Human Resource Management Amitabha Sengupta Human Resource Management

Human Resource Management Amitabha Sengupta

Human Resource Management: A definition HRM is a process that helps managers plan , recruit, select, develop, remunerate and maintain members of an organization. This approach treats people as resources Or assets rather than as costs to be managed. Amitabha Sengupta

Premise of Human Resource Management itm en t Mutuality rm an ce Amitabha Sengupta Co m rfo m Pe

Eight Roles of Human Resource Management Sta ffin g Ma Re nag lat ion ing shi p Monitoring ag an ge M han C ing op Ev vel alu De at ing ng Planni Maintaining Amitabha Sengupta

Human Resource Management Objectives & Functions • Societal Objectives • Organizational 1. Legal compliance. 2. Benefits. 3. Industrial relations 1. 2. 3. 4. 5. 6. 7. Objectives H R Planning. Employee Rel. Selection Training & Dev. Appraisal Placement Assessment • Functional • Personal Objectives 1. Appraisal 2. Placement 3. Assessment 1. 2. 3. 4. 5. Objectives Amitabha Sengupta Training and dev. Appraisal. Placement. Compensation. Assessment.

HRM Functions Amitabha Sengupta

Five major HRM models: 1. Provide an analytical framework for studying HRM. 2. Legitimate certain HRM practices. 3. Establish variables and relationships to be researched. 4. Explain the nature and significance of key HR practices. Amitabha Sengupta

Fombrun, Tichy & Devanna Emphasizes the interrelatedness and the coherence of HRM activities. HRM cycle: Selection, appraisal, development and rewards aim to increase organizational performance. Amitabha Sengupta

Fombrun, Tichy & Devanna Amitabha Sengupta

Fombrun, Tichy & Devanna Model : Evaluation Prescriptive. Ignores stakeholder interests, situational factors and notion of strategic choice. Expresses the coherence of internal HR policies and the importance of ‘matching’ them to external business strategy. Amitabha Sengupta

Harvard Model: Basic features 1. Situational factors 2. Stakeholder interests 3. HRM policy choices 4. HR outcomes 5. Long-term consequences Amitabha Sengupta

Harvard Model Amitabha Sengupta

Harvard Model: Evaluation Classifies inputs and outcomes at both organizational and societal level. Absence of a coherent theoretical basis for measuring the relationship between HR inputs, outcomes and performance. Amitabha Sengupta

Guest Model Reflects view that a core set of integrated HRM practices can achieve superior individual and organizational performance. HRM differs from personnel management. Amitabha Sengupta

Guest Model Amitabha Sengupta

Guest Model Amitabha Sengupta

Warwick Model Extends the Harvard framework. Maps the connections between the outer and inner contexts and explores how HRM adapts to changes in context. Amitabha Sengupta

Warwick Model Amitabha Sengupta

Storey Model Demonstrates the differences between the ‘personnel and industrials’ and the HRM paradigm by creating an ‘ideal’ type. Characterizes HRM as ‘an amalgam of description, prescription, and logical deduction’. Amitabha Sengupta

Storey Model Amitabha Sengupta

Storey Model Amitabha Sengupta

Key HR Activities Human Resource Planning Recruitment & Selection Compensation & Benefits Performance Appraisals Training & Development Amitabha Sengupta

Thank you Amitabha Sengupta