MGT501 HUMAN RESOURCE MANGEMENT

PLANNING                                                                     

            Planning is specifying and deciding of appropriate actions in advance to achieve the goals. 

ORGANIZING 

            Organizing is the coordination of all organizational resources needed to achieve the goals. 

LEADING 

            Leading is directing, encouraging, motivating and communicating with employees, individually and in groups. 

CONTROLLING 

            Controlling means to get job done in the given time? 

EFFICIENCY

            It is a ratio of input and output. (Doing things right). 

EFFECTIVENESS

            It is the degree to which the organizations out put correspond to the needs and wants of the external environment. 

SYNERGY

            This concept states that the whole is greater then the sum of its parts. i.g. 2+2=5 (fifth unit is synergic affect) 

PERSONALITY

            The unique combination of physical behaviour/traits that describes a person?

PERCEPTION

            Perception is the mental process to pay attention. 

ATTITUDE

            It consist of feelings, believes and behaviors? 

ETHICS

            Rules and principles that define right and wrong conduct. 

STAKE HOLDERS

            All individuals and groups that are directly or indirectly affected by an organization’s decision. 

INDIVIDUALS

            Individuals are important units of any organization. 

PROACTIVE RESPONSE

It involves taking action in anticipation of environmental changes

REACTIVE RESPONSE

It involves simply reacting to environmental changes after they occur. 

AUTHORITY

It is the right to make decisions, to direct the work of others, and to give orders. 

EXECUTIVES

Executives are the top level managers who report directly to the corporations chief executive officer. 

HR GENRALIST

Are people who perform tasks in wide variety of human resource related areas. 

HR SPECIALIST

Specialist may be a HR executive, manager or non manager who typically is concerned with only one of the functional areas of HRM. 

FAIR EMPLOYMENT

A situation in which employment decisions are not affected by discrimination 

EMPLOYMENT DISCRIMINATION

To make an employment decisions, not on the basis of legitimate job related factors.

Or a situation in which employment decisions are affected by discrimination 

GROUP

            A group is defined as two or more interacting individuals who come together to achieve particular goal. 

Type of Groups

i.          Formal  (a work group that is  established by organization for specific assignment or task)

ii.          Informal (a group i.e. formed naturally due to social relations) 

TEAM

            A group of highly independent members, committed to accomplish a common goal. 

Types of Teams

            i.          Self managed

ii.          cross departmental

iii.         quality circles  (problem solving)

iv.         virtual teams

WORKFORCE DIVERSITY 

            Any difference among people: age, profession, sexual orientation, life style, tenure with the organization or position. 

Sources of Workforce Diversity 

i.          older workers

ii.          gender

iii.         education

iv.         religious and culture

v.         disabilities

vi.         immigrants

vii.        education and skills

viii.       marketing

ix          creativity

x.         flexibility

How organization cultivate a diverse workforce?

           

i.          securing top management support

            ii.          organizational assessment

iii.         attracting employees

iv.         developing employees

v.         retaining employees

HR MANAGEMENT 

Simply it is management of human or people or it is process of working with different resources in such a way to accomplish organizational goals. 

CHALLENGES OF HRM IN A CHANGING ENVIRONMENT 

i.          Environmental Challenges

·        rapid change

·        workforce diversity

·        globalization

·        technology

·        legislation

·        involving work and family roles (to avoid nepotism)

·        skill shortage

ii.          Organizational Challenges

·        controlling costs

·        improving quality

·        creating distinctive capabilities

·        restructuring

iii.         Individual Challenges

·        productivity

·        ethics and social responsibility

·        empowerment

·        brain drain

·        job insecurity

·        matching people

Why are we concerned with HR Management?

Because

1.                  It helps you to get results through others.

2.                  It helps you to avoid common personnel mistakes.

3.                  It helps you to gain competitive advantage.

4.                  It helps you to attract people.

5.                  It helps you to develop people.

6.                  It helps you to motivate people.

7.                  It helps you to keep talented people.

HR MANAGER 

An organization’s member who perform management function. 

TYPES

i.          Strategic Manager  (Senior/Top manager)

ii.          Tactical Manager (Middle manager)

iii.         Operational Manager (Lower level or line manager) 

BASIC FUNCTIONS

1.                              Planning

2.                              Organizing

3.                              Staffing

4.                              Leading

5.                              Controlling

MANAGERIAL SKILLS       

            i. Technical Skills (knowledge of proficiency)

ii. Humans Skills  (ability to work well)

iii. Conceptual skills. (Ability to think) 

ROLES OF MANAGERS

 i.         Inter-Personal Roles (done by line manager)

·        Figurehead  (duties that are symbolic in nature)

·        Leadership  (hire, train, motivate and maintain discipline)

·        Liaison (contact outsiders who provide the manager with information) 

ii.          Informational Roles (done by middle manager)

·        Monitor (collect information from organizations)

·        Disseminator (transmit information to organizational members)

·        Spokesperson (represent the organization to outsiders) 

iii.         Decisional roles (done by top manager)

·        Entrepreneur (manager initiate new projects)

·        Disturbance handlers  (take corrective actions in response to problems)

·        Resource allocates (responsible for allocating resources)

·        Negotiator role (discuss issues and bargain with other units)

ORGANIZATION 

(A systematic arrangement of people to accomplish some specific task)

·        Why to work in organization?

People can be more productive by working in groups then alone? 

·        What is organizational behaviour?

It is concerned with the actions of people at work. 

TYPES 

i.          Formal Organization (official part of organization)

ii.          Informal organization (un official part of organization) 

COMPONENTS 

i. Task

ii. People

iii. Structure

iv. Technology

CHALLENGES of today’s organization?

i.          technology

ii.          diverse workforce

iii.         multiple stakeholders

iv.         responsiveness

v.         rapid changes

vi.         globalization

ENVIRONMENT OF HRM 

BASIC FACTORS OF INTERNAL ENVIRONMENT

•  
  1. mission
  2. policies
  3. corporate culture
  4. management style of upper managers
  5. employees
  6. informational organization
  7. other units of organization

BASIC FACTORS OF EXTERNAL ENVIRONMENT 

•  
  1. labour force
  2. leagal consideration
  3. society
  4. unions
  5. share holders
  6. competition
  7. customers
  8. technology
  9. economy

WHY UNDERSTNDING THE LEAGAL ENVIRONMENT IS IMPORTANT?

Understanding with HRM law is important for three reasons:

•  
  1.  
     1. it helps the company to do the right thing
     2. it helps the company to realize the limitations of the HR and leagal departments.
     3. And it limit potential liability

a. Line Authority

Line authority entitles a manager to direct the work of an employee. It is the employer-employee authority relationship that extends from top to bottom. A line manager directs the work of employees and makes certain decisions
without consulting anyone.

b. Staff Mangers and Staff Authority

Staff managers have staff authority. A manager's function is classified as line or staff based on the organization's objectives. As organizations get larger and more complex, line managers find that they do not
have the time, expertise, or resources to get their jobs done effectively.

c. Functional control

The authority applied by a personnel manager as a coordinator of personnel activities. Here the manager acts as “the right arm of the top executive.”

IV. Line Manager

Authorized to direct the work of subordinates—they’re always someone’s boss. In addition, line managers are in charge of accomplishing the organization’s basic goals. Line Managers’ Human
Resource Management Responsibilities

1. Placement

2. Orientation

3. Training

4. Improving job performance

5. Gaining creative cooperation

6. Interpreting policies and procedures

7. Controlling labor costs

8. Developing employee abilities

9. Creating and maintaining departmental morale

10. Protecting employees’ health and physical condition

V. Staff Manager

Authorized to assist and advise line managers in accomplishing these basic goals. HR managers are generally staff managers.

Responsibilities Of Staff Managers

Staff managers assist and advise line managers in accomplishing these basic goals. They do, however, need to work in partnership with each other to be successful.

VI. Human Resource Manager:

An individual who normally acts in an advisory or staff capacity, working with other managers to help them deal with human resource matters.

VII. Distinguish among human resource executives, generalists, and specialists.

a. HR Executives

Executives are top-level managers, who report directly to the corporation’s chief executive officer or the head of a major division.

b. HR Generalists:

Generalists are people who perform tasks in a wide variety of human resource-related areas. The generalist is involved in several, or all, of the human resource management functions.

c. HR Specialist:

Specialist may be a human resource executive, manager, or non-manager who typically is concerned with only one of the functional areas of human resource management.

Legal context of HR decisions

Doing the Right Thing

Compliance with the law is the right thing to do. The primary requirement of these laws is to mandate good management practice.

Limiting Potential Liability

Considerable financial liabilities can occur when HR laws are broken or perceived to be broken.

Legal regulation of HRM

Legal environment and considerations can influence potential and prospective as well as current employees of the organization to Prospective Employees.

Employment discrimination

To make an employment decision, not on the basis of legitimate job-related factors...Any employment decision: hiring, promotions, pay, discipline, etc fail to use job-related factors (e.g., essential job
qualifications, job performance, etc.), and for employment decisions Instead,
of legitimate factors employer uses false stereotypes and prejudices.

Fair employment

A situation in which employment decisions are not affected by discrimination.

Laws affecting HRM:

The laws affecting HRM can be divided into two broad categories: equal employment opportunity (EEO) laws and other laws.

Equal Employment Opportunity (EEO)

The concept of equal employment opportunity has undergone much modification and fine-tuning since the passage of the Civil Rights Act in 1964.

Affirmative action

A strategy intended to achieve fair employment by urging employers to hire certain groups of people who were discriminated against in the past Steps that are taken for the purpose of eliminating the present effects of past
discrimination

Major Federal Laws (USA)

Human resource decisions that were made in the past may no longer be feasible.

Equal Pay Act of 1963

This law requires the same pay for men and women who do the same job in the same organization. Basically this law provides protection against discrimination based upon sex.

Civil Rights Act of 1964 (CRA) Title VII

Amended by Civil Rights Act of 1991(Title VII of Civil Rights Act)

This act prohibits discrimination based on race, color, sex, religion, or national origin.

Age Discrimination in Employment Act of 1967 (ADEA)

The Age Discrimination in Employment Act (ADEA) (amended 1978, 1986) prohibits employers from discriminating against individuals who are over 40 years of age. The latest amendment not only gives older employees the option to
continue working past age 70.

THE AMERICANS WITH DISABILITIES ACT (ADA)

The Americans with Disabilities Act (ADA), passed in 1990, prohibits discrimination

against qualified individuals with disabilities.

EXECUTIVE ORDER 11246, AS AMENDED BY EO 11375

Every executive department and agency that administers a program involving federal financial assistance will require adherence to a policy of nondiscrimination in employment as a condition for the approval of a grant,
contract, loan, insurance, or guarantee.