Managing People &Organization

Prof . Ritu Singh

Module 1What is HRM?
What is HRM?, The trends shaping HRM, The new Human Resource Manager, Functions of HR,
challenges of HR
Module 2: Basic concepts of Organizational Behavior
• Meaning & Definition, • Nature and Scope of OB • Challenges & opportunities Contributing
disciplines of OB • OB Model • Values & Attitudes
Module 3: Individual Influences on Behavior
Perception, Learning, Personality &Motivation :Meaning & Definition of Perception • Learning-
Meaning & definition • Learning Theories • Personality- Meaning & definition • Personality
Syllabus
determinants • MBTI • Big-five model • Emotional Intelligence • Early Motivational theories
Module 4: Group Behavior & Conflict Management• Meaning & Definition • Types of groups • Stages in
group development • Group Structure • Group dynamics • Group decision-making techniques • Conflict
management, stages, resolution techniques
Module -5 Organizational change & Stress Management
• Importance of Change • Resistance to change • Managing Change • Organizational Development (OD) •
Meaning of Stress • Sources of stress • Managing Technique
Resources

• Dessler Gary, Biju Varkkey, HRM,

15th Edition
• Stephen P Robbins, Timothy A
Judge, 17th Edition • Fred
Luthans, 12th Editio
 What is your understanding on

Human
Management Organization Manpower
Capital

Workforce Employee Human Asset

 WHAT WE ARE GOING TO COVER
• WHAT IS HRM
• FEARURES
• ROLE OF HRM
• OBJECTIVE OF HRM
• 7 S FRAMEWORK
• FUNCTIONS
• SCOPE
• OBJECTIVE
• HR TRENDS
 HRM- Meaning
“Human” represents the dimension of HRM which relates to the soft aspects such
as commitment of employees through participation and the most important assets
being the employees.

“Resource” represents the hard aspects such as the strategy link of HRM and the
importance of efficient utilization of employees.

“Management” represents the role of HRM as part of management that implies

that it’s not only an administrative function that carries out the formulated
policies but also a managerial function that contributes to strategy formulation.

6
McKinsey’s 7-S • HARD Aspect : Strategy /Structure /System ​
• SOFT Aspect : Staff / Skills /Style​
framework • BOTH Aspect : Shared Values ​
model HR
 What IS HRM ??
• Human Resource Management is also a function of management,
concerned with the personnel policies and managerial practices and systems
hiring, motivating and maintaining people in an organization.
• The human resources of an organization consist of all people who perform
its activities.
• In broader terms, all decisions that affect the workforce of the organization
concern the HRM function.

8
HRM
• HRM is a critical function within an organization that focuses on managing and
optimizing its human capital to achieve success and maintain a healthy work environment
in the organization.
• It comprises of the activities, policies, and practices involved in obtaining, developing,
utilizing, evaluating, maintaining, and retaining the appropriate number and skill mix of
employees to accomplish the organization’s objectives.
• The goal of HRM is to maximize employees’ contributions in order to achieve optimal
productivity and effectiveness, while simultaneously attaining individual objectives
(such as having a challenging job and obtaining recognition), and societal objectives
(such as legal compliance and demonstrating social responsibility).
SCOPE OF HRM
 IMPORTANCE /SIGNIFICANCE / NEED OF HRM

 Effective utilization of resources  Employee Well-being:

 Organization Structure  Diversity and Inclusion
 Development of Human Resource  Remote and Hybrid Work
 Respect for human being  Data-Driven Decision-Making
 Organizational productivity  Compliance and Regulations:
 Employee Relation/Discipline /Morale
 Strategic Alignment
 Employee Satisfaction
 Leadership Development:
 Talent Acquisition and Retention:.
 Employee Engagement and
 Adaptation to Rapid Change: Productivity:
 Current Classification of HR roles
Current Classification of HR roles According to R.L Mathis and J. H. Jackson (2010) several roles can be
fulfilled by HR management. The nature and extent of these roles depend on both what upper management
wants HR management to do and what competencies the HR staff have demonstrated. Three roles are
typically identified for HR. The focus of each of them
 IN SHORT
• The administrative role ensures compliance and
efficiency,
• The operational role manages day-to-day HR functions,
and
• The strategic role aligns HR practices with the broader
goals of the organization, ultimately contributing to its
success.
1. Administrative Role of HR
• Administrative responsibilities often include managing employee records, maintaining HR
databases, and handling paperwork related to hiring, terminations, and benefits enrollment,
recordkeeping including essential legal paperwork and policy implementation.
• HR administers payroll, tracks attendance, and manages employee time-off requests.
• It ensures that the organization complies with labor laws and regulations, including record-
keeping and reporting requirements.
• HR also handles routine employee inquiries and requests.
• Major changes have happened in the administrative role of HR during the recent years.
Two major shifts driving the transformation of the administrative role are: Greater use of
technology and Outsourcing.
• More HR functions are becoming available electronically or are being done on the Internet using
Web-based technology. Technology is being used in most HR activities, from employment
applications and employee benefits enrollments to e-learning using Internet-based resources.
Increasingly, many HR administrative functions are being outsourced to vendors.
• This outsourcing of HR administrative activities has grown dramatically in HR areas such as
employee assistance (counseling), retirement planning, benefits administration, payroll services,
and outplacement services.
2. Operational and Employee Advocate Role for HR
• HR managers manage most HR activities in line with the strategies and operations that have been
identified by management and serves as employee “champion” for employee issues and concerns. HR
often has been viewed as the “employee advocate” in organizations.
• They act as the voice for employee concerns, and spend considerable time on HR “crisis
management,” dealing with employee problems that are both work-related and not work-related.
Employee advocacy helps to ensure fair and equitable treatment for employees regardless of personal
background or circumstances.
• Sometimes the HR’s advocate role may create conflict with operating managers. However, without
the HR advocate role, employers could face even more lawsuits and regulatory complaints than they do
now. The operational role requires HR professionals to cooperate with various departmental and
operating managers and supervisors in order to identify and implement needed programs and policies in
the organization.
• Operational activities are tactical in nature. Compliance with equal employment opportunity and
other laws is ensured, employment applications are processed, current openings are filled through
interviews, supervisors are trained, safety problems are resolved, and wage and benefit questions are
answered. For carrying out these activities HR manager matches HR activities with the strategies of the
organization.
• This includes activities like recruitment and selection, training and development, performance
management, employee relations, and compensation and benefits administration.HR professionals are
responsible for implementing HR policies and procedures, conducting interviews, onboarding new
3. Strategic Role for HR
• The administrative role traditionally has been the dominant role for HR. However, as Figure 1.4 indicates that
a broader transformation in HR is needed so that significantly less HR time and fewer HR staffs are used just
for clerical work. Differences between the operational and strategic roles exist in a number of HR areas.
• The strategic HR role means that HR professionals are proactive in addressing business realities and
focusing on future business needs, such as strategic planning, compensation strategies, the performance
of HR, and measuring its results. However, in some organizations, HR often does not play a key role in
formulating the strategies for the organization as a whole; instead it merely carries them out through HR
activities. Many executives, managers, and HR professionals are increasingly seeing the need for HR
management to become a greater strategic contributor to the “business” success of organizations. HR should be
responsible for knowing what the true cost of human capital is for an employer.
• For example, it may cost two times key employees’ annual salaries to replace them if they leave. Turnover can
be controlled though HR activities, and if it is successful in saving the company money with good retention
and talent management strategies, those may be important contributions to the bottom line of organizational
performance. The role of HR as a strategic business partner is often described as “having a seat at the table,”
and contributing to the strategic directions and success of the organization. That means HR is involved in
devising strategy in addition to implementing strategy. Part of HR’s contribution is to have financial expertise
and to produce financial results, not just to boost employee morale or administrative efficiencies. Therefore, a
significant concern for chief financial officers (CFOs) is whether HR executives are equipped to help them to
plan and meet financial requirement
 Changing role of HR
Diversity, Equity,
Strategic Technology Employee
and Inclusion
Partner: Enabler: Experience
(DEI

Skills and
Remote Work Agile HR Health and Well-
Learning
and Flexibility: Practices:. being
Development:

Environmental,
Social, and Change Global Talent
Governance Management Management
(ESG):
 CHANGING ROLE OF HR
1. Strategic Partner: HR is increasingly seen as a strategic partner in organizations. HR professionals are involved in strategic decision-
making, working closely with senior management to align HR practices with overall business goals. They contribute to workforce planning,
talent management, and organizational development strategies.
2. Technology Enabler: The adoption of technology, especially HRIS (Human Resource Information Systems) and HR analytics, has
transformed HR processes. HR professionals use data and technology to streamline recruitment, performance management, and other HR
functions. Automation and AI tools are being used for tasks like resume screening and chatbots for employee inquiries.
3. Employee Experience: HR is focusing on enhancing the employee experience. This includes creating a positive workplace culture,
improving work-life balance, and providing opportunities for skill development and career growth. HR plays a key role in boosting employee
engagement and well-being.
4. Diversity, Equity, and Inclusion (DEI): HR is actively involved in promoting diversity and inclusion within the organization. HR
professionals are responsible for developing and implementing DEI strategies, addressing biases in recruitment and promotion, and ensuring
equal opportunities for all employees.
5. Remote Work and Flexibility: The COVID-19 pandemic accelerated the adoption of remote work and flexible work arrangements. HR is
responsible for managing remote teams, ensuring productivity, and maintaining employee morale in a distributed work environment.
6. Skills and Learning Development: With the rapid pace of technological change, HR is focusing on upskilling and reskilling the workforce.
HR professionals are responsible for identifying skill gaps, designing training programs, and fostering a culture of continuous learning.
7. Agile HR Practices: HR is adopting agile methodologies from software development to HR processes. This allows HR to respond quickly to
changing business needs, reevaluate priorities, and adapt HR strategies accordingly.
8. Health and Well-being: The pandemic highlighted the importance of employee health and well-being. HR is actively involved in developing
health and safety protocols, offering mental health support, and promoting overall well-being programs.
9. Environmental, Social, and Governance (ESG): HR is playing a role in promoting corporate social responsibility and sustainability efforts.
HR professionals are involved in initiatives related to ethical business practices, sustainability reporting, and social responsibility.
10.Change Management: HR plays a critical role in managing organizational change, whether it's related to mergers and acquisitions,
restructuring, or new technology implementations. HR helps employees navigate transitions and adapt to new work environments.
11.Global Talent Management: In a globalized world, HR is responsible for managing a diverse and often international workforce. This
includes addressing cultural differences, compliance with international labor laws, and managing global talent pipelines.
https://www.betterworks.com/magazine/8-of-the-biggest-challenges-for-hr/
HR CHALLENGES
• https://whatfix.com/blog/hr-challenges/
• https://www.betterworks.com/magazine/8-of-the-biggest-challenges-for-hr/
Trends IN HRM
• https://gfoundry.com/hr-trends-what-will-hr-look-li
ke-in-2024/

• https://www.linkedin.com/pulse/hr-trends-2024-
navigating-future-human-resources-lais-bertolino/