Documenti di Didattica
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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.
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.
• Organizational Job design & Role building. • Contribution of resources can be influenced by
• Employment relationship. matching job requirements and rewards with
• HR planning , recruitment & selection. individual ability and motivation.
• Learning & development, career • Support Activities : Analysis of individuals and
management. jobs, performance appraisal and human
• Reward Management. resource planning.
• Employee relations. • Functional Activities : Staffing and
• Heath, safety & employee services. development, compensation, labour relations,
• Employment & HR administration. job design, quality circles and safety
programmes.
Objectives, Scope & Functions of HRM
SCOPE & FUNCTIONS
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.
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.
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 !