×
I find that the harder I work, the more luck I seem to have.
--Your friends at LectureNotes
Close

Note for International Human Resource Mangement - IHRM By GANESH SAMAL

  • International Human Resource Mangement - IHRM
  • Note
  • 7 Topics
  • 4928 Views
  • 141 Offline Downloads
  • Uploaded 1 year ago
0 User(s)
Download PDFOrder Printed Copy

Share it with your friends

Leave your Comments

Text from page-3

HUMAN RESOURCE MANAGEMENT ( H R M ) De f in it i on 1 – I n t e g ra ti on “HRM is a series of integrated decisions that form the employment relationships; their quality contributes to the ability of the organizations and the employees to achieve their objectives.” De f in it i on 2 – I n flu en cin g “HRM is concerned with the people dimensions in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. This is true, regardless of the type of the organization – government, business, education, health, recreational, or social action.” De f in it i on 3 – A ppl ica bilit y “HRM planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and social objectives are accomplished.” MEANING OF HRM: HRM is management function that helps managers to recruit, select, train and develop members for an organization. Obviously HRM is concerned with the people’s dimensions in organizations. HRM refers to set of programs, functions, and activities designed and carried out Co r e e l em e nt s of H RM • Pe op l e : Organizations mean people. It is the people who staff and manage organizations. • Ma n a ge m en t: HRM involves application of management functions and principles for acquisitioning, developing, maintaining and remunerating employees in organizations. • I nt eg r at i on & C o n s is te nc y : Decisions regarding people must be integrated and consistent. • I nf l ue nc e : Decisions must influence the effectiveness of organization resulting into betterment of services to customers in the form of high quality products supplied at reasonable cost. • A pp l ic a b i li ty : HRM principles are applicable to business as well as non-business organizations too, such as education, health, recreation and the like. OBJECTIVES OF HRM: 1. Soc i et a l O b je ct iv e s : To be ethically and socially responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization. 2. O r g an iz at i o n a l O b j ect i ve s : To recognize the role of HRM in bringing about organizational effectiveness. HRM is only means to achieve to assist the organization with its primary objectives. 3. Fu nc ti o n a l O b je ct iv e s : To maintain department’s contribution and level of services at a level appropriate to the organization’s needs. 4. Pe r so n a l O b j ec ti v es : To assist employees in achieving their personal goals, at least in so far as these goals enhance the individual’s contribution to the organization. This 3

Text from page-4

is necessary to maintain employee performance and satisfaction for the purpose of maintaining, retaining and motivating the employees in the organization. SCO PE O F H RM : From Entry to the Exit of an employee in the organization Scope of HRM can be described based on the following activities of HRM. Based on these activities we can summarize the scope of HRM into 7 different categories as mentioned below after the activities. Lets check out both of them. H RM Act i v it ie s – 1. HR Planning 2. Job Analysis 3. Job Design 4. Recruitment & Selection 5. Orientation & Placement 6. Training & Development 7. Performance Appraisals 8. Job Evaluation 9. Employee and Executive Remuneration 10. Motivation 11. Communication 12. Welfare 13. Safety & Health 14. Industrial Relations 7 C at e go r ie s of S c op e o f H R M 1. Introduction to HRM 2. Employee Hiring 3. Employee and Executive Remuneration 4. Employee Motivation 5. Employee Maintenance 6. Industrial Relations 7. Prospects of HRM ROLE OF HRM 1. Advisory Role: HRM advises management on the solutions to any problems affecting people, personnel policies and procedures. a. Personnel Policies: Organization Structure, Social Responsibility, Employment Terms & Conditions, Compensation, Career & Promotion, Training & Development and Industrial Relations. b. Personnel Procedures: Relating to manpower planning procedures, recruitment and selection procedures, and employment procedures, training procedures, management development procedures, performance appraisal procedures, compensation procedures, industrial relations procedures and health and safety procedures. 2. Functional Role: The personnel function interprets and helps to communicate personnel policies. It provides guidance to managers, which will ensure that agreed policies are implemented. 3. Service Role: Personnel function provides services that need to be carried out by full time specialists. These services constitute the main activities carried out by personnel departments and involve the implementation of the policies and procedures described above. 4

Text from page-5

Role of HR Managers (Today) 1. Humanitarian Role: Reminding moral and ethical obligations to employees 2. Counselor: Consultations to employees about marital, health, mental, physical and career problems. 3. Mediator: Playing the role of a peacemaker during disputes, conflicts between individuals and groups and management. 4. Spokesman: To represent of the company because he has better overall picture of his company’s operations. 5. Problem Solver: Solving problems of overall human resource management and longterm organizational planning. 6. Change Agent: Introducing and implementing institutional changes and installing organizational development programs 7. Management of Manpower Resources: Broadly concerned with leadership both in the group and individual relationships and labor-management relations. Role of HR Managers (Future) 1. 2. 3. 4. 5. 6. 7. Protection and enhancement of human and non-human resources Finding the best way of using people to accomplish organizational goals Improve organizational performance Integration of techniques of information technology with the human resources Utilizing behavioral scientists in the best way for his people Meeting challenges of increasing organizational effectiveness Managing diverse workforce F UN CT IO N S O F H R M A LO N G W ITH O B JE CTI V ES HRM Objectives Social Objectives (3) Organizational Objectives (7) Functional Objectives (3) Personal Objectives (5) Supporting HRM Functions Legal Compliance Benefits Union Management Relations Human Resource Planning Employee Relations Recruitment & Selection Training & Development Performance Appraisals Placement & Orientation Employee Assessment Performance Appraisals Placement & Orientation Employee Assessment Training & Development Performance Appraisals Placement & Orientation Compensation Employee Assessment Ma n a ge r i a l F un ct i on s o f H R M 1. Planning: Plan and research about wage trends, labor market conditions, union demands and other personnel benefits. Forecasting manpower needs etc. 2. Organizing: Organizing manpower and material resources by creating authorities and responsibilities for the achievement of organizational goals and objectives. 3. Staffing: Recruitment & Selection 5

Text from page-6

4. Directing: Issuance of orders and instructions, providing guidance and motivation of employees to follow the path laid-down. 5. Controlling: Regulating personnel activities and policies according to plans. Observations and comparisons of deviations O pe r a ti o n al Fu n ct i on s o f H R M 1. Procurement: Planning, Recruitment and Selection, Induction and Placement 2. Development: Training, Development, Career planning and counseling. 3. Compensation: Wage and Salary determination and administration 4. Integration: Integration of human resources with organization. 5. Maintenance: Sustaining and improving working conditions, retentions, employee communication 6. Separations: Managing separations caused by resignations, terminations, lay offs, death, medical sickness etc. CH AL LE N GE S O F H RM MO DE R N M A N A GE MEN T IN I ND I A N E CO NO M Y or CH AL LE N GE S OF 1. G lo b a l iz at io n : - Growing internationalization of business has its impact on HRM in terms of problems of unfamiliar laws, languages, practices, competitions, attitudes, management styles, work ethics and more. HR managers have a challenge to deal with more functions, more heterogeneous functions and more involvement in employee’s personal life. 2. Co r po r at e Re -o rg a n iz at io n s : - Reorganization relates to mergers and acquisitions, joint ventures, take over, internal restructuring of organizations. In these situations, it is difficult to imagine circumstances that pose a greater challenge for HRM than reorganizations itself. It is a challenge to manage employees’ anxiety, uncertainties, insecurities and fears during these dynamic trends. 3. N e w O rg a n iz at i on a l fo r ms : - The basic challenge to HRM comes from the changing character of competitions. The competition is not between individual firms but between constellations of firm. Major companies are operating through a complex web of strategic alliances, forgings with local suppliers, etc. These relationships give birth to completely new forms of organizational structure, which highly depend upon a regular exchange of people and information. The challenge for HRM is to cope with the implications of these newly networked relations more and more, in place of more comfortable hierarchical relationships that existed within the organizations for ages in the past. 4. Ch a n gi n g De mo g r a ph i cs o f W or kf o r ce : - Changes in workforce are largely reflected by dual career couples, large chunk of young blood between age old superannuating employees, working mothers, more educated and aware workers etc. These dynamic workforces have their own implications for HR managers and from HRM point of view is a true challenge to handle. 5. Ch a n ge d e m pl o y ee ex pe ct at i on s : - With the changes in workforce demographics, employee expectations and attitudes have also transformed. Traditional allurements like job security, house, and remunerations are not much attractive today, rather employees are demanding empowerment and equality with management. Hence it is a challenge for HRM to redesign the profile of workers, and discover new methods of hiring, training, remunerating and motivating employees. 6. N e w I n du st r i a l R e l at io n s A pp r o ac h: - In today’s dynamic world, even unions have understood that strikes and militancy have lost their relevance and unions are greatly affected by it. The trade union membership has fallen drastically worldwide and the future of labor movement is in danger. The challenge before HRM is to adopt a proactive industrial 6

Lecture Notes