1. HRM and Operations Management in Today’s Business World
Facilitator: Saadia Malik

2. Contents Human Resources Management – An Overview
Importance of HR function
Role and activities of HR department
Recruitment & Selection/ Staffing Sub Function
Employee Compensation, Performance Management & Organizational Development
Environmental factors impacting HR Function in an organization

3. HUMAN RESOURCES MANAGEMENT AN OVERVIEW

4. Learning Outcomes
Understanding the importance of HRM function in an organization and its related activities,
Become better managers in organizations/work place
Awareness of theories and philosophies forming the basics of deign of HRM function and activities.
Awareness of the latest issues and happenings in this field
How HRM links up with Operations Management in today’s dynamic business world

5. Management
The process of trying to accomplish goals through other people

6. Human Resource Management
A Management Function which focuses on the utilization of individuals to achieve organizational objectives
All managers at every level must concern themselves with human resources management.

7. Importance of HR Function
Linked to the strategic management of an organisation.
Seeks commitment to organisational goals
Focuses on the individual needs rather than the collective workforce.
Enables organisations to dissolve power and become more flexible
Emphasises people are an asset to be positively utilised by the organisation.

8. Strategic Importance Long term importance of HRM:
'Human capability and commitment’ is what differentiates organisations.
HRM needs to be implemented into the organisational strategy and needs to be considered at the highest management level.
Long term importance of HRM:
It needs to be integrated into the management functions and is seen to have important consequences on the ability of the organisation to achieve its goals.
The key functions of HRM which are seen to encourage commitment rather than compliance.

9. ROLE & ACTIVITIES OF HR DEPARTMENT

10. Traditional HR Functions

11. Human Resource Management Functions
Recruitment & Selection
Training & Development
Compensation & Benefits
Safety & Health
Employee & Labor Relations

12. Research vs. Practice
Effective HR management requires proper understanding and utilization of knowledge gained through research
Recruitment
Realistic job previews
Interviews
Performance appraisals

13. RECRUITMENT & SELECTION

14. The Recruitment & Selection Process
Stage 1 Agree on Vacancy
Stage 2 Job Analysis
Stage 3 Attracting Candidates
Stage 4 Sorting Candidates
Stage 5 Selection Interviews

15. The Recruitment & Selection Process
Advertisements
Recruitment Agencies
Resume Scanning
Recruitment
Word of mouth
Short listed candidates
Walk ins
Company’s website
Telephonic Interviews
Selection
New Hires
One-on-one Interviews
Panel Interviews

16. How job assessments help you reach the ultimate goal
Interviewing
How job assessments help
you reach the ultimate goal

17. Steps involved in the interviewing process are..
Understand the purpose of the interview
Rethink your interviewing strategy
Develop a list of desired skills
Create a list of interview questions.
Check your list twice
Tell the applicant about the interview format
Prepare for questions.
Take notes

18. Exercise
Choose a position for which it is difficult to find a good performer.
What competencies are important?
Develop three questions to explore a candidate’s past or present behavior that demonstrates the competencies.

19. The Dynamic Human Resources Management Environment

20. EXTERNAL ENVIRONMENT INTERNAL ENVIRONMENT Unions Society 1 Marketing
Environment of Human Resource Management
EXTERNAL ENVIRONMENT
INTERNAL ENVIRONMENT
Unions
Society 1
Marketing
Operations
Technology
Legal Considerations
Staffing
Human Resource Management
Human Resource Development
Employee and Labor Relations
Compensation and Benefits
Finance
Other Functional Areas
Shareholders
The Economy
Safety and Health
Customers
Competition
Labor Force

21. Society
Social responsibility – Implied, enforced or felt obligation of managers to serve or protect interests of groups other than themselves
Ethics – Discipline dealing with what is good and bad, or right and wrong, or with moral duty and obligation

22. HR’s Changing Role: Who Performs Human Resources Management Tasks?
Human Resource Managers
Outsourcing Firms
Line Managers
Project Managers

23. Human Resources Function In Organizations Of Various Sizes

24. Human Resources Function in a Small Business
Manager/Owner
Sales
Operations
Finance

25. The Human Resource Function in a Medium-Sized Business
President
Sales Manager
Operations Manager
Finance Manager
Human Resources Manager

26. The Human Resource Function in a Large Firm
President and CEO
VP/Dir Marketing
VP/Dir Operations
VP/Dir Finance
VP/Dir Human Resources
Manager, Training and Development
Manager, Compensation and Benefits
Manager Staffing
Manager Safety and Health
Manager Labor Relations

27. An Evolving Human Resource Organization Example
President and CEO
VP Operations
VP Human Resources
VP Other Major Functions
Director of Safety and Health
Executive Development
Manager Training
Manager Other HRM Functions
Employee Benefits
Shared Service Center
Outsourced

28. The Harvard Model of Human Resources Management

29. Changing Nature of Human Resources Management
Scientific management
Breaking down jobs into elemental activities and simplifying job design
Jobs
Comprise a set of tasks, elements, and job motions (basic physical movements)
In a piece-rate wage system, pay is based on output
Assembly-line
Production meshed with principles of scientific management
Advantages of task specialization
High output, low costs, and minimal training
Disadvantages of task specialization
Boredom, lack of motivation, and physical and mental fatigue
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30. Employee Motivation Motivation Improving Motivation
willingness to work hard because that effort satisfies an employee need
Improving Motivation
positive reinforcement and feedback
effective organization and discipline
fair treatment of people
satisfaction of employee needs
setting of work-related goals
Improving Motivation (cont.)
design of jobs to fit employee
work responsibility
empowerment
restructuring of jobs when necessary
rewards based on company as well as individual performance
achievement of company goals
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31. Evolution of Theories of Employee Motivation
Self-
actualization
Esteem
Social
Safety/Security
Physiological (financial)
Abraham Maslow’s Pyramid of Human Needs
Douglas McGregor’s
Theory X and Theory Y
Theory X Employee
Dislikes work
Must be coerced
Shirks responsibility
Little ambition
Security top motivator
Theory Y Employee
Work is natural
Self-directed
Controlled
Accepts responsibility
Makes good decisions
Frederick Herzberg’s
Hygiene/Motivation
Theories
Hygiene Factors
Company policies
Supervision
Working conditions
Interpersonal relations
Salary, status, security
Motivation Factors
Achievement
Recognition
Job interest
Responsibility
Growth
Advancement
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32. Contemporary Trends in Human Resources Management
Job Training
extensive and varied
Enhances on the job skills and work knowledge
Cross Function Training
an employee learns more than one job
Job Rotation
horizontal movement between two or more jobs according to a plan
Empowerment
giving employees authority to make decisions
Teams
group of employees work on problems in their immediate work area
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33. Contemporary Trends in Human Resources Management (cont.)
Job enrichment
vertical enlargement
allows employees control over their work
horizontal enlargement
an employee is assigned a complete unit of work with defined start and end
Flexible time
part of a daily work schedule in which employees can choose time of arrival and departure
Alternative/Virtual workplace
nontraditional work location
Telecommuting
employees work electronically from a location they choose
Temporary and part-time employees
mostly in fast-food and restaurant chains, retail companies, package delivery services, and financial firms
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34. Employee Compensation
Types of pay
hourly wage
the longer someone works, the more s/he is paid
individual incentive or piece rate
employees are paid for the number of units they produce during the workday
straight salary
common form of payment for management
commissions
usually applied to sales and salespeople
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35. Employee Compensation (cont.)
Gain sharing
an incentive plan joins employees in a common effort to achieve company goals in which they share in the gains
Profit sharing
sets aside a portion of profits for employees at year’s end
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36. Employee Performance Management
Setting Quantifiable Objectives
Agree over expectations to perform
Set time for discussion sessions
Listen to the Employee
Feedback process for evaluating employee performance
Commonly used feedback programs are 90 degree, 180 and 360 degree

37. Organizational Development
Training & Development of Employees
Change Management Methods
Inter Organizational Communication

38. Job Design Task analysis Worker analysis Environment analysis
how tasks fit together to form a job
Worker analysis
determining worker capabilities and responsibilities for a job
Environment analysis
physical characteristics and location of a job
Ergonomics
fitting task to person in a work environment
Technology and automation
broadened scope of job design

39. Job Analysis Method Analysis (work methods)
Study methods used in the work included in the job to see how it should be done
Primary tools are a variety of charts that illustrate in different ways how a job or work process is done
Copyright 2009 John Wiley & Sons, Inc.
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40. Process Flowchart Symbols
Operation:
An activity directly contributing to product or service
Transportation:
Moving the product or service from one location to another
Inspection:
Examining the product or service for completeness, irregularities, or quality
Delay:
Process having to wait
Storage:
Store of the product or service
Copyright 2009 John Wiley & Sons, Inc.
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41. Managing Diversity in Workplace
Employers must strive to manage diversity in the workplace
Programs include
- Education
- Awareness
- Communication
- Fairness
- Commitment

42. Types of Work Related Behaviors
Joining the organization
Remaining with the organization
Maintaining work attendance
Performing required job responsibilities
Exhibiting organizational citizenship

43. Environmental factors impacting HR Function in an organization

44. The Changing Job Market What’s Happening in the External World?
“When the rate of change outside exceeds
the rate of change inside, the end is near”
Jack Welch
Chairman, General Electric

45. The Changing Job Market What’s Happening in The External World
The Changing Job Market What’s Happening in The External World? (Big Picture)
Redefinition of Loyalty/Security
Increase in Part-Time, Contract Employment
Mergers and Acquisitions
Doing more with Less

46. The Changing Job Market What’s Happening In The External World
The Changing Job Market What’s Happening In The External World? (The 21st Century Worker)
Employability
External vendor-mindedness (Me Inc.)
Resiliency
Flexibility and adaptability
Security comes from within
Job Security is an illusion. Security comes from being employable not employed

47. The Changing Job Market (Personal Readiness)
Need for continuous learning
Need for understanding of accomplishments
Need for continuous networking

48. Roundtable Discussion
What are the factors impacting organizations and their ability to attract, recruit and retain?

49. Action Planning Guide
What are your learning actions from today’s session?
How do you plan to implement them at your work place in future?

50. Thanks for your time and attention!!