Hrm Intro Full

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Management Functions

Management

Functions

Planning Organizing

LeadingControlling


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.

Process of Four function:Acquisition---getting people

Development---preparing them

Motivation----activating themMaintenance --keeping them.


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Management Functions (contd)


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E X H I B I T 1-1a

Mintzbergs Managerial Roles


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E X H I B I T 1-1b

Mintzbergs Managerial Roles (contd)


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2003 Prentice Hall Inc. Allrights reserved.

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E X H I B I T 1-1c

Mintzbergs Managerial Roles

(contd)


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What Managers Do

Managerial Activities

Make decisions

Allocate resources

Direct activities of others to attaingoals

Why do Managers Fail

Poor Interpersonal SkillsGood people Skill.


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110

Management Skills


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Managerial Functions1. Planning:

a. future course of action

b. determining required changes

c. assessing required personnel

programs

d. identifying HR requirements

e. forecasting personnel needs


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2. Organizing:

a. establishing structured roles for people

b. structured division of labour

c. assignment of responsibility

d. effective use of human resources


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3. Staffing:

a. Obtain and maintain capable and competent personnel inpositions and levels.

This includes;

> manpower planning

> recruitment

> selections> placement

> induction

> orientation

> transfer

> career progression and

> separation


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4. Directing:

a. Directing all resources towards common organizational

goals

> ensuring maximum employee contribution

> establishing sound industrial/human relations

> coordinating between different departments formaximum utilization of all resources including human

resources.


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5. Controlling:

> measuring and rectifying activities to remain under

planed/designed actions

> measuring performance against goals

> identifying deviations and placing process back on

track that helps accomplishing plans.

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HRM functions also include:

> auditing training program

> analyzing labor turnover record

> directing moral survey

They are different

ways to control

HRM functions


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They are not the same in

every industry.

They relate to:

A. Employment /

Procurement

B. HR Development,

C. Compensation, and

D. Employee relations

Operative Functions


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A. Employment: relates to -

*knowledge * skill * experience * aptitudeIt involves;

a. Job analysis

b. HR Planningc. Recruitment

d. Selections

e. Placement

i. Induction


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a. Job analysis :

skills, abilities, and motive of an employee

it involves:

i. job specification , job requirements,

employee specificationii. Providing guides, plans and basis for job

design


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b. HR Planning: Forecasting present requirements & futuresupply of HR.

i. Present and future requirements are based on org.objectives / long range plan.

ii. Present inventory and minimum requirement at any pointof time based on possible retirement, transfers, attritionetc.

iii. Mould, change, and develop existing employees toenable them to meet organizational requirements

iv. Develop action plans to attract / acquire valuable HRfrom outside.


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c. Recruitment:

> Tapping, existing sources & developing new sources

> Identifying / creating new sources of applicants

> Attracting candidates to apply for jobs.

> Deciding, recruitment procedure

d. Selections:

> Scanning application/CVs.

> Identifying / developing reliable assessment techniques.

> Involving line managers of respective departments.

> Evaluating candidates, fixing salary / benefits.

> Formulating medical exam., fitness policy.

> Informing candidates; selection result (yes / no - why).

> Employing, selected candidates.


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B. HR Development: (HRD)

> Updating employees knowledge / skill

Developing attitude/beliefs as per org. needs.

It includes:

a. Performance Appraisal (PA): Evaluation of performance.

> designing PA system

> developing method PA

> training for knowledge to handle PA system> implementing PA & maintain record

> obtaining feedback, and timely actions on feedback


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b. Training:

> identifying training needs

> designing suitable training programs> conducting training

> evaluating effectiveness of training received.

c. Management Development:

> development to cope with future changes

> development to face future challenges

forecast future demands of HR

d. Career Planning and Development:> Identify employees career goals and provide:

a. education (opportunities for higher responsibilities)

b. work experience (opportunities for multi - skill, change or duel

responsibilities,


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C. Compensation: (employee rewards during

and after the course of job).

They are : 1. base salary

2. incentives

3. benefits

4. bonus

Benefits are based on job evaluation.

Job evaluation involves: designing / identifying evaluation

techniques, evaluating various jobs, and establishing

worth of jobs in various categories.


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C. Compensation: (employee rewards during

and after the course of job).

They are : 1. base salary

2. incentives

3. benefits

4. bonus

Benefits are based on job evaluation.

Job evaluation involves: designing / identifying evaluation

techniques, evaluating various jobs, and establishing

worth of jobs in various categories.


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D. Employee relations:

> Increase in productivity

> keep employees motivated

> develop team building (leadership)

> develop grievance mgmt. system

> discipline/actions to rectify deviation

> support employees / counselling / making them responsible (positive man management)


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Economy; now open to global challenges

Corporate Restructuring

Newer Organisational Designs

Emphasis on TQM

Emphasis on Kaizen

Changing job Profile

Changing workforce profile

Challenges to HR Professionals


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HRM is no more a system to follow norms andmonitor guide lines. HRM now is all about:

> bring new changes,

> diversify process actions

> invent new ideas

> understand future needs

> forecast problems and act> generate trust

> value the deserving

> enhance capabilities

> respect the respectable

Emerging Role of HRM


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Who performs the Human Resource Functions?

Operating Manager: Person who managespeople directly involved with the production

of an organization's product.

Human Resource Generalist: Person whodevotes a majority of working time to human

resource issues, but does not specialize in any

specific areas.

Human Resource Specialist: Person specially

trained in one or more areas of human

Resource management.


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Activities of the major HR functions

Human resource Planning, Recruitment and selection:

Conducting job analyses to establish the specific requirements

of individual jobs within the organisation.

Forecasting the human resource requirements the

organisation needs to achieve its objectives and developing

and implementing its plan.

Recruitment the human resource s the organisation requires

to achieve its objectives.

Selecting and hiring human resource to fill specific jobs within

the organiastion.


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Human Resource Development:

Training employees

Designing and implementing the OD program

Building effective teams within the organization

structure

Assisting employees in developing career plans.

Compensation and Benefits

Designing and implementing compensation and

benefits systems for all employees. Ensuring that compensation and benefits are

fair and consistent.


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Employee and labor Relations.

Designing discipline and grievance handling

systems.

Safety and Health

Designing and implementing programs to

ensure employee health and safety.

Providing assistance to employees with

personal problems that influences workplace.

Human Resource Research.


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current challenges of the new-age

HR executives?

Diversity in the work force.

Different dimensions: Race, Gender, national

origin, religion, age and disability .

Older people vs younger employers and their

differences .

Cultural differences , values and customs


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Regulatory changes: Safety and health; quality of work

life ; equal employment opportunity, Pension reform

etc. Structural Changes to organisation:

Downsizing ; outsourcing; Rightsizing & Reengineering.

Technological and Managerial Changes withinOrganisation.

Use of technology in employee training; compensation;

accounting ; payroll recruitment etc

Empowerment to employees ; Decentralization; selfmanaged work teams

The Changing attitude of workforce

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