hrm,SHRM,IHRM,GREEN HRM

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HRM,SHRM,ISHRM,GREEN HRM

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CONTEMPORARY ISSUES IN HRM:

CONTEMPORARY ISSUES IN HRM ANSHUL(39) PRERNA(40) DAPHNE(41)

Contemporary issues with HRM:

Contemporary issues with HRM GLOBALIZATION: globalization refers to the tendency of firms to extend their sales, ownership and manufacturing to new markets abroad. TECHNOLOGICAL ADVANCEMENT: many of the improvements that make firms world class involve technology. THE NATURE OF WORK: technology is also changing the nature of the work. Even factory jobs are more technologically demanding. WORKFORCE DEMOGRAPHICS: the workforce is becoming more diverse as women, minority groups members and older workers enter the workforce.

CONTEMPORARY ISSUES with shrm,ihrm ,green hrm:

CONTEMPORARY ISSUES with shrm,ihrm ,green hrm

SHRM:

SHRM Strategic human resource management means formulating and executing HR systems ,HR policies and activities that produce the employee competencies and behaviors the company needs to achieve its strategic aims. Pattern of HR related decision strategies adopted over a period of time and its linkages with the corporate strategies to be able to achieve the distinctive competitive advantage. A company’s plan for how it will match its internal strength and weakness with external opportunities and threats in order to maintain a competitive advantage. A pattern of top management decision for fulfilling the goal and objectives of the organization and achieve competitive advantage.

Process of SHRM:

Process of SHRM

PowerPoint Presentation:

Mission Goals HR Needs HR Capabilities HR Outcomes Firm’s Outcome HR Practices INTERNAL ANALYSIS EXTERNAL ANALYSIS Strategy formulation Strategy implementation Strategy evaluation

PowerPoint Presentation:

Strategy formulation stage Linkage between strategic planning and HRM: Strategic planning HRM Strategic planning Strategic planning Strategic planning HRM HRM HRM Administrative linkage Two-way linkage One-way linkage Integrative linkage

I. LINKAGE MODELS:

I. LINKAGE MODELS

MATCHING MODEL:

MATCHING MODEL

CONTROL BASED MODEL:

CONTROL BASED MODEL When organizations hire people, they have only a potential or capacity to work. To ensure that each worker exercises his or her full capacity, managers must organize the tasks, space, movement and time within which workers operate. Workers’ own counter-management behaviour then causes managers to control and discipline the interior of the organization. This can be explained by the following three methods: Individual Control Bureaucratic Control Technological Control

Resource Based Model:

Resource Based Model The sum of people’s knowledge and expertise, and social relationships, has the potential to create competitive advantage . Resources Tangible Non-tangible Threshold Resources Unique Resource Distinctive Competency Threshold competency Same as competitor Different from competitor resource competency

BARNEY’S MODEL:

BARNEY’S MODEL Barney argues that four characteristics of resources and capabilities – Value rarity Inimitability non-substitutability are important in sustaining competitive advantage. Resources which have value are rare, which cannot be initiated or substituted, will be helpful in shaping the HR strategies which inturn will give the organisation competitive advantage.

BAMBERGER’S MODEL:

BAMBERGER’S MODEL COMMITMENT COLLABORATION PATERNALISTIC TRADITIONAL Workforce locus of control outcome process Acquisition of employees internal external Acquisition and development are concerned with the extent to which the HR strategy develops internal human capital as opposed to the external recruitment of human capital Locus of control is concerned with the degree to which HR strategy focuses on monitoring employees’ compliance with process-based standards.

II. Strategy implementation stage:

II. Strategy implementation stage Internal analysis(3 c’s ) based on Culture Competencies Composition CONSULTING WORKFORCE CORE WORKFORCE ANCILLIARY WORKFORCE COMPULSARY WORKFORCE high VALUE low high UNIQUNE RESOURCES HR architecture

III. Strategic evaluation stage :

III. Strategic evaluation stage HR scorecard It measures the effectiveness of HR activities. Steps involved Formulating the business strategy Consulting with the value chain of the organisation Laying out the strategy map Identifying the organisational outcomes to be achieved Strategically fit HR functions Deciding the metrics for measuring the impact of the required behaviour and capabilities Strategic comparison with the strategic objectives met.

Company practicing SHRM:

Company practicing SHRM FedEx , one of the top transportation companies of the world has been practicing Strategic Human Resource Management over years. It has also gained a competitive edge over the other firms.

IHRM:

IHRM IHRM is the process of procuring, allocating and effectively utilizing human resources in an international business or in a multinational organization. IHRM is a set of activities aimed at managing organizational human resources at international level to achieve organizational objectives and achieve competitive advantage over competitors at national and international level. IHRM includes HRM functions such as recruitment, selection, training and development, performance appraisal and dismissal done at international level and additional activities such as  global skills management, expatriate management and so on.

MODEL OF IHRM:

MODEL OF IHRM

Features of IHRM:

Features of IHRM IHRM involves employment of the right people at the right positions, irrespective of geographic locations. It requires the development of a long-term HR plan to make sure of an effective alignment of the HR strategies with the corporate objectives. It requires the development of a diversified range of skills for employees, especially for those who need to work beyond national boundaries. It necessitates the determination of compensation for host-, home- and third-country nationals on the basis of country-specific factors. It requires the creation of centralized reporting relationships around the world for faster information sharing .

oBJeCTIVES of iHRM :

oBJeCTIVES of iHRM The main objective of international human resources management is to enable the firm, the multinational enterprise (MNE), to be successful globally. This entails being competitive throughout the world efficient locally responsive flexible and adaptable within the shortest of time periods capable of transferring learning across their globally dispersed units.

MAJOR FUNCTIONS OF IHRM :

MAJOR FUNCTIONS OF I HRM Recruitment and selection Training and Development Performance evaluation Remuneration and benefits Labour relations

Approaches for Managing & Staffing Subsidiaries:

Approaches for Managing & Staffing Subsidiaries Ethnocentric : strategic decisions made at the headquarters with limited subsidiary autonomy Polycentric : each subsidiary is a distinct national entity with some decision making autonomy. Geocentric : global approach, view that each part of the organization makes unique contribution Regiocentric : staff moves within the designated region rather than globally

Major Issues of IHRM:

Major Issues of IHRM Management of expatriates Selection of expatriates Expatriate training Expatriate evaluation Expatriate remuneration Expatriate failure Management of repatriates

PowerPoint Presentation:

Comparison of HRM practices in a variety of different countries Management of international assignments to women

Companies implementing IHRM:

Companies implementing IHRM INFOSYS Due to the interlinked and fantastic international HRM structure they were rated “Best companies to work for” by HAY group Infosys international business strategy revolves around 5 elements: World-class operating model. Focusing on human resources. Providing managed software solutions. Exploiting a well established off shore development model. Maintaining an equitable client and business mix. The company believes that in order to succeed in the competitive environment it is necessary to recruit, train, and retain talented employees. Infosys aims at recruiting the best available talent, training them according to the industry demands and retaining them in a culture that promoted informal learning and free flow of ideas.

PowerPoint Presentation:

PROCTER & GAMBLE In P&G, one of the priorities for HR at global level is to develop HR capability. This is being achieved by creating interdependencies within the HR community across the company. A sophisticated network of ten communities of practice, each focusing on a different area of HRM activity (such as remuneration or employee relations) has been established. These communities are international, and are resulting in less difference between countries in HRM policies due to the collaborative nature of policy development and implementation.

GREEN HRM:

GREEN HRM Green HR is a strategy used primarily for reducing the carbon footprint of each employee and talent retention. This term is combined by traditional CSR concept with longer-term renewable approach to business practices. It involves undertaking environment-friendly HR initiatives resulting in greater efficiencies, lower costs and better employee engagement and which in turn, help organizations to reduce employee carbon footprints by the likes of electronic filing, car-sharing, job-sharing, teleconferencing and virtual interviews, recycling, telecommuting, online training.

Green HRM processes:

Green HRM processes Green Recruiting Training, Development, and Learning Performance Measurement Compensation and Rewards

Green work-life balance (WLB):

Green work-life balance (WLB ) It can be assumed that the full potential of Green HRM in theory and practice has not yet been realized. One conceivable deficit which could hamper the greening process is that the green HR policies focus only on employees’ working role. We need to acknowledge that environmentally relevant attitudes and behavior are not learned exclusively at the workplace, but also in private life. People have distinctive modes of living. They practice specific consumption patterns in their everyday life, Therefore employees’ private role as consumers is considered crucial for learning and practicing environmental attitudes and behavior.

Actions companies can take to go green: :

Actions companies can take to go green: Conducting an energy audit Recycle Reuse Reduce commuting Buying green Implement green manufacturing processes Implement green policies

Companies implementing Green HR:

Companies implementing Green HR ITC Ltd Sustainable Initiatives at ITC Green Products- Premium Business Paper: For the first time in India ITC has launched an environment friendly multipurpose paper " Paperkraft Premium Business Paper", for office and home use using a new technology 'Ozone Treated Elemental Chlorine Free Technology' replacing Elemental Chlorine which was conventionally used in the bleaching process during paper manufacture.

PowerPoint Presentation:

ONGC: Implementing Green HR practices Project of Landscaping, designing of garden and greening of area in the campus of Jollygrant Airport, Dehradun is started. ONGC has many such initiatives towards green HRM. Another one is Vadodara Movement with Indian Express.

Thank you:

Thank you

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