SHRM

1. SHRM

2. EVOLUTION OF SHRM • PERSONAL MANAGEMENT • Part of mechanistic organization • Bureaucratic • High centralization • High formalization • Low flexibility • HRM ( 70s) • Part of organic organization • Cross-hierarchical and cross functional teams • Decentralized • Low formalization • Flexible • SHRM (80S) • Convergence between HRM & Business Strategy • Pro-active HRM • Concerned with organizational effectiveness & performance

3. DIFFERENCE BETWEEN SHRM & TRADITIONAL HRM

4. DIFFERENCE BETWEEN SHRM & TRADITIONAL HRM

5. Link Between HR Strategy & Business Strategy • Central to the concept of SHRM is the idea of strategic fit. • In order to ensure that HR strategies facilitate the achievement of business strategies, a strategic integration between the two is necessary. • A key factor that influences the linkage between business strategy and HR strategy is the organization’s quest to attain competitive advantage. • An organization may pursue several different strategies to achieve its goal.

6. Three types of business strategies that may be adopted by an organization are: • Cost leadership • Differentiation • Focus

9. ENVIRONMENTAL TRENDS AFFECTING HRM Trends in Business Environment Globalization of business Merger & Acquisition Downsizing Changing Nature of Employment Relationship Changing Nature of Work HRM FUNCTION Workforce diversity Ageing population & workforce Women in workforce Changing family structure Global workforce Contingent workforce & workforce flexibility Industry & occupational shifts Technological changes Outsourcing Flexible work arrangements Demographic, Societal & Workforce Trends

10. FUNCTIONS OF HRM MANAGERIAL FUNCTIONS OPERATING FUNCTIONS Planning Organizing Directing Controlling

11. OPERATING FUNCTIONS Employment HRD Compensation Management Human Relations HRP Performance Appraisal Job Evaluation Induction Organizational Design Morale Recruitment Training Wage & Salary Admn Job Design Job Satisfaction Selection Mgmt Development Fringe Benefits Job Analysis Communication Induction Career Planning & Development Grievance & Disciplinary Procedures Placement Organizational Change & Development QWL & QC

12. OBJECTIVES OF HRM • Create and utilize an able and motivated workforce, to accomplish the basic organizational goals. • To establish and maintain sound organizational structure and desirable working relationships among all the members of the organization. • To secure the integration of individual and groups within the organization by co-ordination of the individual and group goals with those of the organization. • To create facilities and opportunities for individual or group development so as to match it with the growth of the organization • To attain an effective utilization of human resources in the achievement of organizational goals

13. OBJECTIVES OF HRM • To identify and satisfy individual and group need by providing adequate and equitable wages, incentives, employee benefits and social security and measures for challenging work, prestige , recognition, security, status etc. • To maintain high employee morale and sound human relations by sustaining and improving the various conditions and facilities • To strengthen and appreciate the human assets continuously by providing training and development programs • To consider and contribute to the minimization of socio-economic evils such as unemployment, underemployment, inequalities in the distribution of income and wealth and to improve the welfare of the society by providing employment opportunities to women and disadvantaged sections of the society.

14. OBJECTIVES OF HRM • To provide an opportunity for expression and voice in management • To provide fair, acceptable and efficient leadership • To provide facilities and conditions of work and creation of favorable atmosphere for maintaining stability of employment.