1. Organizational Resource Management ORM 1: Nov-2012 Strictly Private & Confidential. Unauthorized use of the contents, information and materials is prohibited Westford School of Management – All rights reserved

2. SUMMARY OF LEARNING OUTCOMES 1. Understand the role of human resource management in supporting business strategy 2. Know how to develop human resources in organisations 3. Understand the role of marketing in supporting business strategy 4. Understand the role of information systems management in supporting business strategy

3. Assignments Schedule 22 nd Nov 2012 Case Study – Complete Task1 Pertaining to Learning Outcomes 1 and 2. 6 th Dec 2012 Case Study – Complete Task 2 Pertaining to Learning Outcomes 3 and 4.

4. NATURE OF PERSONNEL MANAGEMENT WHAT DO YOU UNDERSTAND BY PERSONNEL MANAGEMENT?

5. NATURE OF PERSONNEL MANAGEMENT DEFINITION : PERSONNEL MANAGEMENT IS THAT PART OF MANAGEMENT CONCERNED WITH PEOPLE AT WORK & WITH THEIR RELATIONSHIPS WITHIN AN ENTERPRISE.(recruitment, contract, salaries, vacation) SOMEONE IN EVERY ORGANIZATION WILL NEED TO BE RESPONSIBLE FOR RECRUITMENT, SELECTION, TRAINING, MOTIVATION, PAYMENT, MOVEMENT OF STAFF, COMPLIANCE WITH LAWS RELATING TO EMPLOYMENT, ETC. WHICH IS TRADITIONALLY THE ROLE OF PERSONNEL FUNCTION.( HRM) MORE PROACTIVE & STRATEGIC APPROACH TO PEOPLE MANAGEMENT IS KNOWN AS HRM.

6. HISTORICAL DEVELOPMENT OF PERSONNEL MANAGEMENT THE WELFARE TRADITION. THE INDUSTRIAL RELATIONS TRADITION. THE CONTROL OF LABOUR TRADITION. THE PROFESSIONAL TRADITION.

7. Personnel Management: Historical Perspective Industrial Revolution – Consolidation & Mechanization of Production from cottage system to factory system (rural area ) – Routinization of Work – Workers: greater income, but longer hours – Conditions: unsafe & unhealthy

8. Emergence of Personnel Management Industrial Welfare Movement – administered by “ welfare secretaries ” – point of contact between company & employees Scientific Management – work studies & work standards for efficiency – training in work standards for employees – hiring; fitting workers to the work

9. A Changing Labor Force: 1910s to 1930s WWI-- labor shortage compounding high turnover who deals with these issues? Seek people that better fit organization Immigration laws tighten people’s educational level increases workers demand better treatment Hawthorne Study relationships can make a difference satisfaction can improve productivity – grease the wheels Great Depression unemployment compensation/SS

10. Workforce: WWII & Post-WWII WWII – Labor shortage; women in workforce – Training increases Post WWII – Demand for production increases – Technology increases – Government regulations Civil Rights; Equal Pay Act; OSHA; EEOC

12. PERSONNEL FUNCTION IN AN ORGANIZATION BUSINESS STRATEGY & CULTURE LINE MANAGEMENT EMPLOYEES PERSONNEL MANAGEMEN T FUNCTION FUNCTIONAL & PRODUCT- MARKET STRATEGIES RELATIONSHIP DIRECT ADVISORY

13. EMERGENCE OF HRM WHAT DO YOU UNDERSTAND BY HUMAN RESOURCE MANAGEMENT?

14. Implication: Human Resource Management is now more than Personnel Management The HR function is basic to the success of all organizations Spans across the organization Touches most aspects of the organization Human Resource Function = HRM + HRD ‘Personnel Management’ Organizational & Individual Development – Integrating the human dimension with the organizational structure Optimization of Human Resource

15. The Role of HR Professional People Individual Development Organizational Development Integrating Humans w/ Structure Employee Relations Employee Benefits Information & Reward Systems Job Design Performance Management HR Planning HRM HRD HRM x HRD

16. EMERGENCE OF HRM DEFINITION: HRM IS A STRATEGIC APPROACH TO MANAGING EMPLOYMENT RELATIONS WHICH EMPHASISES THAT LEVERAGING (developing) PEOPLE’S CAPABILITIES IS CRITICAL TO ACHIEVING SUSTAINABLE COMPETITIVE ADVANTAGE, THIS BEING ACHIEVED THROUGH A DISTINCTIVE SET OF INTEGRATED EMPLOYMENT POLICIES, PROGRAMS & PRACTICES. (BRATTON & GOLD, 2007)

17. EMERGENCE OF HRM HRM IS ASSOCIATED WITH : AN ORIENTATION TOWARDS PERSONNEL MANAGEMENT, VIEWING ITS ROLE AS PROACTIVE, LINKING HRM WITH STRATEGIC PLANNING AN ORIENTATION TOWARDS THE EMPLOYMENT RELATIONSHIP, EMBRACING DISTINCTIVE PEOPLE- CENTRED VALUES SUCH AS TRUST, COMMITMENT, INVOLVEMENT & COLLABORATION.

18. CHARACTERISTICS OF HRM o STRATEGIC FIT OR INTEGRATION BETWEEN HR & BUSINESS PLANNING ( VERTICAL INTEGRATION ). o DEVELOPMENT OF MUTUALLY-SUPPORTING HR POLICIES & PRACTICES (HORIZONTAL INTEGRATION). o ORIENTATION TOWARDS COMMITMENT BY SECURING EMPLOYEE IDENTIFICATION WITH ORGANIZATION’S GOALS & VALUES. o TREATMENT OF PEOPLE AS ASSETS RATHER THAN COSTS BY REGARDING EMPLOYEES AS HUMAN CAPITAL.

19. CHARACTERISTICS OF HRM o A UNITARIST APPROACH TO EMPLOYEE RELATIONS, WHICH ASSUMES THAT THERE NEED TO BE NO INHERENT CONFLICT OF INTEREST BETWEEN EMPLOYERS & EMPLOYEES. o THE RESPONSIBILITY OF LINE MANAGEMENT FOR DELIVERY OF HRM OBJECTIVES.

20. CHARACTERISTICS OF HRM FOUR KEY POLICY GOALS OF HRM : o STRATEGIC INTEGRATION : HRM Strategies shall from the Organizational Strategies o HIGH COMMITMENT :HR needs to bring positive change in both the Attitudes and Behaviors of the employees o FLEXIBILITY :people cannot be treated like other organizational resources, they demand attentions, care, empathy, motivation, commitment and better work environment o HIGH QUALITY : its about taking actions that ensures efficiency and effectiveness

21. HRM: STRATEGIC INTEGRATION OF PERSONNEL MANAGEMENT BUSINESS STRATEGY & CULTURE LINE MANAGEMENT EMPLOYEES FUNCTIONAL & PRODUCT-MARKET STRATEGIES RELATIONSHIP DIRECT ADVISORY PERSONNEL MANAGEMENT FUNCTION HRM

22. ACTIVITY 2 THINK OF THE BUSINESS CONTEXT(S) YOU ARE FAMILIAR WITH IN THE HR/ PERSONNEL FIELD. ACTIVITY TEXT: 1. WHAT LABEL IS GIVEN TO THE PERSONNEL MANAGEMENT FUNCTION IN THE ORGANIZATION? 2. IS THE TERM ’HRM’ USED-AND IF SO WHAT IS IT UNDERSTOOD TO MEAN? 3. IF THE NAME ‘HRM’ WAS ADOPTED IN PLACE OF ‘PERSONNEL MANAGEMENT’, HOW WAS THIS REFLECTED IN CHANGES OF PHILOSOPHY, POLICY & PRACTICE?

23. From Personnel to Strategic HR Clarify rules and procedure for personnel Support function Control & Monitor labor matters Not of concern to the ‘real’ business of the organization Emphasis on business needs Facilitative, Consultative function Develop the Individual & the Organization Integrated with business strategy

24. HUMAN RESOURCE PLANNING Human resource planning: the development of a comprehensive staffing strategy for meeting the organization’s future human resource needs.

26. LATERAL THINKING COAST TO COAST: TRAIN A AND TRAIN B ARE CROSSING THE COUNTRY, FROM COAST TO COAST, OVER 3,000 MILES OF RAILROAD TRACK. TRAIN A IS GOING FROM EAST TO WEST AT 80 MILES PER HOUR, AND TRAIN B IS GOING FROM WEST TO EAST AT 90 MILES PER HOUR. WHICH TRAIN WILL BE CLOSER TO THE WEST COAST WHEN THEY MEET?

27. ROLE & STRUCTURE OF HRM FUNCTION o ORGANIZATION DESIGN & DEVELOPMENT. o HR PLANNING & RESOURCING. o PERFORMANCE MANAGEMENT. o REWARD MANAGEMENT. CONTD………….

28. ROLE & STRUCTURE OF HRM FUNCTION o HRD TO INCLUDE LEARNING, PERSONAL DEVELOPMENT & CAREER MANAGEMENT. o HEALTH, SAFETY & WELFARE TO INCLUDE OCCUPATIONAL HEALTH & SAFETY & WELFARE SERVICES. o EMPLOYEE RELATIONS TO INCLUDE INDUSTRIAL RELATIONS, EMPLOYEE COMMUNICATION & GRIEVANCE REDRESSAL. o HR SERVICES TO INCLUDE HR POLICIES & PROCEDURES, HR MIS, COMPLIANCE AS PER LEGAL REGULATIONS.

29. ROLE OF HR MANAGEMENT o PLANNING/ ORGANIZING ROLE : Manpower Planning o STRATEGISTS ROLE. Establishing the HRM strategic plan o BUSINESS PARTNERS ROLE : The HR Business Partner was a defined as the real partner to the internal clients, the partner understanding the needs of clients and bringing the right solutions to aiming to resolve the issues.internal clients o INTERNAL MANAGEMENT CONSULTANTS : Serving as a change agent, coach, educator or facilitator within a company

30. ROLE OF HR MANAGEMENT o GUIDANCE ROLE. Clear policies and practices,rules o ADVISORY ROLE. advisors develop innovative HR solutions to address customer issues and achieve specific business goals (with an eye on those of tomorrow). The seven critical general competencies in this role are: Creative Thinking, Client Engagement/Change Management, Decision Making, Flexibility, Influencing/Negotiating, Project Management, Reasoning o SERVICE ROLE :Formulating of human resources management policies, Recruiting, placing and promoting o CONTROL/ AUDITING ROLE. Performance Apprasial o Evaluating and measuring the performance

31. ACTIVITY 3 IF A COMPANY HAS A STRATEGIC OBJECTIVE OF ENHANCING ITS CUSTOMER SATISFACTION LEVELS, WHAT WILL BE THE ROLES PLAYED BY: 1. PERSONNEL MANAGER. 2. HR MANAGER. WILL THE OUTCOMES BE THE SAME?

32. EVALUATING THE HR OUTCOMES PROBLEMS OF EVALUATION 1.WHILE PERFORMANCE BASED CRITERIA ( PROFIABILITY, PRODUCTIVITY, ETC.) CAN BE MEASURED, 2.SUBJECTIVE CRITERIA LIKE QUALITY OF WORKING LIFE, MOTIVATION, TEAM SPIRIT, JOB SATISFACTION, ETC. ARE DIFFICULT TO MEASURE. 2. IT IS DIFFICULT TO ATTRIBUTE BUSINESS PERFORMANCE ON HRM ALONE DUE TO OTHER VARIABLES LIKE TECHNOLOGY, MANAGEMENT EFFECTIVENESS, MARKET CONDITIONS, ETC. CONTD………….

33. EVALUATING THE HR OUTCOMES PROBLEMS OF EVALUATION 3. BENCHMARKING ON BASIS OF BEST PRACTICES IN OTHER ORGANIZATIONS IS DIFFICULT BECAUSE OF DIFFERENCES IN ENVIRONMENTAL & INTERNAL VARIABLES AFFECTING DIFFERENT ORGANIZATIONS. 4. HRM ITSELF IS A WIDE RANGING ACTIVITY, & THEREFORE REQUIRES A WIDE RANGE OF CRITERIA FOR EVALUATION.

34. EVALUATING THE HR OUTCOMES COST-BENEFIT ANALYSIS 1. WHETHER THE COSTS ARE JUSTIFIED BY EQUAL OR GREATER BENEFITS. 2. WHETHER COSTS AND/ OR BENEFITS ARE INCREASING OR DECREASING OVER TIME. 3. HOW THE COSTS AND/ OR BENEFITS COMPARE TO COMPETITOR OR BENCHMARK ORGANIZATIONS.

35. ACTIVITY 4 BRAINSTORM EXAMPLES OF BENEFIT CRITERIA & COST CRITERIA RELEVANT TO HR MANAGEMENT.

36. EVALUATING THE HR OUTCOMES QUANTITATIVE MEASURES o STAFF TURNOVER / LABOUR WASTAGE RATIOS. o ABSENTEEISM RATES. o INCIDENCES OF GRIEVANCE PROCEDURES, DISCIPLINARY PROCEDURES, APPEALS TO INDUSTRIAL TRIBUNALS, COMPENSATION CLAIMS, PROCEEDINGS FOR NON-COMPLIANCE, ETC.(internally or externally Problems) o NUMBER OF DAYS OF PRODUCTION LOSS & ASSOCIATED COSTS THROUGH ACCIDENTS, SICKNESS, INDUSTRIAL DISPUTES, ETC. CONTD……….

37. EVALUATING THE HR OUTCOMES QUANTITATIVE MEASURES o LEAD TIME TO RECRUIT AN EMPLOYEE. o NUMBER OF STAFF UNDERTAKING TRAINING PROGRAMMES & TRAINING PROGRAMMES SUCCESS. o NUMBER OF REQUESTS FOR INFORMATION HANDLED BY HR DEPT., LEAD TIME IN RESPONDING TO REQUESTS, ABILITY TO ANSWER TECHNICAL & OTHER QUESTIONS. o THE COST OF ANY AND ALL OF THE ABOVE.

38. EVALUATING THE HR OUTCOMES QUALITATIVE MEASURES o EMPLOYEE MOTIVATION, TEAM SPIRIT, JOB SATISFACTION, ACCEPTANCE OF CHANGE, ETC. – AS GAUGED BY ATTITUDE SURVEYS, INTERVIEWS, PSYCHOLOGICAL TESTING & OTHER TOOLS OF BEHAVIOURAL SCIENCE. o THE EXTENT TO WHICH HR PROPOSALS, POLICIES, DOCUMENTATION, ETC. ARE ACCEPTED BY LINE MANAGERS – AS SUGGESTED BY IMPLEMENTATION RATES, QUESTIONS & OBJECTIONS. o THE PERCEPTION OF HR FUNCTION’S VALUE, SERVICE, EXPERTISE, QUALITY OF ADVICE, PROFESSIONALISM, ETC. BY ITS INTERNAL CUSTOMERS: SENIOR MANAGEMENT, LINE MANAGERS & EMPLOYEES.

39. EVALUATING THE HR OUTCOMES THE FOUR Cs: DEVELOPED BY HARVARD BUSINESS SCHOOL. IT SUGGESTS THAT THE EFFECTIVENESS OF THE OUTCOMES OF HRM SHOULD BE EVALUATED UNDER THE FOUR HEADINGS. o COMMITMENT – EMPLOYEES IDENTIFICATION WITH THE ORGANIZATION, LOYALTY & PERSONAL MOTIVATION IN THEIR WORK. LIKE QUALITATIVE CRITERIA, MAY BE ASSESSED THROUGH ATTITUDE SURVEYS, EXIT INTERVIEW S & ANALYSIS OF EFFECTS SUCH AS ABSENTEEISM & LABOUR TURNOVER. o COMPETENCE – EMPLOYEES’ SKILLS & ABILITIES, TRAINING NEEDS & POTENTIAL FOR PERFORMANCE IMPROVEMENT & CAREER DEVELOPMENT. MAY BE MEASURED THROUGH SKILL AUDITS, COMPETENCY TESTING & PERFORMANCE MANAGEMENT SYSTEMS.

40. EVALUATING THE HR OUTCOMES THE FOUR Cs : DEVELOPED BY HARVARD BUSINESS SCHOOL. IT SUGGESTS THAT THE EFFECTIVENESS OF THE OUTCOMES OF HRM SHOULD BE EVALUATED UNDER THE FOUR HEADINGS. o CONGRUENCE – HARMONISATION OF THE GOALS, VALUES & EFFORTS OF MANAGEMENT, & EMPLOYEES. MAY BE ESTIMATED BY THE QUALITY OF EMPLOYEE/ INDUSTRIAL RELATIONS, INCIDENCE OF GRIEVANCE & DISCIPLINARY ACTION, CONFLICTS, COMMUNICATION, ETC. o COST-EFFECTIVENESS – EFFICIENCY, WHEREBY HRM OBJECTIVES ARE MET & BENEFITS OBTAINED AT THE LOWEST INPUT COST.

41. ACTIVITY 5 IN YOUR OWN ORGANIZATION, OR AN ORGANIZATION YOU KNOW WELL, HOW WOULD YOU ASSESS THE EFFECTIVENESS OF ITS HRM, ACCORDING TO THE FOUR Cs MODEL.

42. Thanks