Human Resource Management

Introduction and Evolution

Presented
By
Rajitha Silva
[email protected]

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Lesson Outcome
• Define Human Resource Management
• Understand the evolution of HRM as a
management practice
• Realise HRM practice
• Understand HR Influences
• Understand HRM Aims and Objectives
• Realise HR Challenges
• Understand HR Competencies
HRM Defined
• Human Resources Management (HRM) is a
strategic, integrated and coherent approach to the
management of an organization's most valued
assets – the people working there who individually
and collectively contribute to the achievement of
its objectives, (Armstrong, 2007).

• Human Resources Management comprises the

management of work and people towards desired
ends, (Boxall, 2007).
Difference Between Management and Human
Resource Management
• Management focuses on all the resources in-relation to planning,
leading, organizing and controlling.

• HRM focus on key result areas of HRM such as Human resources

planning, job analysis, recruitment and selection, learning and
development etc
Evolution of HRM
 SCIENTIFIC MANAGEMENT
◦ Frederick Taylor, Henry Gantt, Frank & Lillian Gilbreth

 INDUSTRIAL PSYCHOLOGY
◦ Munsterberg, Scott, Cattell

 HUMAN RELATIONS MOVEMENT

◦ Hawthorne Studies, Mayo, Follett, Lewin

 GROWTH OF INTERNATIONAL INSTITUTIONS /

REGULATIONS/MULTINATIONAL COMPANIES
◦ ILO

 PROFESSIONALIZATION OF HR MANAGEMENT
◦ Professional HR Societies
Evolution of HR Manager’s Role
Period HR Role played Tasks
1790 Operations / Line Manager Recruitment
Economic Man Discipline
Fredrick Taylor Working Hours
Wages
Working Conditions
1870 Accountant Wages
Economic Man Working Hours
Fredrick Taylor
1900 Administration Officer Discipline
Employee Records
Policy / Procedures
1920 Personnel Officer Discipline
Employee records
Policy / Procedures
Labour Legislation
1930 – 1950 Personnel Manager Social Welfare focus
Social Man
Elton Mayo – 1927
Evolution of HR Manager’s Role (Contd.)

Period HR Role played Tasks

1965 Human Resources Manager Considered People as the

Greatest Resource
Achieving Man

1975 Human Talent Manager Considered more than a

resource
Complex Man
HR Influence

Organisational
Culture

Situational Stake Holder

Factors Interest

HR Policy
and
Practice Organisational
Diversity
Structure

Business Business
Interest Model
Human-Job Compatibility

Human Job Human

Capability Demand Interest
HRM in Practice

Image Performance
Socialization
Development Management

Personnel Training &

HR Planning
Administration DevelopmentHR
Cycle

Rewarding ,
Compensation &
Recruitment Selection
Welfare
Management
Human Resource Management in Practice

HRM practice is concerned with all aspects of

how people are employed and managed in
organisations

Key HR functions cover:

• Organisation development
• Corporate social responsibility
• Human capital management (KSA)
• Resourcing
Human Resource Management in Practice

• Performance management
• Learning and development
• Reward management
• Employee relations
• Employee engagement
• Employee well-being
• Health and safety
Characteristics of HRM
• Diverse
• Strategic, with an emphasis on integration
• Commitment-oriented
• Based on belief that people should be treated as
human capital
• Unitratist rather than pluralist; with regard to
employee relations
• A management driven activity
• Focused on business values
 HRM and its Uniqueness

• People drive Businesses

• Human resource is more complex and unpredictable in its behaviour
• Each individuals has distinct background hence all cannot be treated
alike
• Human resource is a resource which gets appreciated day by day
 Aims of HRM

• Organisational effectiveness
• Improve human capital
• Knowledge management
• Reward management
• Employee relations
HRM Functional Diversity
• Administrative role for HR-Clerical administration

• Employee advocate role - Serve as a moral officer

• Operational role - Managing the HR activities

• Strategic role - As business contributor

 Enhancing organizational performance
 Strategic planning
 Decision making on mergers and acquisitions
 Redesigning organization and work process
 Ensuring financial responsibility
HR Functional Delivery

There is a dual responsibility

• HR manager

• Line manager
HR Functions

• Image Development • HR Planning

• Establish market
awareness – Job Analysis
• Interaction with HR – Job Design
Stake Holders
• Establish Market – HR Planning
acceptance – HR Budget
• Social Integration
– Job Specifications
– Job Descriptions

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HR Functions
• Recruitment • Selection

• Intake Plan
• Job advertizing – Selection process
• Internal posting – Screening criterion
• Job Seeker Data Bank – Selection methods
• Head hunting
• Communication – Selection assessment
– Selection
Communication

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 HR Functions
• Personnel Administration • Socialization

• Pre-employment
formalities – Orientation
• Contract of employment – Induction
• Personal Files programmes
• Employee registration and – On the job training
records
• Employee communication
• HRIS
• Attendance and leave
administration
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HR Functions
• Performance Management • Training & Development
• Performance management – Training Needs survey
strategy – Training analysis and
• Key Result Areas design design
• Key performance Indicator
– Training plan and budget
establishment
• Employee communication – Training communication
• Performance appraisals – Implementation of
• Performance reviews training
– Evaluation of training
– Career Development
programmes
– Succession planning

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HR Functions
• Rewards and • Welfare Management
Compensation
Management
– Design welfare schemes
• Rewarding strategy – Implement welfare
• Market surveys programmes
• Define compensation and
rewarding scheme/s – Gather feedback
• Employee communication

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HR Functions
• Grievance & Disciplinary • Employee Relations
Management
• Grievance handling
& Employee
process Satisfaction
• Rules and regulations
• Disciplinary
Management process – Employee relations
• Disciplinary procedure – Employee
• Punishments satisfaction survey
• Employee – Remedial actionsx
communication

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HR Functions
• Health & Safety

• Work hazards
• Accidents
• Preventive measures
• Employee awareness

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HR Functions
• Industrial Relations

• Trade unions
• Interaction with trade
unions
• Collective bargaining and
collective agreements

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HRM Objectives
• Achieve high performance through people
• Enhance commitment, job involvement and organizational
citizenship behaviour
• Develop good employee relations
• Meet the talent demand of the business
• Retain the skilled, committed and motivated talent
• Continuously motivate employees
• Enhance job satisfaction of the employees
• Control the cost of the employees
• Ensure employee development
• Increase quality of work life
• Ensure legal compliance
HR Challenges
• Manage with economic and technological business enhancement

• Ensure talent availability and quality

• Growth in contingent work force

• Handle demographic / diversity issues

• Ensure work/family balancing

• Handle organizational restructuring and mergers and acquisitions

• Be a strategic partner to the business process
HR Competencies
• Personal credibility

• Ability to manage change

• Ability to manage culture

• Delivery of Human Resource Practice

• Understanding of the business

Current Trends in HR
• EMPHASIS ON STRATEGIC PLANNING & SUCCESSION
• HR as a Strategic Business Partner , Management Succession Planning

• EMPHASIS ON COST-RELATED ISSUES / COST CONTROL

• Global Competition, Outsourcing and Downsizing

• NEW SPECIALTIES EMERGING IN HR

• HR Planning, International HR, Employee Assistance Programs, Work place
dialogue.

• PROFESSIONALIZATION OF HR MANAGEMENT
• Professional HR Societies.

• THE INTERNET REVOLUTION

• Electronic Recruiting, Records Management, and HRIS
Questions??
• Recognize differences between personnel management and HRM.

• What is the role of HR manager?

• What are the challenges for HRM t present?