EVOLUTION OF HRM

Involve , empower , & trust people and they put

their heart & soul into everything &take the
company into Himalayan heights
WHY MANAGING PEOPLE IS NOT EASY?

Commoditization doesnt work

Unpredictable Behavior patterns

Equity in terms what others are getting

Revolution of rising expectations

EMPLOYEE STRESS FACTORS

Bad boss

Poor pay

Poor environment

Unclear roles

Lack of recognition
HR IMPLICATIONS OF GOVT DECISIONS
For the first 18 months the CEOs & HR leaders have
a fundamental task of gearing up with their new
banks on 10 core HR Actions:
1.Talent building

2. Compliance Covered by more than 10 regulations

and the most imp are Banking regulation Act ,
1949,Reserve Bank of India ,1934,payment &
settlement systems Act,2007

leave policy, appointment of banking ombudsman will

now be aligned to the banking practices.

3. Compensation jobmatching,benchmarking,ESOPs
4.one time & ongoing Communication
WIFM principle

Managing employee perception & worries

5.Employee learning
6.Career development if not addressed would lead
to job burnout
7.Performance mgt
8.Technology related HR data driven, data
storage ,security,real time data updation
9. Leadership succession planning
10.Metric based implementation is critical
CISCO - CONNECTING WOMEN THROUGH
TECHNOLOGY

CCW employee resource org that helps the

professional growth of female employees by
Networking

Mentoring

Technical leadership workshops

Operates 40 chapters globally

Communicates across three standard pillars :

Business outreach, community outreach like
Girls in technology and making our way.
GE womens network - 1997

3 M women's leadership forum

EMPLOYEE STRESS FACTORS

Bad boss

Poor pay

Poor environment

Unclear roles

Lack of recognition
EVOLUTION OF HRM
The era of industrial revolution
The era of social responsibility

The scientific management era

The human relations movement

The behavioral era

Personnel specialist & Welfare era.

HRM in1980 and 1990s

THE ERA OF SOCIAL RESPONSIBILITY
Robert Owen (1913) ,British businessman believed
that social and economic environment influence the
physical, mental & psychological development of
workers.
Organizing model villages next to his cotton mills.
Emphasized on humane working conditions, day
schools for children & night school for workers.
Raising the minimum age of child employment to 11
years and later on abolishing it.
Charles Babbage division of labor will reduce waste
in raw materials ,achieve savings through effective
placement of workers,
produce economies of scale based on skill level, gain
efficiency from familiarization with special tools
ERA OF SCIENTIFIC MGT
Each task must be scientifically designed so that
it can replace the old, rule of thumb methods.
Workers must be scientifically selected & trained
so that they can be more productive on their jobs.
Bring the scientifically designed jobs & workers
together so that there will be a match between
them.
There must be division of labor & cooperation
between mgt & workers.
Differential Piece rate system linkage with
performance.
 IMPACT ON EMPLOYER EMPLOYEE
RELATIONSHIP

Placed mutual benefits of productivity which

made more profits and workers lived better lives.
Welfare capitalism

Human engineering- study of people at work and

of work methods.
Taylor also advocated the concept of functional
foremanship
These functional specialists perform the planning
function & provide expert advise to the workers.
Gave greater importance to technology and
higher productivity levels.
 THE HUMAN RELATION MOVEMENT
Experiments conducted at Western Electrics Hawthorne plant near Chicago.

1. Illumination experiments

2. Interviewing program 1928 three year long covering more than 21000
employees to find out the reasons for productivity.
The benefit of informal Work groups was recognized

Hawthorne effect group pride & belongingness.

Why the attitude of the employees had become better after participation in the
test room?

3. Bank wiring room experiments- 14 male workers were formed into small
group & observed for seven months.

Group established its own norms related to output

 HRM MOVEMENT
Whole philosophy of HR is built around the following ideas:
HR movement tries to create a positive work environment
The goals of productivity & employee satisfaction are
inextricably interwoven.
Focus is on people.
Motivating people for peak performances.
Key ideas are as follows
The individual- each person is unique.
The work group
The work environment
The leader offers a pleasant work climate where bossism
is absent
Participative climate
POSITIVE WORK ENVIRONMENT
Goals are clearly defined
Incentives are properly used to improve
performance
Decisions are timely & participative.

Conflict is confronted openly

Work is interesting & growth oriented

 THE BEHAVIORAL SCHOOL
The knowledge of the behavioral sciences
psychology, sociology & technology.
Abraham Maslow theory of needs
Chris Argyris
Douglas Mc Gregor
Rensis Likert
Existing jobs should be redesigned & restructured to
give employees an opportunity to satisfy their higher
order needs.
Individual & group behavior
Interpersonal relationship at work
Management by objectives
Job enrichment.
Positive reinforcement
 PERSONNEL SPECIALIST AND WELFARE
ERA

Recruit ,select train & develop employees

Benefit schemes for the betterment of employees.

Assist the line mgt in manning the org & to

maintain the workforce at optimum efficiency.
Render services to the mgt, grievance procedure,
training non mgt personnel.
To control functions regarding employee services.
 HR POLICY OF TATA STEEL
It is equal opportunity employer
It recognizes that its people are the primary
source of its competiveness.
It will pursue mgt practices designed to enrich
the quality of life of its employees, develop their
potential & maximize their productivity.
It will aim at ensuring transparency , fairness &
equality in all its dealings with its employees.
Tata steel shall strive continuously to foster a
climate of openness,mutual trust & teamwork.
Shall strive to be the employer of the choice by
attracting & ensuring a cosmopolitan workforce.
 EVOLUTION OF HRM IN INDIA
Perio Development Outlook Focus Status Roles
d
1920s- Beginning Legalistic Statutory Clerical welfare
30s capitalist administrator

1940- Struggling for Technical Paternali Administrativ Appraiser

1970 Recognition &legalistic sm e Advisor
Mediator
Legal advisor

1970- Introduction of Impersonal Regulator Change agent

1990 sophisticated and y Development Trainer
techniques professional conforma al Educator
nce

1990s Promising Philosophic Human Executive Developer

onward Value, al Counselor
s Productivity Coach
through people Mentor
Problem solver
DISTINCTION BETWEEN PERSONNEL &
HRM
Personnel MGT
Routine, maintenance , admin
Reactive & responsible to needs of org
Independent and sub function
Narrow view
Emphasizes on economic rewards
Employee viewed as a commodity or tool
or equipment , which can be purchased
or used
Employees treated as cost centre
Careful delineation of written contracts
HRM
Continuous development of people
Proactive function ,anticipates future
problems
Sub system within org
System view proper org culture
Higher needs and job satisfaction
Employee treated as a resource
Treated as profit centre & therefore
invests in HRD
Aim to go beyond contract can do
outlook
CONTINUED

selection Separate ,marginal Integrated ,key

test task
Pay Job evaluation (fixed Performance related
grades)
Labor mgt Collective bargaining Towards individual
contract contracts
Job categories & many few
grades
Communication Restricted flow Increased

Job design Division of labor Teamwork

Conflict Handling Reach Temporary Manage climate &

truce culture
T&D Controlled access to Learning Culture
courses
 CAREERS IN HRM
HR business partners/HR generalists
TA specialists

Centers of excellence

Researches & consultants

Trainers /Learning & development specialist

HR transformation / Shared Services

EMPLOYEE STRESS FACTORS

Bad boss

Poor pay

Poor environment

Unclear roles

Lack of recognition