HUMAN RESOURCE MANAGEMENT
Course ID: HRM
Term: 3
Credits: 1
Sessions: 20
FACULTY INFORMATION
Dr. Ritu Gupta
▪ Office: Cabin No. F-122, Gyanshila
▪ Phone: +91-771-2474-619/
▪ Mobile: +91-96520-81180
▪ Email: rgupta@iimraipur.ac.in
▪ Availability: By appointment.
COURSE OBJECTIVES
CO1. To understand the fundamental concepts of HR
CO2. To explore managerial roles required in changing context.
CO3. To gain an insight of processes, tools, and techniques
CO4. To understand the link between HR principles and other business
functions
COURSE LEARNING OUTCOMES
PO1- Management graduate students will use the
knowledge acquired to understand, analyze, and evaluate
complex business problems
 1.2 Integrate and evaluate critical issues across multiple functional areas
PO2- Students will use critical and analytical skills to make
decisions backed by data and logic to handle business
problems and challenges
 2.2 Assimilate relevant information
 2.3 Identify different alternatives and critically evaluate them
EVALUATION SCHEME
Individual:
 Mid-term: 20%
 End term: 30%
 Quiz: 20%
Group:
 Case Submission: 20% (any 4 cases 5 marks each) actual submissions, no
best of or there of or none of
 Topic Presentation: 10%
SUBMISSIONS
▪ Written assignment to be submitted groups
▪ Plagiarism will be dealt with strictly in accordance to
PGP handbook
▪ Group written case submissions get marks as a group,
the onus is on you to inform me if someone is not
contributing.
Submission of the case has to be done by email.
a) Using concepts to reach at the solution or decision in the
case
b) Action plan recommended to implement the
solution/decision
c) Exhaustive list of possible options with justification to
why they should or should not be adopted
METHODOLOGY FOR LEARNING
▪ Self learning – Text chapters and additional
readings
▪ Peer learning
▪ Lecture and discussion
▪ Exercises
▪ Case Method
THE CONTRACT
Student
▪ Honor the code (academic expectations)
▪ 4P’s of Involvement
▪
▪
▪
▪
Preparation
Presence
Promptness
Participation
▪ Accept and maintain the ownership of the
discussion
THE OTHER SIDE OF THE CONTRACT
Faculty
▪ To parcel out knowledge in more understandable
and convenient packages.
▪ To give you a platform and ample opportunity for
peer learning.
▪ Strive to make the course a satisfying development
experience.
A LITTLE ABOUT YOU: SECTION C
Age: ?
Gender: 39 (62%) F : 24(38%) M
State: 19 States and Delhi (Highest number from Delhi/MP/TN)
SSC: 88.5% Avg
HSC: 86.08% Avg
Undergrad: Btech+BE+BS+BSc (35), Bcom (13), BBAs (1), BA (8),
BALLB (1),Barch (1), Others? (Kamal & Nedhe)
Exp: 29 Freshers (46%)/ 34 (54%)
A LITTLE ABOUT YOU: SECTION D
Age: ?
Gender: 41 (64%) F : 23(36%) M
State: 16 States and Delhi & Daman & Diu (Highest number from
Uttar Pradesh)
SSC: 85.87% Avg
HSC: 84.81% Avg
Undergrad: Btech+BE+BSc (3), Bcom (15), BBAs (4), BA (6), MBBS &
Agriculture (1), BALLB (1), BVSC (1)
Exp: 32 (50% freshers)
INTRODUCTION TO HUMAN
RESOURCE MANAGEMENT
Functions of HRM
Challenges of HRM
SEC D
SEC D
SO WHAT IS HR DOING NOW AND NEXT
2020COVID
year
Post
COVID
WHAT HR SHOULD BE DOING?
▪Set the agenda: layoffs/ recruiting/ flexible work arrangements/
performance management
▪Focus on issues that matter in the here and now
▪Acquire business knowledge
▪Highlight financial benefits
▪Walk away from the time wasters: millennials/ diversity
Source: Why we love to hate HR…and what HR can do about it? By Peter Cappelli, Harvard Business Review, 2015
WE DID:
▪What is your notion of HRM?
▪Examples from your previous experience?
▪Who does HR manager’s work?
▪Can you see the alignment with OB?
WHY IS HR IMPORTANT
▪It can Innovate; it facilitates other departments also to
innovate.
▪It can produce as well as become destructive.
▪It can reenergize and renew itself; as it gains
experience its value appreciates.
▪Can change itself and other factors of production.
▪Can refuse to change and thus nullify other factors of
production.
✓Formal performance appraisals are better than none.
✓Using systematic selection techniques is better than
hiring based on intuition.
WHAT IS
HUMAN
RESOURCE
MANAGEMENT
(HRM) ?
The comprehensive set of managerial
activities and tasks concerned with
developing and maintaining a qualified
workforce—human resources—in ways that
contribute to organizational effectiveness.
-Denisi, Griffin and Sarkar (2016)
HOW HR HAS
EVOLVED AS A
FUNCTION OVER TIME
Source: C.S. Venkataratnam and B.K. Srivastava, Personnel Management and Human Resources, TATA Mc-Graw Hill, New Delhi,
2004
Figure: Basic Functions of Human Resource Management
Source: Dessler & Varkkey, Human Resource Management, 15th Ed.
A TYPICAL HR DEPARTMENT
DIRECTOR
(HRD)
MANAGER
(PERSONNEL)
MANAGER
(ADMINISTRATION)
MANAGER
(HRD)
HR PLANNING
WELFARE
TRAINING &
DEVELOPMENT
RECRUITMENT
&
SELECTION
LEAVE RECORDS
PERFORMANCE
APPRAISAL
FIGURE: THE HUMAN RESOURCE
MANAGEMENT FUNCTION AT SHELL OIL
HRM FRAMEWORK
Source: Dessler, G. (2009). Human Resource Management
Line managers
• Are directly responsible for creating
goods and services.
HR MANAGEMENT AS A
STAFF VERSUS LINE
FUNCTION
Staff managers
• Are responsible for supporting line
management’s efforts to achieve
organizational roles and objectives.
Organizations have blurred
this distinction.
LINE STAFF
SYNERGY
Successful organizations combine the
experience of line managers with the expertise
of HR managers to develop and utilize the
talents of employees to their greatest potential.
Line managers are non-HR managers who are
responsible for overseeing the work of other
employees.
Just as there are different types of line
managers who specialize in different
functions—operations, accounting, marketing,
and so forth—there are different types of human
resources managers who specialize in different
HR functions.
TYPE OF WORK DONE BY HR
HR Transactional
HR Transformational
• Administering health, welfare, payroll,
• Helping the firm to deliver on its strategy,
benefits
• duties of staffing, training, policy,
legal etc.
• This work is carried out by:
• To be more competitive, and
• create value through employee actions
This work is carried out by:
• Corporate HR
• e-HR and employee self-reliance
• Embedded HR
• Outsourcing
• Centres of expertise
• Service centres
HR PROFESSIONAL
Service Centre
• Service centers where
• Routine and transactional work is done
• HRIS so that employees become self-reliant
and connected through technology
• Shared across boundaries within
organization
Corporate HR
• Operate from corporate headquarters
• Create a consistent firm wide culture / identity
• Handle disputes between centers of expertise
and embedded HR
• Nurturing corporate level employees
• Create programs to implement the CEO’s
agenda
➢ Outsourcing
➢ Outright purchase from vendors
• Ensure HR alignment with business goals
• Ensure HR professional development
HR PROFESSIONAL
Centers of Expertise
Embedded HR
• Operate as specialized internal consultants.
• Operate from on-site
• Depending on the size of the firm,
• Titles of HR generalists, HR business
• May be corporate based or country
based
• specialist or consultant titles
• Collaborate with embedded HR in selecting
and implementing the right services
partners, employee relations managers etc.
• Define requirements to achieve business
goals
• Represent employees interests
• Track performance
• Engage in execution
• Create practices aligned with business strategy
•
Recommend most appropriate practices
• Implement the HR practices
HIGH PERFORMANCE WORK SYSTEMS (HPWS)
Analytical thinking
Critical thinking
Innovative thinking
Source: Demirbag, M., Collings, D. G., Tatoglu, E., Mellahi, K., & Wood, G. (2014). High-performance work systems and
organizational performance in emerging economies: Evidence from MNEs in Turkey. Management International Review, 54(3), 325359.
HR METRICS
Name of metric
How to calculate
What it measures
Absence Rate
[(Number of days employees are absent in a Absenteeism
month / average number of employees
during month)x (No. of workdays)]x100
Cost per hire
(Advertising + Agency fees + employee
referrals + travel costs of applicants and
staff + relocation costs + recruiter pay) /
total number of hires
Costs incurred to hire a new
employee
HR Expense factor
(HR Expense / Total operating expense)
A measure of whether HR Budget
exceeded, or fell below, or met
the expected benchmark
Time to fill
(Total days elapsed to fill requisitions / total
number of hires)
Efficiency of recruitment team
Turnover rate
(Number of separations during entire month
/ average no. of employees during that
month)x100
Attrition rate
(Source: Grossman, R. (2000). Measuring Up. HR Magazine, pp. 29-35;
SHRM/ BNA 2000 Cost per Hire and Staffing Metrics Survey)
TODAY HRM IS BEING SHAPED BY…
▪A highly volatile market (VUCA phenomenon)
▪Rapid pace of new technology development (eg: Industry 4.0,
SMAC)
▪Changing employee
millennials)
preferences
and
expectations
▪Global catastrophes (eg: sub-prime crisis; COVID)
(eg:
HOW DO HR MANAGERS SCAN THE
ENVIRONMENT?
▪External environmental factors:
▪Continuing high cost of employee healthcare coverage
▪Increased global competition for jobs
▪Growing complexity of legal compliance
▪Aging population
▪Economic growth of BRIC nations
▪Greater need for cross-cultural understanding
▪Greater economic uncertainty
Internal environmental/demographic factors
Level of Top
management commitment
INTERNAL ENVIRONMENTAL/DEMOGRAPHIC FACTORS
Corporate restructuring
Diversity+ Generational
differences
CHALLENGE 1:
RESPONDING TO THE
DEMOGRAPHIC AND
DIVERSITY CHALLENGES
OF THE WORKFORCE
United Nations World Population Prospects (2017)
SEC D
DIVERSITY ISSUE IN USA
EY’S GLOBAL GENERATIONS STUDY
2022
THE NEGLECTED DIVERSITY QUOTIENT:
INCLUSION AND LGBTQ
▪Google runs a voluntary employee group called Gayglers to raise
awareness about inclusion
▪Tata Steel is aiming to have 25% of its workers from diverse groups by
2020, of which 5% will be from the LGBT community
▪Intuit is seen as one of the frontrunners in providing inclusion for LGBT
individuals. It was voted one of the best companies to work for in 2017.
Intuit has its own Pride Network and has been advocating for greater
awareness around LGBT inclusion. Due to its efforts, Intuit has achieved a
100% rating on the Human Rights Campaign's Corporate Equality Index
for many years in a row.
▪Infosys has been one of the first few companies to create an employee
resource group called "Infosys Gays Lesbians and You" (IGLU) to bring
together their LGBT employees
CHALLENGE 2: LOWERING LABOR COSTS
Organizations take many approaches to lowering
labor-related costs, including….
 Carefully managing employees’ benefits
 Downsizing
 Outsourcing
 Offshoring
 Outplacement
Employee Leasing
The process of dismissing employees who are then
 Employee Leasing
hired by a leasing company (which handles all HRrelated activities) and contracting with that
company to lease back the employees.
Indirect payroll/ contingent workers on the rise
CHALLENGE 3: ADVANCING HR THROUGH
TECHNOLOGY
• Technology is reshaping
the way HR functions
used to be conducted
earlier
Human Resources
Information System (HRIS)
- A computerized system
that provides current and
accurate data for purposes
of control and decisionmaking. Eg: KENEXA,
ORACLE
A CASE STUDY OF CHATBOT APPLICATION FOR ONBOARDING
CHALLENGE 3: ADVANCING HR
THROUGH TECHNOLOGY (CONTD…)
Benefits:
 Automation of routine tasks, lower administrative costs, increased
productivity and response times.
 Self-service access to information and training for managers and
employees
 Online recruiting, screening, and pretesting of applicants
 Training, tracking, and selecting employees based on their record of skills
and abilities
 Organization-wide alignment of “cascading” goals
Corporate Social
Responsibility (CSR)
CHALLENGE 4: SETTING
AND ACHIEVING
CORPORATE SOCIAL
RESPONSIBILITY AND
SUSTAINABILITY GOALS
 The responsibility of the firm to act in
the best interests of the people and
communities affected by its activities.
 Sustainability is closely related to
corporate social responsibility.
Sustainability refers to a company’s
ability to produce a good or service
without damaging the environment or
depleting a resource.
 Green HRM
CHALLENGE 5: COMPETING,
RECRUITING, AND STAFFING
GLOBALLY
Globalization
• approximately 70 to 85 percent of
the U.S. economy today is affected
by international competition.
• About 10 percent of what Americans
produce every year, dollar-wise, is
sold abroad.
Impact of Globalization
• “Anything, anytime, anywhere”
markets
• Partnerships with foreign firms
• Lower trade and tariff barriers
• Expatriate challenges
• Repatriates, inpatriates
Right to privacy
Work-life balance
CHALLENGE 5: SOCIO-CULTURAL FACTORS
Contingent workers (eg: crowd-sourcing
& gig economy)
Workplace harassment and bullying
Gender and racial discrimination
THANK
YO U
Thank you