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- 1. HUMAN RESOURCE MANAGEMENT: OVERVIEWIN INDIAN CONTEXT NAME – PIJUSH KANTI ADAK SUB NAME – HUMAN RESOURCE MANGEMENT SUB CODE – OE-EC506C DEPARTMENT – ECE SEM – 5th COLLEGE – RAMKRISHNA MAHATO GOVERNMENT ENGINEERING COLLEGE
- 2. HUMAN RESOURCE MANAGEMENT DEFINITION,NATUREAND FEATURES Human Resource Management is also a function of management, concerned with hiring, motivating and maintaining people in an organization. It focuses on people in the organization. It focuses on people in the organization(features of HRM) • Organizations does not only consist of building, machines or inventories. It is people they manage and staff the organizations. • HRM applies management in principles procuring, developing, maintaining people in the organizations. • Aims at integrated decision making and decisions on different aspects of employees are consistent with other HR decisions.
- 3. • HR Decisionsmust influence effectiveness of the organization leading to better service to customer and high quality product and services of reasonable price. • It is not confined to business establishment only, HRM is applicable also to the non business organizations, like government department, education, health care etc. NATURE OF HRM 1. Inherent part of management- selecting people, training, motivating, appraising their performance for improving their quality. 2. Pervasive function- Present in all levels of mg in an organization 3. Action oriented- solve problem through rational(balanced) policies rather than record keeping 4. People oriented- HRM is all about people at work. Assign jobs, produce results, reward, motivate them towards improvements in productivity 5. Future oriented- Effective HRM helps organization meet its goals
- 4. 6. Development oriented-HRMdevelops full potential of employees through reward, training, job rotation. 7. Integrating mechanism: HRM maintains cordial relationship between people working at various levels in organization. 8. Comprehensive function: Workforce signifies people working at all levels, HRM differs with form & shape but the basic objective of effective utilization of human resource remains the same. 9. Continuous function: HRM is not a one shot deal it requires constant awareness and alertness of human relations in every day operation. 10. Based on human relation: Every person has different need, perception and expectations. The manger should give due attention to these factors.
- 5. Seven HR bestpractices The 7 Human Resource best practices presented below have been proposed by Jeffrey Pfeffer. Pfeffer wrote two books on this topic: •Competitive Advantage through People (1994), and •The Human Equation: Building Profits by Putting People First (1998) In these books, he proposes a set of best practices that can increase a company’s profit. When these HR principles are combined (or bundled), their impact is even more profound. These best practices are: 1.Providing security to employees : The first Human Resource best practice is employment security. Life is unpredictable and work is a stable factor that is very important to most people. Having an employer who enables the employee to provide for themselves and their family is, in essence, the number one reason why people come to work.
- 6. 2. Selective hiring:Hiring the right people : You can’t just hire anyone; you want people who are fit for the job. Companies do their utmost best to hire exceptional people because they add the most value to the business. There also needs to be a prioritization of building a structured and fair selection process. This reflects legal requirements, internal diversity goals, and that a more diverse workforce, better reflects society. This can be hugely beneficial for understanding wider consumer behavior and the needs of different customers. 3. Self-managed and effective teams : We all know that teamwork is crucial in achieving goals. High-performance teams are crucial for any company when it comes to achieving success. Teams provide value because they consist of people who are, and think differently but are working towards a common goal. This means that different ideas are generated to help achieve the goal. These ideas are then processed and combined, resulting in the best ones being selected. 4. Fair and performance-based compensation : First of all, if you hire the right people, you want to compensate them above average. These are the people that will add the most value to your company so you want to retain them and pay them fairly. This is an example that shows how different best practices work together to provide more value than they would alone, in this case, selective hiring, contingent compensation, and employment security.
- 7. 5. Training inrelevant skills : This HR best practice states that companies should invest heavily in training time and budget for its employees. After recruiting the best people, you need to ensure that they remain the frontrunners in the field. This has become even more relevant today as the rate at which technology is developing is growing exponentially. This is where learning and development come in. 6. Creating a flat and egalitarian organization : This best practice in HR principles is rooted in the egalitarian practices of Japanese management. Although we just saw that some employees are more critical than others for the organization’s success, this shouldn’t be communicated in such a way. Every employee is a valuable member of the organization and should be treated as such. 7. Making information easily accessible to those who need it : Information sharing is essential. This is an area where a lot of large companies struggle: How do you keep track of who knows what, so you know where to go with your questions? According to Pfeffer, there are two reasons why information sharing is so important. Firstly, open communication about strategy, financials, and operations creates a culture in which people feel they are trusted. It truly involves employees in the business. As an additional effect, it discourages hear-say and negative informal chatter. Secondly, if you want your people to share their ideas, they need to have an informed understanding of what’s going on in the business.
- 8. Google : Google beingGoogle, it's no surprise that their approach to HR broke away from tradition. We all know about the tons of employee perks and amazing "Googlified“ facilities that set a new trend in office design. But Google's strategic approach to human resources goes beyond that. Like with most tech companies they're obsessed with data, and the HR function is no exception. In 2006, co-founders Sergey Brin and Larry Page decided to take an empirical approach to HR founded on feedback and employee data. A manifestation of this is Project Oxygen, an ongoing study into management practices that identifies and measures key management behaviors and helps nurture them. It all gets quite technical, but essentially Google hired some smart people to undertake in-depth statistical analysis into what their employees consider to be good managers. They discovered eight common behaviors exhibited by the top- performing managers and then trained the rest in them. As a result, Google saw an overall improvement in people management and team metrics such as turnover, satisfaction, and performance over time.
- 9. Cisco : True totheir industry, CISCO developed their own HRM technology to guide strategy and better serve the needs of the business. The CISCO Talent Cloud is essentially an internal CRM that gives managers transparency into the skills and experiences of the company’s 70,000+ employees. Further, it gives employees themselves the tools and insights they need to take the initiative and advance their careers (sounds like an internal LinkedIn!). This approach allows managers to put together the best team needed to complete a particular project, and employees the opportunity to learn by working on a project that helps them meet a particular goal. Senior managers can also access real-time intelligence on team performance, how they produce results, execute priorities, and levels of engagement.
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