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Human Resource Management

Human Resource Management. Human Resource Management. The function performed in organizations that facilitates the most effective use of people (employees) to achieve organizational and individual goals. Human Resource Management (HRM) Activities: (1 of 2).

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Human Resource Management

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  1. Human Resource Management

  2. Human Resource Management • The function performed in organizations that facilitates the most effective use of people (employees) to achieve organizational and individual goals.

  3. Human Resource Management (HRM) Activities: (1 of 2) • Equal employment opportunity (EEO) compliance • Job analysis • Human resource planning • Employee recruitment, selection, motivation, and orientation

  4. Human Resource Management (HRM) Activities: (2 of 2) • Performance evaluation and compensation • Training and development • Labor relations • Safety, health, and wellness

  5. Four descriptions of the HRM function: • It is action-oriented • It is people-oriented • It is globally-oriented • It is future-oriented

  6. Welfare Work Scientific Management Human Relations Industrial Psychology Historical Foundations of HRM

  7. Strategic Importance of HRM • The increased strategic importance of HRM means that: • Human resource specialists must show that they contribute to the goals and mission of the firm • The actions, language, and performance of the HRM function must be: • Measured • Precisely communicated • Evaluated

  8. The new strategic positioning of HRM means that accountability must be taken seriously

  9. Key Strategic HRM Concepts That Must Be Applied: (1 of 2) • Analyzing and solving problems from a profit-oriented point of view • Assessing and interpreting costs or benefits of HRM issues • Using planning models that include realistic, challenging, specific, and meaningful goals

  10. Key Strategic HRM Concepts That Must Be Applied: (2 of 2) • Preparing reports on HRM solutions to problems encountered by the firm • Training the human resources staff • Emphasizing the strategic importance of HRM • Emphasizing the importance of contributing to the firm’s profits

  11. If the HRM function is to be successful, managers in other functions must be knowledgeable and involved

  12. Performance Legal compliance Employee satisfaction Absenteeism Turnover Training effectiveness Training return on investment Grievance rates Accident rates HRM and Organizational Effectiveness

  13. Objectives of the HRM Function(1 of 3) • Helping the organization reach its goals • Employing the skills and abilities of the workforce efficiently • Providing the organization with well-trained and well-motivated employees • Increasing to the fullest the employee’s job satisfaction and self-actualization

  14. Objectives of the HRM Function(2 of 3) • Developing and maintaining a quality of work life that makes employment in the organization desirable • Communicating HRM policies to all employees • Helping to maintain ethical policies and socially responsible behavior

  15. Objectives of the HRM Function(3 of 3) • Managing change to the mutual advantage of the organization’s stakeholders • Managing increased urgency and faster cycle time

  16. Who Performs HRM Activities In most organizations two groups perform HRM activities: • HR manager-specialists (staff) • Operating managers (line)

  17. Communication skills Problem solving Leadership Recruiting/staffing Employment law Training and development Technology Forecasting Compensation design Benefits design and administration Accounting and finance Record keeping Competencies Needed by HR Professionals:

  18. The HR department has a responsibility to be a proactive, integral component of management and the strategic planning process

  19. HRM’s Place in Management • HRM must: • ascertain specific organizational needs for the use of its competence • evaluate the use and satisfaction among other departments • educate management and employees about the availability and use of HRM services

  20. HRM Strategy • The HRM strategy will help aggregate and allocate a firm’s resources into a unique entity on the basis of: • Its internal strengths and weaknesses • Changes in the environment • The anticipated actions of competitors

  21. Relationship Between Strategy, Objectives, Policies, and Rules: Strategy – The plan that integrates major objectives More specific Objectives – Goals that are specific and measurable More specific Policies – Guides to decision making More specific Procedures/Rules – Specific directions for decision making

  22. Summary • HRM is action-oriented, individual-oriented, globally-oriented, and future oriented • It focuses on satisfying the needs of individuals at work • HRM is a necessary function • Effectively performed, it can make the crucial difference between successful and unsuccessful organizations

  23. Summary • One of the challenges faced in HRM is that many decisions require input from both operating managers and HR specialists • This dual role can lead to conflict, or it can result in more effective HRM decisions

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