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GROUP 1 PPT.pptx

  2. WHAT IS HUMAN RESOURCE ENVIRONMENT?  Human Resource Environment is a part of social environment which includes the concept, viewpoints, work culture, attitudes, efficiency, skills, productivity, nature and behaviour of HR, employees’ demand and supply, motivational aspects, compensation methods and industrial relation concerning of HR practices.  With the growing and integrated role and perception of social and human resource environmental factors, there is a transformation process was emerged for the last two decades.  The shift from manual process to machinery process, from unskilled employees to the skilled employees, from manufacturing economy to a service economy, from machine age to the autocratic age have been accompanied by many transformations.
  3. MANAGING HUMAN RESOURCES  Human resources management seems to be mostly good intentions and whistling in the dark or averting unionization. And the results of the 1970s suggest that we may not even be holding our own. The poor management of the work force in this country is damaging the nation and our standard of living. It is making us uncompetitive with the Japanese and some other Asians, the West Germans, the Swiss, and many others.
  4.  Managers have had difficulty managing human resources for four reasons:  1. Achieving wholehearted cooperation, energy, and commitment from large numbers of employees is difficult, so managers are often unrealistic in their hopes.1  2. Concepts concerning the management of large numbers of people often convey contradictory messages to managers.  3. Critical problems in the corporate management of personnel, such as the place of human resources management (HRM) in corporate decision making, the role of personnel staff, and a lack of sufficient human resources management know-how at top management levels, remain largely unresolved.  4. Some management assumptions concerning HRM undermine the efforts of many managers, no matter how well intentioned they may be.
  5.  Managers use many different organizational techniques to achieve collaboration and productivity. Researchers can take large credit for the multitude of concepts and tools on hand. They must also, however, accept responsibility for the fact that their different disciplines often conflict and work at cross-purposes.  For example, in most companies managers employ four different disciplines to improve employee performance and relations—human relations, labor relations, personnel administration, and industrial engineering. Since human relations itself includes at least three major schools, six fairly distinct sets of ideas and concepts can be at work in the same organization at the same time.
  6. 1. Human relations.  Theories of group behavior deal with social interaction and interpersonal relationships through such tools as theories X and Y and sensitivity training. The school’s precept is that because group behavior is critical to collaboration and success, groups must bestow authority and control upward.  The individual behavior school of human relations focuses on individual psychology, leadership, power, authority, responsibility, and the subconscious. Its main concern is the individual’s feelings and drives and, how they affect the workplace.  Organizational development goes further and focuses on the need for people to reason together about their common difficulties. Its central belief is that employees can often manage themselves better than managers can.
  7. 2. Labor relations.  Labor laws, public policy, the economics of wages and costs, demographics and manpower management, collective bargaining, contract administration, and grievances are under the purview of labor relations. It sees politics at the plant, corporation, union, state, and national levels together with labor laws as keys to any situation. Its stance is usually adversarial and tough—sticking to contract terms, denying exceptions, avoiding precedents, and building a powerful position for bargaining.
  8. 3. Personnel management.  Activities involved in managing large numbers of people in the aggregate—namely, recruiting, selecting, training, compensating, and developing them—are the province of personnel. This discipline holds that if companies perform those tasks well, they will acquire a set of employees with appropriate motives, habits, and behavior. Personnel holds that if managers are consistent and apply policies that induce desired behavior, a good climate will result.
  9. TREND IN HUMAN RESOURCE MANAGEMENT AND PROVIDING EQUAL EMPLOYMENT OPPURTUNITY IN SAFE WORKPLACE  Human Resource is changing its structure almost every day in accordance with the changes in technology. With the right measures and approaches from enterprise leaders, it ought to have a positive impact on the daily operations, and subsequently the employees too.  From our perspective, here are the beaming trends in Human Resource Management:
  10. 1. A hybrid structure  The personnel groups relocated when work-from-home became a routine, leaving all the teams and companies to disband from one particular geographical location to anywhere in the nation.  Where some organizations are encouraging their employees to start in-office jobs again, many are content with a hybrid culture and are continuing to play by that. 2. Global expansion on the rise  Shifting your work into the global market – remote working is an initial step. With changing times and technology the trends in HRM have taken a turn too, and the inauguration of a business in foreign lands is becoming a cakewalk. Furthermore, governments uplifting strict policies in this post- pandemic era – support the businesses too.
  11. 3. Employee experiences take precedence  Employees today don’t just want a good paycheck but a quality culture and healthy work environment as well. As a part of trends in HRM, a good remuneration retains an employee, and a qualified environment and experience assist in the choice too.  HR leaders should bring about methods to encourage positive workforce health, making the employees more flexible to changes and disruptions. 4. Analytics gaining the front seats  With no physical human contact, tracking and measuring the work and employees became strenuous, especially when the workforce is spread throughout the globe. Analytics is said to play an impacting role in offering information for decision-making.
  12. 5. A surge in monitoring the employees  With the growing number of hybrid workers, managers are often unable to scrutinize every single employee and their work. The lack of personal interaction led to a surge in employee monitoring techniques that gave birth to yet another set of trends in HRM.  Keeping track of work and performance, attendance, and leaves, are just a portion of employee monitoring practices. 6. Automation of everyday tasks  To give precedence to high-value and productive workings, HR leaders can leverage AI- powered solutions to automate their daily tasks that were carried out manually. Practices such as screening, sourcing talents, onboarding, keeping check of attendance, etc., and a lot more now can be carried out by the systems in this tech-driven world. 7. Augmenting the hiring processes  Yet another perk that can be considered as a part of trends in HRM are chatbots. With their assistance, employers can now manage to select quality candidates for relevant positions out of the ample talent pools available.  Solutions such as resume screening choose explicit candidate profiles, subsequently ensuing in higher work performance and enhanced productivity.
  13. ANALYZING WORK AND DESIGNING JOBS  Human Resource Management is a vital task to be performed by the management. It is the job of HRM to place the right man at the right place. For this, the employer needs to understand the job, design the job and check what kind of personnel needs to be placed at such job. Thus it is the task of HR Management to analyze the jobs needed in the business and designing them to achieve efficiency and effectiveness.  To produce their given product or service, companies require a number of tasks to be performed. The tasks are grouped in various combinations to form jobs. Ideally, the tasks should be grouped in ways that help the organization to operate efficiently and obtain people with the right qualification to do the jobs well. This function involves the activities of job analysis and job design. Job analysis is the process of getting detailed information about jobs. Job design is the process of defining the way work will be performed and the tasks that a given job requires.
  14. Job Analysis:  Job analysis is the function of obtaining information about a specific job, tasks involved in it, skill sets required and the other responsibilities and finding other pertinent information related to it. It forms the basis for the further designing of the job. Every individual is studied deeply and after analysis, it is further sent for designing. Job analysis helps in explaining the following two aspects:  Job Description- refers to the information regarding the type of job, what work is to be done, how it is linked to other jobs, its location in hierarchy, responsibilities etc.  Job Specification- refers to the information about the employee required to do the job, his qualification, experience, communication skills, personality etc.
  15. Process of Job Analysis:  Gathering Information: The first and foremost step for Job analysis is gathering information. All the pertinent information related to the job is collected and compiled. It helps in the further analysis of the job.  Analyzing the job and its requirements: From the information so obtained, it is is found out what the job is necessary for and what are the functions it carries out. According to the functions it is seen that what are its requirements and what are the skills and qualifications required for doing the job. A complete report is made about the Job Analysis so done.  Forming a Job Description and Job Specification: Once the job is analyzed and and all the relevant information about its working is obtained; the job description and job specification is formed.
  16. Methods of Job Analysis:  Work optimization through Redesigning: Job analysis help in observing every minute detail about the jobs. As a result the job analysis function can find shortcomings in the existing processes and help in correcting them through redesigning the job i.e. reengineering the working process.  Assisting Human Resource Management: Job analysis help in ascertaining the job requirements in the business and how they are to be filled. It formulates the number of employees or workforce required for the timely and efficient completion of the work. It helps the HR Management to formulate the recruitment plans.  Forming the basis for selection: Job Analysis gives the details about the Job specification i.e. skills, qualifications, trainings, attitude etc. required in an employee to carry out the specific job. Thus it gives the basis to the selection committee to look for the candidate with the stated requirements
  17. Job Designing:  Job Design the process of how a particular job will be performed, what will be done and what are the tasks required for this. Job designing also consists of redesigning any existing job for a better and effective utilization of resources  Approaches to Job Design:  Job Extension: Job extension refers to the process of adjoining or adding specific small jobs to the existing job. These small tasks re related to the job itself. This helps in broadening the jobs and the responsibility attached to it. When the same person is doing all the tasks related to a job, he will be able to carry it out efficiently.
  18.  Job Enlargement: Job enlargement refers to the task of broadening the whole job. Its aim is to remove duplicity of work and make the work more interesting. This kind of design requires more number of skills and there is more pressure and workload on the employee.  Job Rotation: Job rotation is a method where employees are rotated among different jobs. Generally the employees are shifted from one department to another so that he can gain knowledge and experience about the other department as well. This helps in increasing the coordination among the employees.  Job Enrichment: Job Enrichment refers to the task of making the job easier for the employee by granting him the decision making power, and a greater level of autonomy. This helps in increasing the efficiency of the employee and boosting his morale.