ROLE OF HR MANAGER

PRESENTED BY: VAIBHAV SINGH & NITISH KAUSHIK

WHO IS AN HR MANAGER
An HR manager is one who plans, organizes and directs human resource programs for the business, provides highly responsible

administrative staff assistance to the General Manager; and performs other related work as required.

ROLE

What is a Role? Position one occupies in a social system Defined by functions performed In response to expectations of others / self

Role Perception: How an employee thinks he/she is supposed to act Role Set: Entire configuration of surrounding roles / relationships / effect

Understanding workers requirements & realities

The HR Managers need to have an understanding

of the worker requirements & realities. HR Managers should become mindful about the employees context. HR Managers need to have commitment towards the lifelong learning & continuous professional development, commitment towards the ethical standards & Deliver effective people strategies

Leadership & Team-building skills

Managers need to be highly motivated

themselves, and proficient in motivating and carrying their teams along with them. In the process of goal setting and project execution, team commitment is a critical requirement

 Though there are various IT tools such as

Intranet, Learning Management System etc., the efficacy of a manager lies in motivating the people to share their knowledge and expertise with their peers. HR Managers have to be adept not only in soft skills but also in building and sustaining knowledge management systems in an organization.

ROLES OF HR MANAGERS
Administrator

(co-ordination & support services ) Evaluator (organisational effectiveness) Individual career development advisor (assess personal competencies)

 Instructor / Facilitator

(managing group processes) Marketer (programmes & services) Material developer (producing written or electronically mediated instructional materials)

ROLES OF HR MANAGERS BASED ON HENRY MINTZBERGS STUDY

Based on a study, Henry Mintzberg concluded that managers performed 10 different roles. These ten roles can be grouped into: 1. Interpersonal Roles
2. Informational Roles 3. Decisional Roles

Interpersonal Roles
Role Figurehead Description Symbolic head; required to perform a number of routine duties of a legal or social nature
Responsible for the motivation and direction of subordinates

Examples Ceremonies status requests, solicitations

Leader

Virtually all managerial activities involving subordinates.

Liaison

Maintains a network of outside Acknowledgment of mail contacts who provide favors external board work and information

Informational Roles
Role Monitor Description
Receives wide variety of information; serves as nerve center of internal and external information of the organization Transmits information received from outsiders or other subordinates to members of the organization

Examples
Handing all mail and contacts categorized as concerned primarily with receiving information Forwarding mail into organization for information purposes; verbal contacts involving information flow to subordinates such as review sessions Board meeting; handling contacts involving transmission of information to outsiders

Disseminator

Spokesperson

Transmits information to outsiders on organizations plans, policies, actions, and results; serves as expert on organizations industry

Decisional Roles
Role Entrepreneur Description
Searches organization and its environment for opportunities and initiates projects to bring about change

Examples
Strategy and review sessions involving initiation or design of improvement projects

Disturbance handler

Responsible for corrective action when organization faces important, unexpected disturbances
Making or approving significant organizational decisions

Strategy and review sessions involving disturbances and crises

Scheduling ; requests for authorization; budgeting, the programming of subordinates work Contract negotiation

Resource allocator

Negotiator

Responsible for representing the organization at major negotiations

SPECIFIC FEATURES OF INDIAN LABOUR

SOCIAL COMPOSITION OFINDUSTRIAL LABOUR

Earlier, the labour force in factories, mines and plantations was generally provided by the lower castes, depressed classes and the unfortunates in societies . The trend in the present scenario has changed. The workers nowadays even come from higher communities and castes. Thus HR manager has to develope a greater sense of equality among workers as there might be a possibilty of workers being conscious of the distinction shown between the workers and the other staff.
HETEROGENEITY OF LABOUR CLASS

Industrial working class has people of different castes, communities, ethnic groups, speaking different languages and coming from different regions. The result is that Indian labour force is sharply divided between high class and low class, skilled and unskilled . This artificial division of working class has affected its collective bargaining capacity.

UNDIFFERENTIATED CLASS CHARACTER

The industrial working class in India has yet remained undifferentiated as a class because of the following reasonsThe moderate degree of industrialisation The persistence of traditional attachment to the village and family The low wages and its low composition in overall population of the country Thus workers in India do not constitute a wage-earning class corresponding to the factory workers of the western countries. HIGH RATE OF ABSENTEEISM AND LABOUR TURNOVER One of the most important characteristic of Indian worker is that they are in the habit of abstaining from work, and have a greater tendency to change their jobs in comparison to workers of other countries.

LABOUR/HR MANAGERS COMMITMENT

FOUR CATEGORIES OF WORKERS: The uncommitted workers

The partially committed or semi committed workers

The generally committed workers

The specifically committed workers

HR MANAGERS COMMITMENT
The

HR managers commitment focuses attention on the extent to which an employee identifies with organizational goals, value organizational membership and intends to work hard, to attain overall organizational mission.

Commitment fundamentally differs from simple attachment or membership in the sense that it involves an active relationship between the manager and the employee such that the employee is willing to go beyond the normal required compliance behavior in order to contribute to the realization of organizational goals.

THANK YOU