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Welcome to the Workshop on Human Resource Management, Office Automation and Effective Communication Skills Day-1. Human Resource Management in Public sector Universities & Changing Trends. Syed Hafeez Ahmad Khyber Medical University. Objectives of Today‘s Session.

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Human Resource Management in Public sector Universities & Changing Trends

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    1. Welcometo the Workshop onHuman Resource Management, Office Automation and Effective Communication Skills Day-1

    2. Human Resource Management in Public sector Universities & Changing Trends SyedHafeez Ahmad Khyber Medical University

    3. Objectives of Today‘s Session To deliberate upon the current HRM practices in the public sector universities in Pakistan with focus on KMU to understand: • How HRM system is designed in public sector universities of Pakistan with focus on KMU • What are the emerging/prevailing HR practices in public sector universities in Pakistan • What are the major loopholes in HRM system operating in public sector universities in Pakistan • What are the major factors responsible for these loopholes. • How to reform the redundant personnel management system in the institutes of higher education in line with best HR practices harmonious to the local circumstance, catering to stakeholders’ expectations and meeting challenges of contemporary world.

    4. CONTENTS TO BE DISCUSSED • Introduction • What is HR? • What is HRM • Historical Background • Evolution of HRM • Nature of HRM • Scope of HRM • Importance of HRM • Difference b/w HRM and HRD • Limitations of HRM • Systems approach to HRM

    5. e Cont.. • HR System • Place of HR Department • HRM in Practice • HRM in public sector universities in Pakistan • Major Loopholes in HR practices in public sector universities in Pakistan • Challenges faced by universities • Stakeholders’ expectations • Changing trends in HR • How to reform HRM system in public sector universities in Pakistan • Conclusion

    6. INTROUCTION • HRM is at the nascent stage in Pakistan. • Over the years not much attention has been paid to the management of human resources in the universities. • The redundant HR practices of public sector are in place in the universities. • HR policy is not available in a single public sector university. • The traditional HR departments in the universities- deficient in having HR professionals. • No effort has been made in the past to redesign and restructure HRM system. Similarly • Little attention has been paid to develop systems in the universities i.e. • Financial Management System • Information Management System • Procurement Management System and • Academic Management System.

    7. Nevertheless HRM system is no different. Therefore In the face of numerous emerging challenges, growing stakeholders expectations and changing trends in HR the universities have to transform its HR practices. During this session we shall deliberation upon how to redesign the HR practices in public sector universities in Pakistan. But first of all we shall discuss the basic of the subject

    8. WHAT IS HR????? Human resource is the set of individuals who make up the workforce of an organization, business sector or an economy. Other terms sometimes used include "manpower", "talent", "labor" or simply "people".

    9. What is HRM? • The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. • A management function that helps managers recruit, select, train and develop members for an organization. • HRM may be defined as a set of policies, practices and programmes designed to realize both personal and organizational goals.

    10. "I believe the real difference between success and failure in a corporation can be very often traced to the question of how well the organization brings out the great energies and talents of its people." Thomas J. Watson, Jr.

    11. And I'd say one of the great lessons I've learned over the past couple of decades, from a management perspective, is that really when you come down to it, it really is all about people and all about leadership. Steve Case

    12. Historical back ground of HRM • The study of people management transformed quite radically during the course of the 20th century. • Emergence of HRM as a discipline came about during 1970s. • HRM embraced some new areas predominantly industrial relations, employees’ welfare, health safety and individual satisfaction the early part of 1980s focus on strategy encompassed the debate. • In the recent days emerging issues of global concerns i.e. shortage of skilled labour, competitive advantage and ethics entered the sphere of HRM. • In developing countries personnel departments have been renamed as HR offices, however, the job, attitude and mindset remains that of personnel management .

    13. Evolution of HRM assets Procure, develop and motivate Procure and develop

    14. Nature of HRM Integral part of management function. Comprehensive Function People Oriented Based on human relations Continuous process Recent origin Interdisciplinary Foundation to all functional areas.

    15. Importance of HRM • Managing employees hailing from diverse geographical backgrounds with dissimilar personal beliefs, different value systems and discerned mindsets have always been cumbersome. • If, not handled diligently and professionally can be damaging . • The organizations that have learned to manage human resources diligently and professionally enjoy an edge over others • The fair and efficient employment of HR practices leads to realization of organizational goals. • Importance of HRM for organization. • Importance of HRM for employees.

    16. Compare HRD and HRM

    17. Limitations of HRM

    18. Systems approach to HRM An enterprise cannot work in isolation. Has to adjust its working to suit the environment. Subsystems: Departments/sections/cells created in an organization to carry out its business effectively. Each subsystem has a number of further subsystems.

    19. Important Subsystems HR system Procurement System Financial Management System Marketing System Research and development System Estate Management System

    20. Human Resource Management System Productive Human Resource Personnel Transforms inputs to outputs. HR system interacts closely with all other subsystems. Quality of people in all subsystems depends upon policies of HRM System

    21. Place of HR Department Size Matters!!!! In case of a small unit…………

    22. Small unit

    23. Large Unit

    24. Composition Director HRM Manager - Personnel Manager Admin Manager - HRD Manager - IR PR Appraisal HRP Canteen Hiring Training And Development Medical Grievance handling Welfare Compensation Transport Legal

    25. Major Factors Affecting HRM TechnologicalAdvancement Demographicsand Diversity HRM Globalization

    26. HRM in Practice HRM in Private sector HRM in Public Sector HRM in developed countries HRM in developing countries HRM in Pakistan HRM in universities in Pakistan

    27. HRM in public sector universities in Pakistan HRM is one of the most neglected areas in the public sector universities in Pakistan Very limited understanding prevails about the concept The process of recruitment and selections is not systematic. Orientation of the employees is not a common practice. Opportunities for capacity building is discriminatory few. Career prospects are highly restrained. Separate HR department does not exist in a single university. Experienced and qualified full time HR professionals have not been hired to deal with HR issues.

    28. Cont… Outdated bureaucratic structure of public sector is in vogue in distorted shape in universities. No serious effort has been made to reform it. At a time when unprecedented modernization and innovation has been taking place in the HR functions and practices across the globe, the HR practices in the universities remains obsolete, outdated and redundant These Loopholes are discussed one by one:

    29. HRM System, Structure & Capacity • Lack of understanding of HR role • No realization of HR challenges • No separate HR council & department • Lack of HR professionals

    30. Job description • Jobs not defined- few people know about their jobs • Lack of common understanding • Lack of realization of its importance • No serious effort has been made to have Job description • Work load not defined

    31. Recruitment and Selection • There is no uniformity of process • Lack of transparency • Political influence • Involvement of nepotism • Undue delay • Manual process • Not merit based

    32. Training and development • No policy exist • No budgetary allocation • No pre- service training • No in-service training • No pre-promotion training • Irrelevant people nominated for the trainings

    33. Compensation • No performance based reward system exist • High pay disparity amoung various cadres • Based on seniority not performance • Not uniform

    34. Performance evaluation • No proper mechanism • Based on confidential reporting • Done by irrelevant persons. • Not based on job description • Not linked to promotion and reward • Not transparent

    35. Promotion and career development • No policy exist • Where policy exist not implemented in letter and spirit • Based on seniority not performance • Not uniform • Not merit based

    36. Relationship between faculty and administrative staff • Congenial working environment doesn’t exist • Friction between teaching faculty and administrative staff • No effort has been made to bridge the gap • Coordination doesn’t exist between the teaching faculty and administrative staff

    37. With these loopholes in mind universities in Pakistan face a whole host of challenges

    38. Challenges confronted by universities Universities are facing numerous external as well as internal challenges. The major external challenges are: • Globalization • Technological advancement • Mushroom growth of universities • Legal and judicial activism • Political interloping • Compromised autonomy • Accountability

    39. Internal challenges • Financial • Administrative • Importance not given to HRM • Lack of HR qualified staff • HR staff is performing administrative functions • Relevance • Universities are engine of socioeconomic development • Poor university industry linkages • Research and development • Non availability of qualified researchers in certain disciplines • Job diversification. • Introduction of new disciplines • opening of new offices

    40. STAKEHOLDERS EXPECTATIONS Universities have numerous stakeholders. These stakeholders have varied expectations: • Students • More informed • Having multiple options • Exposure to information technology • Impact of Social media • Quality education yet affordable • Parents • Highly sensitive about future of their children • Can’t bear increasing cost of education • Employees (academic and administrative staff) • Retirement of a bulk of employees in the first generation universities • Opening of opportunities • Academic community • Limited funding for education and research • Increasing politics on the campuses • Involvement in administrative activities • National regulatory bodies • Positive and effective role • More vigilant

    41. CHANGING TRENDS IN HRM Role of social media Flexible working hours Work life balance Continuous Development Programs Outsourcing HR function Career counseling Succession plans Exit interviews Changing role of HR professionals/staff

    42. How to reform HR system in public sector universities The universities HR office must ensure that they have the right people for the right jobs. This requires the university to have a robust HRM system in place. Supported by effective and efficient HR practices. This entails that the jobs must be well-defined. Recruitment and selection is transparent. Employees are compensated proportionally and handsomely. Grievances are redressed in a beseeming manner. Promotions are predominantly based not only on seniority but on merit and performance and That the high performance employees are kept motivated and retained for longer period of time

    43. Questions ????

    44. Thanks