AN INTRODUCTION TO

HUMAN RESOURCE
MANAGEMENT

JOYDEEP MONDAL
18MB0012
Stages of growth in HRM
In USA
 Stage 1 : File Maintenance
 Stage 2 : Government Accountability
 Stage 3 : Organisational Accountability
 Stage 4 : Strategic Partnership

In UK
 Stage 1 : Welfare Stage (1915 to 1920s)
 Stage 2 : Personal Administration Stage (1930s)
 Stage 3 : Developing Stage of Personal Management (1940s & 1950s)
 Stage 4 : Mature Stage of Personnel Management (1960s & 1970s)
 Stage 5 : HRM Phase I (1980s)
 Stage 6 : HRM Phase II (1990 onwards)
Stages of growth in HRM
In INDIA
 Stage 1 : Welfare Stage (before 1947)
 Stage 2 : Industrial Relations Stage (1947 to 1960s)
 Stage 3 : Personnel Administration Stage (1970s)
 Stage 4 : Personnel Management Stage (1980s)
 Stage 5 : HRM Stage (1990 onwards)
Current Day Models of HRM
In USA
The Matching Model
• Specifies that HR systems and the organisational structure
must match with the organisational strategy.
• Strategic HR concepts & techniques differ from
traditional personnel administration.
• HR issues should be given importance like all other fields.

The Harvard Framework

Framework owned by several thinkers who stressed the
need of coherence in HRM policies.
• Beer et al, asserts that HRM decisions involves all
management decisions and actions which affect the
nature of the relationship between the organisation and
its employees-its human resources.
• Walton, observed that HRM model is composed of
policies promoting mutuality.
Current Day Models of HRM
In USA
The Harvard Framework
• Schuler, proposed the ‘5P’ model of strategic HRM,
i. HR Philosophy
ii. HR Policies
iii. HR Programmes
iv. HR Practices
v. HR Processes
Current Day Models of HRM
In UK
David Guest’s Perspective
• Further Developed the Harvard Model by stressing four
policy goals.
i. Strategic Integration
ii. High Commitment
iii. High Quality
iv. Flexibility

Karen Legge’s Perspective

Specified three elements of HRM.
i. Integration of HR policies with strategic business
needs.
ii. Human resources are source of competitive
advantage.
iii. Mutual consistent policies to promote commitment
and willingness to work.
Current Day Models of HRM
In UK
John Storey’s Perspective
I. A set of beliefs and perspective.
II. A strategic thrust embodying decisions about people
management.
III. The central involvement of the line managers.
IV. Dependence upon a set level of levers to determine
the employment relationships.
Current Day Models of HRM
In INDIA
Bhatnagar and Sharma’s Model
Proposed a model of strategic HRM, involving three elements:
i. Pillars => organisational commitment, organisational learning
capability, strategic HR roles & Psychological Empowerment.
ii. Contingency Variables => Individual (job satisfaction &
commitment) and Organisational (hierarchical level, size &
organisational life cycle stages).
iii. Outcomes => measure of organisations financial
performance.
Paul and Anantharaman’s Model
Proposed a HR-performance linkage model, involves three variables:
i. Causal => Direct linkage with business strategy
ii. Intervening => Employee competence, teamwork,
organisational commitment, and customer satisfaction
iii. Outcome => (Immediate outcomes)Employee retention &
productivity, product quality, speed of delivery, operating
cost, and customer satisfaction. (Final outcomes)Sales, net
profits, ROI, and market value interaction.
Current Day Models of HRM
In INDIA

Bhatnagar and
Sharma’s Model

Paul and
Antharaman’s
Model
Objectives, Scope & Functions of HRM
OBJECTIVES
Broad Objective : To optimise the usefulness of all workers in the organisation.
Special Objective : To help line managers manage workers effectively.

SCOPE & FUNCTIONS

General Functions and Activities Activities for Outcomes

• Organizational Job design & Role building.
• Employment relationship.
• HR planning , recruitment & selection.
• Learning & development, career
management.
• Reward Management.
• Employee relations.
• Heath, safety & employee services.
• Employment & HR administration.
• Contribution of resources can be influenced by
matching job requirements and rewards with
individual ability and motivation.
• Support Activities : Analysis of individuals and
jobs, performance appraisal and human
resource planning.
• Functional Activities : Staffing and
development, compensation, labour relations,
job design, quality circles and safety
programmes.
Objectives, Scope & Functions of HRM
SCOPE & FUNCTIONS
Changing Role of Professionals
• Traditional Role :
Managers were paper-pushers.
They handled administrative tasks like payment,
benefit, hiring etc.
• Strategic Role :
Development of new structural and cultural
patterns to meet competitive demand s of
international market.
New Strategic Roles
• Management of Strategic HR-
• Aligning HR and business strategies.
• Management of company infrastructure -
• Re-engineering organizational processes.
• Management of employee Contribution -
Listening and responding to employees by
providing them with resources.
• Management of Transformation and Changes.
 Significance of HR
TRADITIONAL HRM
Social Standpoint
 Maintain balance between jobs and job-holder to raise living standard of society.
 Secure most productive and gainful job to people.
 Assist members in maximising contribution and giving rewards in return.
 Ensure best protection and conservation of human resources.
 Help people take decision with minimum of direction and control.

Professional Standpoint
 Maintain and respect the dignity of individual members.
 Provide maximum opportunity for personality development.
 Ensure effective allocation of services to different jobs.
 Effective utilization of people’s talent and interests through employment.
 Increase productivity by raising standard of living.

Individual Enterprise Standpoint

 Attainment of goals by effective recruitment and selection techniques.
 Attainment of goals by effective utilisation of the effort of human resources.
 Attainment of goals by maintaining the willingness of people to work through job satisfaction.
 Significance of HR (contd)
STRATEGIC HRM
Obtaining added value :
• facilitation of change management.
• proper return on initiatives like training & development
• delivering cost-effective services.

Achieving Competitive Advantage:

• building core competencies through recruitment, reward management and employee
development.
• managing corporate culture, management development and organizational structures.

Promoting Total Quality Management :

• Advising on development of integrated quality management processes.
• helping line managers achieve quality objectives.

Improving Overall Business Performance :

• developing employee commitment.
• promoting business success through employee engagement.
• building employee skills and attitudes.
 Challenges in HRM
ORGANISATIONAL LEVEL
• Integration of HR planning with corporate plans.
• Motivating Executives.
• Wage settlement and executive salary.
• Integration of change techniques.
• Maintaining a young and productive organisation.
• Keeping IR from conflict to co-operation.
• Developing organizational culture.

WORKPLACE LEVEL
• Adaptation of Technological changes.
• Problem of non-performers and managerial competence development.
• Management of grievances.
• Emergence of socio-psychological needs.
• HRM as a growing concern for managers.

HRM DEPARTMENT LEVEL

• Process – Orientation.
• Concern with strategy and proactive approach.
• Research-orientation.
• Developing HR policies.
• A matrix organization.
Roles & Responsibilities of HR manager and Departmental Structure

ROLES RESPONSIBILITIES
• Reactive / Proactive Role: HRs comply with • Service Provision : Providing services (HR
requests for services or advice in reactive planning, recruitment and selection, etc) to
role. internal customers (management, line
At strategic level, they act as an consultant managers, team leaders and employees).
and play proactive role. • Advice : Perform the role of counsellor and
• Business Partner Role : Integrate activities with mentor as well as problem solver by
top management and identify business providing advice.
opportunities. business opportunities. • Guidance : Providing guidance to
• Strategist’s Role : Build strategies for management on HR policies.
competitive advantage.
• Innovation Role : Introduce innovative
processes and procedures which can
enhance organizational performance.
• Monitoring Role : HRs are required to ensure
that procedures and policies are
implemented consistently.
Thank you !