Description
The presentation covering Human Resources
Human Resources Management – An Introduction
A Few Questions That Arise …
• What is Human Resource Management
• What is the Role of the Human Resource Management Function and Specialist in Organisations – the activities and the responsibilities • HRM and Management of Human Resources • Changing contexts in HRM
And hence the scope defined….
• What is Human Resource Management (HRM) • What are the responsibilities of the human resource management function in organisations – how does the HRM function help organisations • What role do the non-HR specialists have to play in HRM
What is Human Resources Management
Human Resources Management is the design of formal systems in organisations to ensure effective and efficient use of human talent to accomplish organisational goals.
What is Human Resources Management (2)
“Human Resources Management involves all management decisions which affect the nature of the relationship between the organisaton and employees – its human resources”.
Michael Beer Bert Spector
What is Human Resources Management (3)
“Human Resources Management is the process of acquiring, training, appraising, and compensating employees and attending to their labour relations, health and safety, and fairness concerns” Gary Dessler
Role of the Human Resources Management Function (a stakeholder
perspective)
Organisation
(needs, objectives, expectations)
Staff Members
(needs, purpose, expectations)
Human Resources Management
Society
(govt.regulatory framework, quality of life)
Corporate World (market)
Role Of The Human Resources Management Function – the strategic perspective
To facilitate the achievement (realisation) of the organisation?s business goals through efficient and effective engagement of human resources.
Business and HRM
HRM System Goals
Workforce capability & motivation
Critical HRM Goals
Cost effectiveness
Critical Business Goals
Sustained Competitive Advantage
Labour cost & flexibility
Work Organisation Trust & fairness Compliance & reputation
Organisational flexibility
Stakeholder Returns
Social legitimacy
Corporate Citizenship
The Dimensions of HRM
Dimension Work System Models of Employment Attract Sustain
Organisational change process, qlty. Of employee relation mgmt.
Satisfaction, INDIVIDUAL capabilities, changing skills
Team orgnsn. COLLECTIVE Status distinction
Co-operation
And therefore we have….
• Strategic HRM - the organisation?s expectations from the HRM function
• Line HRM – creating an experience for the individual employee – execution and implementation of the HRM systems and processes
The Evolutionary Process
Organisation Shape Business Process Worker Profile
Craftsmen, tradesmen Skilled
Agrarian economy Simple, Manual & self employment
Industrial Organisation
Automated
Global Corporation
Digitised, networked
Knowledge
The Evolutionary Process….Further Dimensions
Evolving Perceptions
Tool, Hands
Evolving Disciplinary Emphasis
Evolving Role Emphasis
Benevolent employer Welfare
Workers Personnel
Human Resources
Systems
(Scientific Mgmt.)
Personnel administration
Human Resources Development
Systems
(Behavioural Sc.)
Systems, Structures, Processes (Orgnsn. Devpmt.)
Internal Consultant Strategic Partner
The Context Continuously Evolves….
• Social Values and Norms • Social Institutions and Systems
• Technology • Economic realities • Political Systems
All the above changes influence individual attitudes and mindset and therefore impact the governance systems and therefore impacts HRM
Thus New Roles Have Emerged
• Organisational Level Transactional V/s Transformational
• HRM Specialist Operational V/s Strategic
• Non-HR Specialist – passive customer to active collaborator
Responsibilities of HRM
1. Understand business and communicate business strategy and objectives to staff members.
2. Help alignment of individual and team objectives with organisation needs through an appropriate design of HRM systems.
Responsibilities of HRM(2)
3. Timely provision of the right kind of manpower in right numbers at the right price. 4. Facilitate employee communication processes.
5. Anchoring of all employee relationship processes both at the individual and group level through appropriate systems and interventions.
Responsibilities of HRM(3)
6. Ensure organisational compliance with all statutory regulations related to the employment of people. 7. Design appropriate systems of documentation and ensure maintenance of all records related to personnel administration. 8. Ensure staff safety, welfare and healthcare through design and maintenance of suitable systems.
And The Performance Accountability…
• Deliverables • Value Add • „The Wallet Test?
– Business – Stakeholders – measurement
HRM Architecture
STRATEGY
SYSTEM
STRUCTURES & PROCESSES
Systems in HRM
Recruitment & Selection Training & Development Employee Relations
HRM
Staffing Performance Management
Reward Management
Aligning HRM Strategy with Business Strategy - making it
• Large and Small Organisations
• External Environmental Changes • Varying Approaches from administrative & clerical to strategic partnership
happen
Aligning HRM Strategy with Business Strategy –making it happen
• Effectiveness of Delivery for enhancing organisational performance (contribution) • Involvement in strategic planning • Taking strategic decisions ( m&a, downsizing, outsourcing, etc.) • Redesigning systems to suit business goals • Accountability for performance
Thank You
doc_640029790.ppt
The presentation covering Human Resources
Human Resources Management – An Introduction
A Few Questions That Arise …
• What is Human Resource Management
• What is the Role of the Human Resource Management Function and Specialist in Organisations – the activities and the responsibilities • HRM and Management of Human Resources • Changing contexts in HRM
And hence the scope defined….
• What is Human Resource Management (HRM) • What are the responsibilities of the human resource management function in organisations – how does the HRM function help organisations • What role do the non-HR specialists have to play in HRM
What is Human Resources Management
Human Resources Management is the design of formal systems in organisations to ensure effective and efficient use of human talent to accomplish organisational goals.
What is Human Resources Management (2)
“Human Resources Management involves all management decisions which affect the nature of the relationship between the organisaton and employees – its human resources”.
Michael Beer Bert Spector
What is Human Resources Management (3)
“Human Resources Management is the process of acquiring, training, appraising, and compensating employees and attending to their labour relations, health and safety, and fairness concerns” Gary Dessler
Role of the Human Resources Management Function (a stakeholder
perspective)
Organisation
(needs, objectives, expectations)
Staff Members
(needs, purpose, expectations)
Human Resources Management
Society
(govt.regulatory framework, quality of life)
Corporate World (market)
Role Of The Human Resources Management Function – the strategic perspective
To facilitate the achievement (realisation) of the organisation?s business goals through efficient and effective engagement of human resources.
Business and HRM
HRM System Goals
Workforce capability & motivation
Critical HRM Goals
Cost effectiveness
Critical Business Goals
Sustained Competitive Advantage
Labour cost & flexibility
Work Organisation Trust & fairness Compliance & reputation
Organisational flexibility
Stakeholder Returns
Social legitimacy
Corporate Citizenship
The Dimensions of HRM
Dimension Work System Models of Employment Attract Sustain
Organisational change process, qlty. Of employee relation mgmt.
Satisfaction, INDIVIDUAL capabilities, changing skills
Team orgnsn. COLLECTIVE Status distinction
Co-operation
And therefore we have….
• Strategic HRM - the organisation?s expectations from the HRM function
• Line HRM – creating an experience for the individual employee – execution and implementation of the HRM systems and processes
The Evolutionary Process
Organisation Shape Business Process Worker Profile
Craftsmen, tradesmen Skilled
Agrarian economy Simple, Manual & self employment
Industrial Organisation
Automated
Global Corporation
Digitised, networked
Knowledge
The Evolutionary Process….Further Dimensions
Evolving Perceptions
Tool, Hands
Evolving Disciplinary Emphasis
Evolving Role Emphasis
Benevolent employer Welfare
Workers Personnel
Human Resources
Systems
(Scientific Mgmt.)
Personnel administration
Human Resources Development
Systems
(Behavioural Sc.)
Systems, Structures, Processes (Orgnsn. Devpmt.)
Internal Consultant Strategic Partner
The Context Continuously Evolves….
• Social Values and Norms • Social Institutions and Systems
• Technology • Economic realities • Political Systems
All the above changes influence individual attitudes and mindset and therefore impact the governance systems and therefore impacts HRM
Thus New Roles Have Emerged
• Organisational Level Transactional V/s Transformational
• HRM Specialist Operational V/s Strategic
• Non-HR Specialist – passive customer to active collaborator
Responsibilities of HRM
1. Understand business and communicate business strategy and objectives to staff members.
2. Help alignment of individual and team objectives with organisation needs through an appropriate design of HRM systems.
Responsibilities of HRM(2)
3. Timely provision of the right kind of manpower in right numbers at the right price. 4. Facilitate employee communication processes.
5. Anchoring of all employee relationship processes both at the individual and group level through appropriate systems and interventions.
Responsibilities of HRM(3)
6. Ensure organisational compliance with all statutory regulations related to the employment of people. 7. Design appropriate systems of documentation and ensure maintenance of all records related to personnel administration. 8. Ensure staff safety, welfare and healthcare through design and maintenance of suitable systems.
And The Performance Accountability…
• Deliverables • Value Add • „The Wallet Test?
– Business – Stakeholders – measurement
HRM Architecture
STRATEGY
SYSTEM
STRUCTURES & PROCESSES
Systems in HRM
Recruitment & Selection Training & Development Employee Relations
HRM
Staffing Performance Management
Reward Management
Aligning HRM Strategy with Business Strategy - making it
• Large and Small Organisations
• External Environmental Changes • Varying Approaches from administrative & clerical to strategic partnership
happen
Aligning HRM Strategy with Business Strategy –making it happen
• Effectiveness of Delivery for enhancing organisational performance (contribution) • Involvement in strategic planning • Taking strategic decisions ( m&a, downsizing, outsourcing, etc.) • Redesigning systems to suit business goals • Accountability for performance
Thank You
doc_640029790.ppt