followingtechniques for the same: Time study and Motion Study – Precise time taken for each correct motion Standardization of tools, equipments and machinery and working conditions incentive wage plan with differential piece rate of wages.
- 14. HUMAN RELATIONS ERA Thisparticular period focused on the feelings,attitude and needs of the workers as human beings.Between 1925 and 1935 Hugo Munsterberg, a psychologist suggested the use of psychology in selection, placement, testing and training the employees in an organisation.
- 15. Between 1924 to1932,Elton Mayo conducted a series of experiments at hawthorne plant of western electric company in USA. Main findings were:- Physical environment should be good Favourable attitudes of workers and work team towards their work Fulfillment of worker’s social and psychological needs Workers can be motivated through job security,right to express their opinion on matters related to them.
- 16. BEHAVIORAL SCIENCE ERA It was concerned with social and psychological aspects of human behaviour. Some of imp elements were:- Individual behaviour is linked with group behaviour Informal leadership rather than formal leadership Motivation by self control and self development Improving efficiency through Self operating
- 17. SYSTEMS APPROACH ERA Technicalsubsystem : formal relationships. Social subsystem : informal group relations Power subsystem : exercise of power
- 18. CONTINGENCY APPROACH ERA • According to contingency,the best way to manage varies with situation. • There may not be the universal way of managing all the situations. • It is imperative for managers to analyse different situations and then use the best suitable in that particular situation.
- 19. OBJECTIVES OF HRM 1.To create and utilize an able and motivated workforce, to accomplish the basic organizational goals. 2. To establish and maintain sound organizational structure and desirable working relationships among all the members of the organization. 3. To secure the integration of individual or groups within the organization by co-ordination of the individual and group goals with those of the organization. 4. To create facilities and opportunities for individual or group development so as to match it with the growth of the organization
- 20. 5. To attainan effective utilization of human resources in the achievement of organizational goals. 6. To identify and satisfy individual and group needs by providing adequate and equitable wages, incentives, employee benefits and social security and measures for challenging work, prestige, recognition, security, status. 7. To maintain high employees morale and sound human relations by sustaining and improving the various conditions and facilities. 8. To strengthen and appreciate the human assets continuously by providing training and development programs.
- 21. 9. To considerand contribute to the minimization of socio-economic evils such as unemployment, under- employment, inequalities in the distribution of income and wealth and to improve the welfare of the society by providing employment opportunities to women and disadvantaged sections of the society. 10. To provide an opportunity for expression and voice management. 11. To provide fair, acceptable and efficient leadership. 12. To provide facilities and conditions of work and creation of favorable atmosphere for maintaining stability of employment.
- 22. FUNCTIONS OF HRM MANAGERIALFUNCTIONS Planning – Formulating the future course of action Organising – Establishing an intentional structure of roles for people in an orgn such as chain of command, division of labour, assignment of responsibilities. Staffing – Obtaining and maintaining capable and competent personnel. Directing – Coordinating and motivating towards organisational objectives Controlling – Measurement and rectification of activities
- 23. Operative Functions OfHRM Employment – Involves procuring & employing individuals with suitable knowledge, skills & exp Human Resource Development – Process of training and developing employees to improve and update their knowledge and skills Compensation Management – Includes all the extrinsic rewards that an employee receives during and after the course of his job Employee Relations – deals with employees in the organisational context , as a social group that contributes to the orgn.
- 24. EMPLOYMENT Human Resource Planning– Forecasting the human resource requirements Recruitment – process of seeking and attracting prospective candidates against a vacancy in an orgn Selection – choose the right candidate for a job Placement – Selected candidate conveys his acceptance of the offer of employment made by the orgn Induction – Introducing a new employee to the orgn, its business, culture,values, practices and procedures
- 25. HUMAN RESOURCE DEVELOPMENT PerformanceAppraisal – Process of evaluating the performance of an employee on the job & developing a plan for improvement Training – Systematic development of knowledge, skills, attitudes required to perform a given task successfully. Management Development – developing the employees of an orgn to meet future changes and challenges Career Planning & Development – Identifying one’s career goals & formulating plans of reaching them thru education, work exp. Organisation Changes & Organisation Development
- 26. COMPENSATION MANAGEMENT Job Evaluation– Systematic determination of the value of each job in relation to other jobs in the orgn, industry & market. Wage and Salary Administration - Process of formulating and operating a suitable wage and salary program Fringe Benefits – Monetary & Non-Monetary benefits given to employees during their employment & post employment period.
- 27. SOME OF THEFRINGE BENEFITS Disablement Benefits Housing Facilities Canteen Facilities Conveyance Facilities Educational facilities for employees and their children Credit Facilities Recreational Facilities Medical & Welfare Facilities Post Retirement Benefits
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- 29. IMPORTANCE OF HRM SIGNIFICANCEFOR AN ENTERPRISE Attracting and retaining the required talent thru effective HRP, recruitment, selection, placement, orientation, compensation and promotion policies. Developing the necessary skills & right attitude among the employees thru training, development and performance appraisal Securing the willing cooperation of all employees thru motivation, grievance handling. Utilising effectively the available human resources
- 30. PROFESSIONAL SIGNIFICANCE Providing maximumopportunities for personal development of each employee. Maintaining healthy relationships between individuals, and different work groups. Allocating work properly.
- 31. SOCIAL SIGNIFICANCE Providing suitableemployment that provides social and psychological satisfaction to employees Maintaining a balance between the jobs available and the job seekers in terms of numbers, qualifications, needs and aptitudes Eliminating wastage of human resources thru conservation of physical and mental health.
- 32. ROLE OF HRMANAGER Service Provider - Providing info to individual employees, Depts or groups and also to the top mgmt Executive – to carry out recruitment, compensation, etc Facilitator – To coordinate and facilitate the resources to the employees Consultant – Motivation, Training, Grievance Handling Auditor – Ensuring that all members of the mgmt perform their respective roles
- 33. HUMAN RESOURCE POLICIES Policiesare plans of action. Organizations need to evolve HR policies as they ensure consistency and uniformity in treating people. They help, motivate, and build loyalty Policies become benchmarks to compare and evaluate performance.
- 34. BENEFITS OF HRPOLICIES The work involved in formulating personnel policies requires that the mgmt give deep thought to the basic needs of both the orgn and the employees. Favoritism and discrimination are thereby minimised Policies serve as a standard of performance Sound policies help build employee motivation and loyalty Sound policies help resolve intrapersonal, interpersonal and intergroup conflicts.
- 35. 5 PRINCIPAL SOURCESFOR DETERMINING THE CONTENT & MEANING OF POLICIES Past practice in the organisation Prevailing practice in rival companies Attitudes and philosophy of founders of the company and top management Attitudes and philosophy of middle and lower management The knowledge and experience gained from handling countless personnel problems on a day-to-day basis
- 36. PERSONNEL PRINCIPLES – Fundamentaltruth established by research, investigation and analysis Principle of individual development Principle of scientific selection Principle of free flow of communication Principle of participation Principle of fair remuneration Principle of incentive Principle of dignity of labour Principle of labour management cooperation Principle team spirit Principle of contribution to national prosperity
- 37. HRIS – HUMANRESOURCE INFORMATION SYSTEM Systematic way of storing data and information for each individual employee to aid planning, decision making, and submitting of return and reports to the external agencies
- 38. PURPOSE OF HRIS Storinginfo and data for each individual employee for future reference Providing a basis for planning, organizing, decision making, controlling and other HR functions Meeting daily transactional requirements such as marking present/absent, and granting leave. Supplying data and submitting returns to govt. and other statutory agencies
- 39. APPLICATIONS PERSONNEL ADMINISTRATION Encompass info about each employee such as name, address, date of birth, date of joining and info about family. SALARY ADMINISTRATION The report should give the details of present salary, last increase, and the proposed increase LEAVE AND ABSENCE RECORDING A fundamental aspect of leave management is to maintain a complete leave history for each employee with the ability to increase entitlement according to leave rules.
- 40. SKILL INVENTORY This will provide the opportunity to identify employees with the necessary skills for certain positions or job functions MEDICAL HISTORY To record occupational health data required for industrial safety purposes, accident monitoring , exposure to potentially hazardous materials and so on. ACCIDENT MONITORING Details of the accidents and a list of injured employees
- 41. PERFORMANCE APPRAISAL Individualemployee performance appraisal data such as the due date of the appraisal , scores for each performance criteria , potential for promotion, and other info to form a comprehensive overview of each employee TRAINING AND DEVELOPMENT Training and development needs of an employee, with the ability to record and enquire on courses completed and any projected training courses HUMAN RESOURCE PLANNING Record details of the organisational requirements in terms of positions
- 42. RECRUITMENT Recordingdetails of recruitment activity such as the cost and method of recruitment, and the time taken to fill the position can be used to provide a picture of the cost of recruitment in terms of time as well as cost. CAREER PLANNING The system must be capable of providing succession plans to identify which employees have been earmarked for which positions
- 43. STEPS IN IMPLEMENTINGHRIS INCEPTION OF IDEA – where and why we need HRIS FEASIBILITY STUDY – Present system should be studied to highlight the problem areas and the likely benefits of HRIS SELECTING A PROJECT TEAM DEFINING THE REQUIREMENTS VENDOR ANALYSIS CONTRACT NEGOTIATIONS TRAINING TAILORING THE SYSTEM – Making necessary changes to best fit the organisational needs COLLECTING DATA TESTING THE SYSTEM STARTING UP MAINTENANCE AUDIT
- 44. ADVANTAGES OF HRIS Higherspeed of retrieval and processing of data Ease in classifying and reclassifying data Better analysis leading to more effective decision making Higher accuracy of info /report generated Fast response to answer queries Improved quality of reports Better work culture Establishment of steamlined and systematic procedures More transparency in the system
- 45. LIMITATIONS OF HRIS Expensivein terms of finance and manpower requirements It can be threatening and inconvenient to those who are not comfortable with computers. Computers cannot substitute human being. Human intervention will always be necessary
- 46. COMPUTER APPLICATIONS INHRM MANAGEMENT INFORMATION SYSTEM(MIS) A wide variety of info needs of a business are recognised and interconnected with subsystems ELECTRONIC DATA INTERCHANGE(EDI) A computer is an electronic tool used to collect, organise, analyse, interpret and communicate vast amount of info with great speed. Electronic data interchange facilitate the speedy, secured and accurate transfer of documents across the globe
- 47. E-BUSINESS E-Business is about using the convenience, availability and worldwide reach to enhance existing business or creating new virtual business E-Business combines the traditional information system with the vast reach of the web and connects critical business systems directly to critical business constituencies viz., production, marketing, finance, customers, suppliers and employees via internets, extranets and the world wide web
- 48. E- HRM Electronic aspectis embodied in all the areas of HRM where there is transmission of information from one employee to another employee and from one client to another Both internally and the processed form are highly essentials in most of the functions and activities of HRM.
- 49. The important aspectsof E-HRM are E-Job Design and Job Analysis E – Human Resource Planning E-Recruitment E – Selection E-Performance Management E-Training & Development E – Compensation Management E – Grievance Redressal E – HR Records E – HR Information E – HR Audit
- 50. E – JOBDESIGN AND JOB ANALYSIS The information of listing skills and competency mapping are placed on the net. Then the system matches the listing skills and competency mapping and produces the output of identifying the employee suitable for a particular task.
- 51. E-HUMAN RESOURCE PLANNING ComputerPrograms are developed and used extensively for the purpose of planning human resource requirements based on the data and the information These programmes indicate the number of employees required at each level for each category of the jobs based on sales and production forecasts.
- 52. E - RECRUITMENT Organisationsadvertise job vacancies thru the World Wide Web(WWW)or send the info directly to the most competent people thru e-mail The job seekers send their applications thru e-mail using internet.Alternatively job seekers place their CV’s in the World Wide Web(WWW)thru various jobsites
- 53. E - SELECTION E– Selection has become popular with the conduct of various tests thru online, contacting the candidates thru e-mail and conducting the preliminary interviews and final interview thru audio and video conferencing
- 54. E – PERFORMANCEMANAGEMENT The software on employee performance appraisal provides a number of statements and sub statements on each of the performance categories. The appraiser selects and clicks the appropriate rating for each statement. The system generates a detailed report by the time the appraiser has moved all the performance categories and sub factors The report modified, comments can be added or deleted by the appraiser and a final report can be prepared by the manager
- 55. E – TRAININGAND DEVELOPMENT Companies started providing online training and online executive development. Employees learn various skills by staying at the place of their work. Participants complete course work from wherever they have access to a computer and an internet E – Learning is enabled by the delivery of content via all electronic media, including the internet, intranet, satellite broadcast audio/video tape, interactive TV and CD-ROM
- 56. E – COMPENSATIONMANAGEMENT Almost all the organisations started using computers for salary fixation, salary payment, salary calculations, fixation and calculation of various allowances , employee benefits, welfare measures and fringe benefits
- 57. E – GRIEVANCEREDRESSAL Employees send their grievance via e-mail to the superior concerned who in turn solves the problems / redress grievances and communicates the same to the employee. This reduces the time in the process and avoids face to face interaction
- 58. E – HRRECORDS HR records are created, maintained and updated with the help of computers easily and at a first rate. E – HR INFORMATION HR info is generated, maintained , processed and transmitted to the appropriate places or clients with the help of software with high speed and accuracy.
- 59. E – HRAUDIT The standard human resource practices or the desired HR practices are fed into the computer. The data and info regarding the actual practices are also fed into the computer The software automatically completes the HR audit and produces the audit report. The HR manager then can modify the report by deleting or adding any comments.