Presentation on theme: "HRM and Operations Management in Today’s Business World"— Presentation transcript:
1 HRM and Operations Management in Today’s Business World Facilitator: Saadia Malik
2 Contents Human Resources Management – An Overview Importance of HR functionRole and activities of HR departmentRecruitment & Selection/ Staffing Sub FunctionEmployee Compensation, Performance Management & Organizational DevelopmentEnvironmental factors impacting HR Function in an organization
4 Learning OutcomesUnderstanding the importance of HRM function in an organization and its related activities,Become better managers in organizations/work placeAwareness of theories and philosophies forming the basics of deign of HRM function and activities.Awareness of the latest issues and happenings in this fieldHow HRM links up with Operations Management in today’s dynamic business world
5 ManagementThe 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 objectivesAll 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 goalsFocuses on the individual needs rather than the collective workforce.Enables organisations to dissolve power and become more flexibleEmphasises 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.
14 The Recruitment & Selection Process Stage 1 Agree on VacancyStage 2 Job AnalysisStage 3 Attracting CandidatesStage 4 Sorting CandidatesStage 5 Selection Interviews
15 The Recruitment & Selection Process AdvertisementsRecruitment AgenciesResume ScanningRecruitmentWord of mouthShort listed candidatesWalk insCompany’s websiteTelephonic InterviewsSelectionNew HiresOne-on-one InterviewsPanel Interviews
16 How job assessments help you reach the ultimate goal InterviewingHow job assessments helpyou reach the ultimate goal
17 Steps involved in the interviewing process are.. Understand the purpose of the interviewRethink your interviewing strategyDevelop a list of desired skillsCreate a list of interview questions.Check your list twiceTell the applicant about the interview formatPrepare for questions.Take notes
18 ExerciseChoose 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 ManagementEXTERNAL ENVIRONMENTINTERNAL ENVIRONMENTUnionsSociety1MarketingOperationsTechnologyLegal ConsiderationsStaffingHuman Resource ManagementHuman Resource DevelopmentEmployee and Labor RelationsCompensation and BenefitsFinanceOther Functional AreasShareholdersThe EconomySafety and HealthCustomersCompetitionLabor Force
21 SocietySocial responsibility – Implied, enforced or felt obligation of managers to serve or protect interests of groups other than themselvesEthics – 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 ManagersOutsourcing FirmsLine ManagersProject Managers
23 Human Resources Function In Organizations Of Various Sizes
24 Human Resources Function in a Small Business Manager/OwnerSalesOperationsFinance
25 The Human Resource Function in a Medium-Sized Business PresidentSales ManagerOperations ManagerFinance ManagerHuman Resources Manager
26 The Human Resource Function in a Large Firm President and CEOVP/Dir MarketingVP/Dir OperationsVP/Dir FinanceVP/Dir Human ResourcesManager, Training and DevelopmentManager, Compensation and BenefitsManager StaffingManager Safety and HealthManager Labor Relations
27 An Evolving Human Resource Organization Example President and CEOVP OperationsVP Human ResourcesVP Other Major FunctionsDirector of Safety and HealthExecutive DevelopmentManager TrainingManager Other HRM FunctionsEmployee BenefitsShared Service CenterOutsourced
28 The Harvard Model of Human Resources Management
29 Changing Nature of Human Resources Management Scientific managementBreaking down jobs into elemental activities and simplifying job designJobsComprise a set of tasks, elements, and job motions (basic physical movements)In a piece-rate wage system, pay is based on outputAssembly-lineProduction meshed with principles of scientific managementAdvantages of task specializationHigh output, low costs, and minimal trainingDisadvantages of task specializationBoredom, lack of motivation, and physical and mental fatigue8-29
30 Employee Motivation Motivation Improving Motivation willingness to work hard because that effort satisfies an employee needImproving Motivationpositive reinforcement and feedbackeffective organization and disciplinefair treatment of peoplesatisfaction of employee needssetting of work-related goalsImproving Motivation (cont.)design of jobs to fit employeework responsibilityempowermentrestructuring of jobs when necessaryrewards based on company as well as individual performanceachievement of company goals8-30
31 Evolution of Theories of Employee Motivation Self-actualizationEsteemSocialSafety/SecurityPhysiological (financial)Abraham Maslow’s Pyramid of Human NeedsDouglas McGregor’sTheory X and Theory YTheory X EmployeeDislikes workMust be coercedShirks responsibilityLittle ambitionSecurity top motivatorTheory Y EmployeeWork is naturalSelf-directedControlledAccepts responsibilityMakes good decisionsFrederick Herzberg’sHygiene/MotivationTheoriesHygiene FactorsCompany policiesSupervisionWorking conditionsInterpersonal relationsSalary, status, securityMotivation FactorsAchievementRecognitionJob interestResponsibilityGrowthAdvancement8-31
32 Contemporary Trends in Human Resources Management Job Trainingextensive and variedEnhances on the job skills and work knowledgeCross Function Trainingan employee learns more than one jobJob Rotationhorizontal movement between two or more jobs according to a planEmpowermentgiving employees authority to make decisionsTeamsgroup of employees work on problems in their immediate work area8-32
33 Contemporary Trends in Human Resources Management (cont.) Job enrichmentvertical enlargementallows employees control over their workhorizontal enlargementan employee is assigned a complete unit of work with defined start and endFlexible timepart of a daily work schedule in which employees can choose time of arrival and departureAlternative/Virtual workplacenontraditional work locationTelecommutingemployees work electronically from a location they chooseTemporary and part-time employeesmostly in fast-food and restaurant chains, retail companies, package delivery services, and financial firms8-33
34 Employee Compensation Types of payhourly wagethe longer someone works, the more s/he is paidindividual incentive or piece rateemployees are paid for the number of units they produce during the workdaystraight salarycommon form of payment for managementcommissionsusually applied to sales and salespeople8-34
35 Employee Compensation (cont.) Gain sharingan incentive plan joins employees in a common effort to achieve company goals in which they share in the gainsProfit sharingsets aside a portion of profits for employees at year’s end8-35
36 Employee Performance Management Setting Quantifiable ObjectivesAgree over expectations to performSet time for discussion sessionsListen to the EmployeeFeedback process for evaluating employee performanceCommonly used feedback programs are 90 degree, 180 and 360 degree
37 Organizational Development Training & Development of EmployeesChange Management MethodsInter Organizational Communication
38 Job Design Task analysis Worker analysis Environment analysis how tasks fit together to form a jobWorker analysisdetermining worker capabilities and responsibilities for a jobEnvironment analysisphysical characteristics and location of a jobErgonomicsfitting task to person in a work environmentTechnology and automationbroadened 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 donePrimary tools are a variety of charts that illustrate in different ways how a job or work process is doneCopyright 2009 John Wiley & Sons, Inc.8-39
40 Process Flowchart Symbols Operation:An activity directly contributing to product or serviceTransportation:Moving the product or service from one location to anotherInspection:Examining the product or service for completeness, irregularities, or qualityDelay:Process having to waitStorage:Store of the product or serviceCopyright 2009 John Wiley & Sons, Inc.8-4040
41 Managing Diversity in Workplace Employers must strive to manage diversity in the workplacePrograms include- Education- Awareness- Communication- Fairness- Commitment
42 Types of Work Related Behaviors Joining the organizationRemaining with the organizationMaintaining work attendancePerforming required job responsibilitiesExhibiting 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 exceedsthe rate of change inside, the end is near”Jack WelchChairman, 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/SecurityIncrease in Part-Time, Contract EmploymentMergers and AcquisitionsDoing 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)EmployabilityExternal vendor-mindedness (Me Inc.)ResiliencyFlexibility and adaptabilitySecurity comes from withinJob Security is an illusion. Security comes from being employable not employed
47 The Changing Job Market (Personal Readiness) Need for continuous learningNeed for understanding of accomplishmentsNeed for continuous networking
48 Roundtable Discussion What are the factors impacting organizations and their ability to attract, recruit and retain?
49 Action Planning GuideWhat are your learning actions from today’s session?How do you plan to implement them at your work place in future?
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