1

give me the wisdom to

understand my boss.
Give me the love to
forgive him
But dear God, dont
give me strength.
Because if you give
me strength
I will BREAK HIS
HEAD.
HUMAN RESOURCE MANAGEMENT: Session-I
What do Organizations stand for?
Reliance Power: To promote a work culture that
fosters learning, individual growth, team spirit and
creativity to overcome challenges and attain goals.
To encourage ideas, talent and value systems and
become the employer of choice. - Mission Statement
Tata Motors: To create an organization that
people enjoy working for, doing business with
and investing in - Mission Statement
ICICI Bank: What differentiates us from the rest of
the world is that the high growth in the last decade
has been primarily led by our human resources and
knowledge capital Chanda Kochhar (CEO)
2
What do Organizations stand for?......
Toyota: We will meet our challenging goals
by engaging the talent and passion of
people, who believe there is always a better
way
Global Vision
Tata Steel: We make the difference through
our People: By fostering teamwork, nurturing
talent, enhancing leadership capability and
acting with pace, pride and passion. - Vision
Sony : To establish a place of work where
engineers can feel the joy of technology
innovation, be aware of their mission to
society, and work to their hearts content
-Masaru Ibuka
Research talks
A study of 450 CEOs, senior managers and HR professionals at 22
global companies found significant positive relationship between a
companys talent management score and financial performance.
(Guthridge & Komm, 2008)
McKinseys survey of 6,900 managers at 56 companies found that the
companies best managing their talent outperformed their industrys
mean return to shareholders by 22%. (Axelrod, et al. 2001).
Talent management takes as much as 50% of CEOs time (Economist
Intelligence Unit & Development Dimensions International, 2006; Silzer, 2002).
People are all there is to an organization - Gary Hamel (Sears,2003).
Having the right people comes before having the right strategies
(Collins, 2001.).
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How six key developments and three key drivers are
shaping the business world.
Ernst & Young Report
http://www.ey.com/GL/en/Issues/Business-environment/Six-global-trends-
shaping-the-business-world
Relevance of Human Resources: Insights from the book Good to Great
Tracking Global Trends
HRM is the planning, organizing, directing and
controlling of the procurement, development,
compensation, integration and maintenance of human
resources to the end that individual, organizational and
societal objectives are accomplished
- Edwin Flippo
HRM consists of as a set of policies, practices
and programs designed to maximize both
personal and organizational goals.
What is Human Resource Management?
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Key HR Challenges
.
ENVIRONMENT
Cyclical growth Internet revolution Workforce diversity Global
competition Legislation Skill shortages Evolving work & family
roles Disasters Rapid change
ORGANIZATION
Competitive position (Cost, quality, distinctive capabilities)
Decentralization Downsizing Organizational restructuring
Technology Self managed work teams Organizational culture
Outsourcing
INDIVIDUAL
Matching People and Organization
Ethical dilemmas & Social responsibility
Productivity Empowerment
Brain drain Job insecurity
Scope of HRM
Personnel aspect: Manpower Planning,
Recruitment, Selection, Placement, Transfer,
Performance Appraisal, Promotion, Training and
Development, Remuneration, Separation.
Welfare aspect: Working conditions, amenities such
as canteens, rest & lunch rooms, housing, transport,
medical assistance, health & safety, recreation.
Employee relations aspect: Union-Management
Relations, Collective bargaining, grievance and
disciplinary procedures, settlement of disputes etc.
Strategic Alignment of HRM: HR as a strategic
business partner
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Functions of HRM
MANAGERIAL
FUNCTIONS
Planning, Organizing, Directing, Controlling.
OPERATIVE
FUNCTIONS:
Procurement, Development, Motivation &
Compensation, Maintenance, Integration.
Procurement
Job Analysis, HR Planning, Recruitment & Selection,
Placement, Induction, Internal mobility.
Development
Training, Executive development, Career Planning &
development, Human Resource Development
Motivation &
Compensation
Job design, Job evaluation, Performance management,
Compensation, Motivation.
Maintenance Function
Health & safety, Employee welfare, Social security measures.
Integration Function
Grievance handling, Discipline, Teams & team work, Collective
bargaining, Participation & empowerment, Trade unions,
Industrial relations.
Line, Staff, and Functional Roles
Line Function: All primary and core activities directly
related to organizational objectives are designated as Line
activities. Line authority is delegated from top to base of
managerial hierarchy on the chain of command; empowers
decisions on acquisition, allocation & control of resources.
Staff Function: All secondary and supportive activities which
smoothen and facilitate the line activities are designated as staff
activities. Staff authority is the right to undertake advisory,
supportive activities and services to line authority positions
and units. Staff authority is devoid of formal right to make
decisions committing the organization by deploying resources.
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Functional Role/Authority: Functional authority is
the right and power of one department to issue orders
or instructions to one, several, or all other departments
in an enterprise. Functional authority permits
specialists to exercise authority within their areas of
competence. It is the authority not in the direct chain of
command but it is as binding as line authority except
that it does not carry the right to discipline for violation
in order to exact compliance.
References
Axelrod, E.L., Handfield-Jones, H., & Welsh, T.A. (2001). The War for Talent,
part two. McKinsey Quarterly.
Economist Intelligence Unit & Development Dimensions International. (2006,
May). The CEOs Role in Talent Management: How Top Executives from 10
Countries are Nurturing the Leaders of Tomorrow. London: Economist
Intelligence Unit.
Guthridge & Komm (2008). Why Multinationals Struggle to Manage Talent.
McKinsey Quarterly, May.
Collins, J. (2001). Good to Great. New York: HarperCollins.
Sears, D. (2003). Successful Talent Strategies: Achieving Superior Business
Results Through Market Focused Staffing. New York: MACOM.
Silzer, R. (Ed.). (2002). The 21
st
Century Executive: Innovative Practices for
Building leadership at the Top. San Francisco: Jossey-Bass.