(i) Course Introduction and overview

Dr Premalatha.P
Assistant Professor
SH&M
NIT AP
(ii)Introduction to HRM
Why Study HRM?

 To work with people effectively, to build skilled & motivated workforce.

 Employees KSA’s are among the most distinctive & renewable resources on
which a company can draw.
Welcome to the exciting field of HR

 World of human being rewarding experience

 Most happening function as of now
 It is people who make the difference
 Capable of generating value & adding to the competitive advantage to
organization.
 People capability drive to performance.
 Process of managing human talent to achieve an organizational objectives.
People contribute Competitive advantage by:
 Knowledge, Skill
 Talents, Creative Abilities
 Aptitude/Interest
 Attitude
 Values, Beliefs
Edwin Flippo defines HRM as

“Planning, Organizing, Directing, Controlling of Procurement, Development,

Compensation, Integration , Maintenance and Separation of
human resources to the end that individual, organizational and social
objectives are achieved.“
The first definition of HRM is that it is the process of managing people
in organizations in a structured and thorough manner.
8. HRM EVOLUTION-Important Years
 4th Century B.C Kautilya’s Arthashastra Sound base for managing resources
 1800 B.C minimum wage rate /incentive wage plan were introduced
 1911 The Royal Commission of Labour in India
 1926 Trade Union Act Passed
 1948 Factories Act Appointment of Welfare officer’s compulsory employing 500 or more
worker
1960

 After Second World War Increased awareness & expectations of workers.

 Personnel function expand beyond the welfare aspects

 Accelerated growth of Public Sector in the economy.

HRM EVOLUTION- Professional Bodies

 IIPM INDIAN INSTITUTE OF PERSONNEL

MANAGEMENT –KOLKATA
 NILM NATIONAL INSTITUTE OF LABOUR
MANAGEMENT –MUMBAI
 1980 merger of IIPM,NILM=NIPM
NATIONAL INSTITUTE OF PERSONNEL MANAGEMENT
ISTD - Indian Society for Training & Development;
National HRD Network also emerged.
1990

 Focus on values & productivity through people

 ASPA American Society for Personnel Administration renamed as SHRM Society
for Human Resource Management
 1920 Subject of People Management became matured profession.
HRM EVOLUTION –CHRONOLOGICAL
SUMMARY
 320 Bc Kautilya’s Arthashashra
 1850 Industrial Revolution Era-19th Century(Factory Owner & Worker)
 Trade Union Movement Era-close to the 19th century(Worker Organized)
 Social Responsibility Era-beginning of the 20th century(Robert Owen
Paternalistic Approach)
 Scientific Management Era-1900-1920
 Human Relations Era-1930-1950 (Elton Mayo)
 Behavioral Science Era-1950-60 (Motivational Theories, Leadership
Theories)
 Systems & Contingency Era-1960 onwards
 Human Resource Management Era-1980 onwards
HRM-EVOLUTION-CONTRIBUTORS

 SCIENTIFIC MANAGEMENT
 Frederick Taylor, Henry Gantt, Frank & Lillian Gilbert

 INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY
 Munsterberg, Scott, Cattell

 HUMAN RELATIONS MOVEMENT

 Hawthorne Studies,Elton Mayo, Mary Parker Follett, Lewin

 GROWTH OF GOVERNMENTAL REGULATIONS

 Wages (1930s), Unionization (1940s), Employment (1960s)

 PROFESSIONALIZATION OF HR MANAGEMENT
 Professional HR Societies & HRCI (Certification Institute)
HRM EVOLUTION IN INDIA

 Term emerged in 1970

 HRM in India Early 1980 Udai Pareek & T.V Rao
 Earlier-Industrial Relations,Personnel Management, Personnel
Administration.(PM)
 Near Future-HCM(Human Capital Management)
EVOLUTION OF HRM-Explanation

1. Industrial Revolution
Fragmented and Dull jobs, workers did portion of the job,
workers were glorified machine tools, interests of workers
not protected

2. Scientific Management
Taylor advocated, work is broken down into smallest
mechanical elements and rearranging them into efficient
combination. Individuals should be matched physically
and mentally to the requirements of the task. Piece rate
system.
EVOLUTION OF HRM-Explanation

5. Human Resources Approach

Pet Milk theory that happy workers are productive
workers or happy cows give more milk was rejected.
Workers are unique with their own needs and
motivation levels. This Approach assumes that job is
the primary source of satisfaction and motivation to
the employees. Emphasis on individual involvement
in the decisions made in the organization
HRM PROCESS

 The HRM process includes seven basic activities

1. Human resource planning is designed to ensure that personnel needs will be constantly and
appropriately met. It is accomplished through analysis of internal factors, such as current and
expected skill needs, vacancies, and departmental exam.. The use of computers to build and
maintain information about all employees has enabled organizations to be much more
efficient in their planning of human resources.

2. Recruitment is concerned with developing a pool of job candidates in line with the human
resource plan. Candidates are usually located through newspaper and professional journal
advertisements, employment agencies, word of mouth, and visits to college and university
campuses.

3. Selection involves using application forms, resumes, interviews, employment and skills
tests, and reference checks to evaluate and screen job candidates for the managers who will
ultimately select and hire a candidate.
HRM PROCESS

 4. Socialization (orientation) is designed to help the selected individuals fit smoothly into
the organization. Newcomers are introduced to their colleagues, acquainted with their
responsibilities, and informed about the organization's culture, policies, and expectations
regarding employee behavior.
5. Training and development both aim to increase employees' abilities to contribute to
organizational effectiveness. Training is designed to improve skills in the present job;
development programs are designed to prepare employees for promotion.
6. Performance appraisal compares an individual's job performance to standards or
objectives developed for the individual's position. Low performance may prompt corrective
action, such as additional training, a demotion, or separation, while high performance may
merit a reward, such as raise, bonus, or promotion. Although an employee's immediate
supervisor performs the appraisal, the HRM department is responsible for working with upper
management to establish the policies that guide all performance appraisals.
7. Promotions, transfers, demotions, and separations reflect an employee's value to the
organization. High performers may be promoted or transferred to help them develop their
skills, while low performers may be demoted, transferred to less important positions, or even
separated. Any of these options will, in turn, affect human resource planning.
Armstrong (1992) gives a different angle claiming that
HRM is

about adopting a longer-term perspective to the management of people in

order to obtain
added value from them and thus achieve competitive advantage. To achieve
this, managers have to invest in human resources as well as new technology

Maitreyee
 “Human resource management relates to the
total set of knowledge, skills and attitudes that
firms need to compete. It involves concern for
and action in the management of people,
including: selection, training and development,
employee relations and compensation. Such
actions may be bound together by the action of
an HRM philosophy”
4. FUNCTIONS-Managerial & Operational

Maitreyee
2.NATURE

People oriented-Administrative & supportive

 Pervasive Force
 Action Oriented
 Individually oriented
 Development oriented
 Integrating mechanism
 Comprehensive Function
 Auxiliary Service
 Inter-disciplinary function
 Continuous function

Maitreyee
HRM OBJECTIVES
 Maitreyee
HRM Objectives and Functions
HRM: Functions and Objectives

Source: William B. Werther, Jr and Keith Davis, Human Resources

and Personnel Management, p. 15.
24
CHANGING ROLE OF HUMAN RESOURCES
Changing from protector and screener to the planner and change agent
Planning and implementing downsizing, restructuring and other cost cutting
activities
1.(iii) JOB ANALYSIS

DR PREMALATHA.P
ADHOC FACULTY
SH&M
 Overview

 What is job analysis?

 How can you use this tool in your organization?
 Methods of job analysis
 How it works
 Real world example
 Summary
 JOB ANALYSIS : The identification and
description of what is happening on the job.

 Why Is It Done? : To facilitate an organizations

need to accurately and precisely identify the
required tasks, the knowledge, and the skills
necessary for performing them, as well as the
conditions under which they must be performed
 Job analysis provides information for 3
Aspects

 Job Content
 Job Requirements
 Job Context
Job Analysis: Importance & Purpose

 Legal validation of employment decisions

 Defines duties & tasks
 Identifies reporting relationships
 Basis for determining relative worth of jobs
 Identifies redundancy
How can it be used in your organization?

 Job analysis assists HR in determining:

 Necessity of the job
 Equipment needed
 Skills required
 Supervision
 Working conditions
 Management/employee interaction
 Job Analysis & Its Components
 Job analysis: Job analysis: The process of describing and
recording many aspects or elements of the job. The outcome
of job analysis has two components
 Job description: A written summary of task requirements.
This is the physical and environmental characteristics of the
work to be done.
 Job specification: A written summary of work requirements
(knowledge, skills, aptitudes, attitudes)
The Multifaceted Nature of the Job
Analysis
Labor Relations Recruiting Selection

Safety and Strategic

Health Job Analysis HR
Planning
Job Description
Employee
Compensate Job Specifications Training

Performance Career Employee

Appraisal Development Development
 Nuts and Bolts

 Who is involved in the job analysis?

Management
Supervisors
Job analysts
Job incumbent
Unions
Consultants
 Job Analysis Information Hierarchy

Job analysis is nothing but an accurate Career

recording of the activities involved. For these
Occupation
recording we are simply gathering
information to specific job attributes. The Job Family
hierarchy of JA Info are shown beside:
Job
Position
Duty
Task
Element
35
(JCM )JOB CHARACTERISTICS MODEL
 Skill Variety
 Task Identity
 Task Significance
 Autonomy
 Feed Back
Steps in Job Analysis

 Background information
 Data Refining
 People Inclusion/Panel/Committee
 Interviews or opinions
 Review
 Components of Job Analysis
Job Analyses Methods

 Task inventory
 Observation
 Interviews
 Diaries
 Critical incidents
 Technical conference
 Participant observation
Nature of Job Analysis
Position Description

 Identification  Essential Functions and

 Job title Duties
 Reporting relationships  Lists major tasks,
 Department duties and
 Location responsibilities
 Date of analysis  Others:
 General Summary  Signature of approvals
 Describes the job’s  Working Condition
distinguishing
responsibilities and  Hazards
components

39
I.(iv) Employee Motivation
Requirements For Today’s Managers
 In alignment (to be on the team)
 Thinking out the box (be creative)
 Empowering employees
 Maintaining core competencies
 Managing change
 Flexibility - accept change readily
 Clock speed - move faster, think faster
 Accept ambiguity & uncertainty
 Stay current - commit to life-long learning
 Contribute - add more value than you take
REQUIREMENTS@TODAYS MANAGER

 Manage yourself - fixer not finger pointer

 Don’t get a job, make a job
Motivation

 Any influence that triggers, directs or maintains

behavior
 Research is based upon different variables that affect
motivation
 Individual Differences
 Organizational Contexts
 Manager Behaviors
 Process Theories
How Does the Workforce Affect
Productivity?

Composition of the workforce

Characteristics of life off the job
Personal well-being of workers
Job characteristics
Workplace characteristics
Employee satisfaction and
motivation
How Can An Organization Motivate Its
Employees?
MOTIVATIONAL THEORIES

CONTENT THEORIES

 FW Taylor
 Elton Mayo
 McGregor’s Theory X and Theory Y
 Maslow’s Hierarchy of Needs
 Alderfer ERG
 McClelland(Need for Affliation, Power,Achievement)
 Herzberg’s Motivation–Hygiene Theory
Content and Process Theories of Motivation
McGregor’s Theory X
and Theory Y
 Classifieshuman nature into two categories
 Motivational strategy is contingent upon
which category the person is classified in
 Theory is flawed because most people fall
somewhere in between.
Theory X Personality
 Negative view
 Pessimist
 Little
ambition
 Generally dislikes work
 Avoids responsibility
 Needs constant supervision
Theory Y Personality

 Positive
 Primarily optimistic
 Enjoys working
 Seeks out responsibility
 Needs little supervision
 High level of ambition
Content Theories of Motivation
Maslow’s Alderfer’s Herzberg’s McClelland’s
Need Hierarchy ERG Theory Theory Learned Needs

Self- Need for

Actualization Achievement
Growth Motivators
Need for
Esteem
Power

Need for
Belongingness Relatedness
Affiliation

Safety Hygienes
Existence
Physiological
 Motivation–Hygiene
Theory of Motivation

• Company policy & Motivation factors

administration increase job
• Supervision satisfaction
• Interpersonal relations
• Working conditions • Achievement
• Salary • Achievement recognition
• Status • Work itself
• Security • Responsibility
• Advancement
• Growth
Hygiene factors avoid
job dissatisfaction • Salary?
SOURCE: Adapted from Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human. (Salt Lake City: Olympus, 1982). Reprinted by permission.
 Strategies for Improving Motivation

 Implement effective performance evaluation systems

 Implement individual rewards & recognition systems
 Improve work design and job design
 Promote employee involvement
 Solicit employee feedback systematically
Job Design Techniques as Motivation
for Improving Productivity

 Job simplification

 Job rotation

 Job enlargement

 Job enrichment

 Job sharing
Maslow’s Hierarchy of Needs
Process Theories

 EXPECTANCY THEORY
 EQUITY THEORY
 GOAL –SETTING
 REINFORCEMENT THEORY
Expectancy Theory

 Valence x Expectancy x Instrumentality =

Motivation
 Valence (Reward) = the amount of desire for a goal
(What is the reward?)
 Expectancy (Performance) = the strength of belief
that work related effort will result in the completion
of the task (How hard will I have to work to reach the
goal?)
 Instrumentality (Belief) = the belief that the reward
will be received once
Equity Theory
Equity Theory
Equity Thoery
Goal Setting Theory
Reinforcement Theory
The Michigan/Fombrun,Tichy and
Devanna Model
The Harvard Framework
Guest Model
WARWICK MODEL
SKILLS ESSENTIALS FOR HR IN 21ST CENTURY