Human Resource Management

 Theory X & Theory Y

 Douglas McGregor created in 1960 . He avoided the descriptive words and the title theory X and theory Y. He has not implied that the workers, one or On the contrary, he sees both theories as two extremes - with a whole series of possible behaviors between. Theory X: (authoritarian management style) management created in theory - hypotheses X, signatures based on the carrot approach, which restrict through discipline and penetrate and create the stick.

Assumptions of Theory X:

    Most people dislike work and will avoid it to the extent possible, therefore
    They must be continually coerced, controlled, and threatened with punishment to get the work done, and that
    They have little or no ambition, prefer to avoid responsibility, and choose security above     everything else.

The management implications for Theory X workers are that, to achieve organizational      objectives, rewards of varying kinds are likely to be the most popular motivator.

Theory Y: ('Participative management' style)
Theory-Y believers create trust based firms with empowered employees.

Assumptions of Theory Y:

    Physical and mental effort are natural and most people (depending on the work environment) find work to be a source of satisfaction,
    They generally, on their own motivation, exercise self-control, self-direction, creativity, and ingenuity in pursuit of individual and collective (company) goals,
    They either seek responsibility or learn to accept it willingly, and that
    Their full potentials not tapped in most organizations. These assumptions serve as powerful behavioral models reflected in the way an organization is structured.

The challenge for management with Theory Y workers is to create a working environment (or culture) where workers can show and develop their creativity.

Comparing Theory X and Theory Y

Motivation

Theory X assumes that people dislike work; they want to avoid it and do not want to take responsibility. Theory Y assumes that people are self-motivated, and thrive on responsibility.
Management Style and Control

In a Theory X organization, management is authoritarian, and centralized control is retained, whilst in Theory Y, the management style is participative: Management involves employees in decision making, but retains power to implement decisions.
Work Organization

Theory X employees tend to have specialized and often repetitive work. In Theory Y, the work tends to be organized around wider areas of skill or knowledge; Employees are also encouraged to develop expertise and make suggestions and improvements.
Rewards and Appraisals

Theory X organizations work on a ‘carrot and stick’ basis, and performance appraisal is part of the overall mechanisms of control and remuneration. In Theory Y organizations, appraisal is also regular and important, but is usually a separate mechanism from organizational controls. Theory Y organizations also give employees frequent opportunities for promotion.
Application

Although Theory X management style is widely accepted as inferior to others, it has its place in large scale production operation and unskilled production-line work. Many of the principles of Theory Y are widely adopted by types of organization that value and encourage participation. Theory Y-style management is suited to knowledge work and professional services. Professional service organizations naturally evolve Theory Y-type practices by the nature of their work; Even highly structure knowledge work, such as call center operations, can benefits from Theory Y principles to encourage knowledge sharing and continuous improvement.

 HRM Objectives
 Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers.
Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.
Human Resource Management is also a strategic and comprehensive approach to managing people and the workplace culture and environment.

Human Resource Management: Nature

Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:
•It is pervasive in nature as it is present in all enterprises.
•Its focus is on results rather than on rules.
• It tries to help employees develop their potential fully.
• It encourages employees to give their best to the organization.
• It is all about people at work, both as individuals and groups.
• It tries to put people on assigned jobs in order to produce good results.
• It helps an organization meet its goals in the future by providing for competent and well-motivated employees.
• It tries to build and maintain cordial relations between people working at various levels in the organization.
• It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.

Human Resource Management: Scope

The scope of HRM is very wide:
1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.


Human Resource Management: Objectives
•To help the organization reach its goals.
•To ensure effective utilization and maximum development of human resources.
•To ensure respect for human beings. To identify and satisfy the needs of individuals.
•To ensure reconciliation of individual goals with those of the organization.
•To achieve and maintain high morale among employees.
•To provide the organization with well-trained and well-motivated employees.
•To increase to the fullest the employee's job satisfaction and self-actualization.
•To develop and maintain a quality of work life.
•To be ethically and socially responsive to the needs of society.
•To develop overall personality of each employee in its multidimensional aspect.
•To enhance employee's capabilities to perform the present job.
•To equip the employees with precision and clarity in transaction of business.
•To inculcate the sense of team spirit, team work and inter-team collaboration.



 Changing Environment of HRM
We all need to consider the environmental factors when wanting to implement anything.We all require a contingency approach to be more effective in the present world. The same holds true for organizations. The purpose of this topic is to unravel the mystery surrounding external and internal factors that complicate the job of an HR manager in actual practice.
Thus you see, an HR manager works in a varied environment. He can only do his duties well if he is updated with the changing needs of the employees. And for this he naturally has to keep himself abreast with not only the environment in which the organization exists, but of the environment from which the employees are coming to work.
Here, let’s take few of the environmental factors which have significant impact on the organization. The term 'environment' here refers to the "totality of all factors while influence both the organization and personnel sub-system"

External Factors influencing the Personnel Function:
•Technological Factors
•Economic Challenges
•Political Factors
•Social Factors
•Local and Governmental Issues
•Unions
•Employers’ Demands
•Workforce Diversity

Internal Factors influencing the Personnel Function:
•Mission
•Policies
•Organizational Culture
•Organization Structure
•HR System

 Job analysis : Job Description, Job Specification
Job analysis is a systematic approach to defining the job role, description, requirements, responsibilities, evaluation, etc. It helps in finding out required level of education, skills, knowledge, training, etc for the job position.
Importance of Job Analysis
Job analysis helps in analyzing the resources and establishing the strategies to accomplish the business goals and strategic objectives. It forms the basis for demand-supply analysis, recruitments, compensation management, and training need assessment and performance appraisal.
Job Description:
Job Description is an organized factual statement of job contents in the form of duties and responsibilities of a specific job. The preparation of job description is very important before a vacancy is advertised. It tells in brief the nature and type of job. This type of document is descriptive in nature and it constitutes all those facts which are related to a job such as :

·         duties,
·         responsibilities,
·         most important contributions and outcomes needed from a position,
·         required qualifications of candidates, and
·         reporting relationship and co-workers of a particular job.

Job Specification

A statement of employee characteristics and qualifications required for satisfactory performance of defined duties and tasks comprising a specific job or function. Job specification is derived from job analysis.
Job Specification specifies information about the skills or qualities required for doing the job.
Job Specification is also called as Man or Employee Specification.
Job Specification is prepared on the basis of Job Description.

Information contained in Job Specification
Job Specification contains or consists of the following information :-
Personal characteristics such as education, job experience, age, gender, extracurricular activities, etc.
Physical characteristics such as height, weight, vision, hearing, fitness, health, etc.
Mental characteristics such as general intelligence (IQ), memory, judgement, foresight, etc.
Social and Psychological characteristics such as emotional ability, flexibility, manners, creativity, group behaviour, etc.