Functions of HRM

Managerial functions Planning Organising Directing & Actuating Controlling.

Operative functions Procurement HRD Compensation Maintenance Separation Human relations Effectiveness of HRM

Organisational significance of HRM

Effective utilisation of HR to motivate them & to change their attitude to work & the organisation. To develop personnel to meet the demands of the work effectively. To ensure proper recruitment & to retain personnel in the organisation so that the right people are available.

Social significance of HRM

Maintaining balance between jobs & job seekers, taking into account job requirements,job seekers ability & aptitude. Providing most productive employment from which socio-psychological satisfaction can be derived. Utilising human capabilities effectively & matching it with good rewards. Eliminating wasteful organisational & individual practices.

Professional significance of HRM

Developing people on continuous basis to meet challenges of their jobs. Maintaining the dignity of personnel at the work place. Providing proper physical & social environment at the work place to make work safe & enjoyable.

In Past
In 50s In 60s
Employees were recruited not to question Terms like manpower, staff and personnel People realized that beyond a point, WHY but only To do. came to used. productivity depended on people.

In Late 70s

Evolution Of HR in India
Period Development status Emphasis Role

1920s-1930s Beginning

Welfare

clerical stroke disciplinary ,dismissal of workers]

1940s-1960s Struggling for Recognition

Introduction to HR techniques and IR

Administrative [leave, bonus, retirement etc] Managerial [housing, medical leave etc] Executive [formulating policies, T&D programs, MDPs etc] and managerial role

1970s-1980s

Strong industrial relations and disputes,Regulatory

1990s

Promising

Human values, productivity through people

Continued
The first Factories Act was adopted in 1881. The Factory Commission was appointed in 1885. The Factories Act, 1948 (Amended On 1987).
In 1929 Royal commission of labour in India. In 1931 J.H. Whitely recommended the abolition of JOBBER SYSTEM and the appointment of labour officers in industrial enterprises.

Continued
The scope of the function of labour officer was widened during the second world war such facilities as housing, medical etc.

Labour officer <=> Welfare Officer Under the Industrial Disputes Act, 1946.
Formulating policies on human resource planning, recruitment and selection , training and development etc..

Welfare Officer <=> Personnel officer Under section 49 of factories Act, 1948.

Two professional bodies were found

In 1948 - Indian Institute Of Personal Management (IIPM) at Kolkata . In 1950 - The National Institute Of Labour Management (NILM) at Mumbai. In 1980 These two professional bodies merged together and formed National Institute Of Personnel Management (NIPM) headquartered at Kolkata. In 1990 Milestone was achieved by renaming of American Society For Personnel Administration (ASPA) as the Society For Human Resource Management (SHRM).

LIST OF AMENDING ACTS AND ADAPTATION ORDERS

The Indian Independence (Adaptation of Central Acts and Ordinances) Order, 1948. The Adaptation of Laws Order, 1950. The Part B States (Laws) Act, 1951 (3 of 1951). The Industrial Disputes (Amendment and Miscellaneous Provisions) Act, 1956 (36 of 1956).

Continue D
The Industrial Employment (Standing Orders) Amendment Act, 1961 (16 of 1961) . The Industrial Employment (Standing Orders) Amendment Act, 1963 (39 of 1963). The Central Labour Laws (Extension to Jammu and Kashmir) Act, 1970 (51 of 1970). The Industrial Employment (Standing Orders) Amendment Act, 1982 (18 of 1982).

HR PAST AND PRESENT:

08/25/11

12

DEVELOPMENT OF HRM CONCEPT HRM CONCEPTS

US MODEL

THE UK MODEL

Matching Model

Harvard Model

David Guest

John Storey

THE US MODEL
1. 2. THE MATCHING MODEL: the human resource system and organisation structure should match with organisational strategy. THE HARVARD MODEL: HRM is based on central philosophy and strategic vision HRM involves all management decisions and action that affect the nature of the relationship between the organisation and its employees. A longer term perspective in managing people and consideration of people as potential assets rather than variable costs. Mutual interests.

Michigan Matching Model of HRM

Associated with the Michigan Business School (Fombrun, Tichy and Devanna, 1984). There are many similarities with the Harvard 'map' but the Michigan model has a harder, less humanistic edge, holding that employees are resources in the same way as any other business resource. They must be obtained as cheaply as possible, used sparingly, and developed and exploited as much as possible. The Michigan model is also known as the 'matching model' or 'best-fit' approach to human resource management. It requires that human resource strategies have a tight fit to the overall strategies of the business

Michigan Matching Model of HRM

THE CRITICISMS
MATCHING MODEL: The concept of FIT has been criticised on a number of fronts: A number of writers have commented that business strategy dictates HR strategy. Business strategy is formulated in a rational way, by the top down approach. A perfect match between business strategy and Hr strategy might not be to the advantage of the organisation as a whole. It ignores the complex nature of human beings and the possibility that workers and their unions might influence strategic planning.

Harvard
Situational factors Stakeholder interests HRM policy choices HR outcomes Long-term consequences

The Harvard model of HRM (1984)

Harvard
Classifies inputs and outcomes at both organizational and societal level. Absence of a coherent theoretical basis for measuring the relationship between HR inputs, outcomes and performance.

THE UK MODEL
1. 2. DAVID GUEST : has taken the Harvard Model and developed it further by defining 4 policy goals: Strategic Integration High Commitment High Quality Flexibility JOHN STOREY ; suggests four aspects which constitute the meaningful version of HRM HRM is constellation of beliefs & assumption The central involvement of line managers A strategic thrust informing decisions about people management Reliance upon a set of levers to shave the employment relationship

Guest
Reflects view that a core set of integrated HRM practices can achieve superior individual and organizational performance. HRM differs from personnel management.

Guest

The Guest model of HRM

Warwick
Extends the Harvard framework. Maps the connections between the outer and inner contexts and explores how HRM adapts to changes in context.

The Warwick model of HRM

Storey
Demonstrates the differences between the personnel and industrials and the HRM paradigm by creating an ideal type. Characterizes HRM as an amalgam of description, prescription, and logical deduction.

The Storey model of HRM

Storey

HR and Technology
HR professionals need to stay current on developments in technology. Information monitoring, disseminating and collaborating. HR professionals need to adapt technologies to enhance functions such as recruiting. HR professionals need to acknowledge employees expectations about technology availability. HR professionals need to be aware of effect of technology on employees lives.