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Managing Human Capital: Introduction To Human Resource Management

The document discusses the history and evolution of human resource management (HRM) from focusing on personnel management to strategic human capital management. It outlines the core functions of HRM like staffing, training, performance management. The document also summarizes several models of HRM including the matching model, Harvard model, 5-P model, European model, and Ulrich model that define the scope and approach to HRM over time.

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Ali Raza
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40 views

Managing Human Capital: Introduction To Human Resource Management

The document discusses the history and evolution of human resource management (HRM) from focusing on personnel management to strategic human capital management. It outlines the core functions of HRM like staffing, training, performance management. The document also summarizes several models of HRM including the matching model, Harvard model, 5-P model, European model, and Ulrich model that define the scope and approach to HRM over time.

Uploaded by

Ali Raza
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Managing Human Capital

Introduction to Human Resource


Management

By
Seema Kamran
Agenda
• what human resource management is and how it relates to the
management process.
• Historical background
• Line and staff aspect of HRM
• The Trends shaping HR
• HR – yesterday and today
Human Resource Management atWork
• What Is Human Resource Management (HRM)?
 Human Resources is the design and application of formal systems to ensure
the effective and efficient use of human talent
• Organization
• Manager
• The management process
• Staffing
• HR functions
• Selection
• Appraisal
• Reward
• Development
• Labor relations
• Health and safety
• Fairness concerns
Your Verdict……..

“HRM is regarded by some personnel managers as just a set of


initials or old wine in new bottles.”
Historical Traces
• Early traces
• Humanistic perspective - Mary Parker Follett and Chester Barnard
 Human Relations Movement – Hawthorne studies
 Human Resources Perspective - Focus on job tasks and theories of
motivation
• Recent traces - Charles Fomburn and Michael Beer
Underpinning Theories and Model of HRM
• Models
• Theories  The Matching model – 1984
 Commitment  Aligned with org. strategy
 Motivation  The Harvard model – 1984
 Resource based view  Employees are to be treated as resource
rather merely var cost
 Organizational behavior theory
 The 5 – P model – 1992
 Contingency theory
 Philosophy, Policies, Programmes
 Human capital theory Practices, Processes
 Social exchange theory  European model – 1993
 Agency theory  HRM today – The Ulrich Model
The Matching Model
• HR systems and the organization structure should be managed in a way
that is congruent with organizational strategy (hence the name
‘matching model’).
• HRM cycle
The Harvard Model
• ‘A longer-term perspective in managing people and consideration of
people as potential assets rather than merely a variable cost’.
• The Harvard Framework
Line and Staff Aspects ofHRM
• Line Manager • Staff Manager
 Line Managers’ HRM Responsibilities  Functions of HR Manager
 Placing the right person on the right job  A line function
 Orientation  A coordinative function or Functional
 Training authority
 Improving the job performance of each  Staff function
person – Innovator role
 Interpreting the firm’s policies and – Advocacy role
procedures
 Controlling labor costs
 Developing the abilities of each person
 Creating and maintaining department
morale
 Protecting employees’ health and
physical condition
Relationship between line management and HRM
Models of HRM - Continued
• The European Model – 1993
 environment – established legal framework;
 objectives – organizational objectives and social concern – people as a
key resource;
 focus – cost/benefits analysis, also environment;
 relationship with employees – union and non-union;
 relationship with line managers – specialist/ line liaison;
 role of HR specialist – specialist managers
 Recruiters
 EEO Coordinators
 Job analyst
 Compensation manager
 Training specialist
 Labor relation specialist
Models of HRM - Continued
• The European Model extension – 1998 (Mabey et al)
 dialogue between social partners;
 emphasis on social responsibility;
 multicultural organizations;
 Development of learning organization
Models of HRM - Continued
• HRM Today
The Ulrich Model
The New Contract vs. The Old Contract

HRM Today
 Strategic HRM
 Managing human capital
 Employee Engagement
 Integrated Talent management
 Competency based HRM
 Evidence based HRM
 Add value
 Managing Ethics

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