Download - 2. Lecture 2 - HRM Intro
-
8/17/2019 2. Lecture 2 - HRM Intro
1/22
Introduction toManaging Human
Resources (MHR)
-
8/17/2019 2. Lecture 2 - HRM Intro
2/22
The Essentials of Management
Management involves setting goals and allocating scarceresources to achieve them.
Management is the process of e ciently achieving the ob ectivesof the organi!ation "ith and through people.
#undamentals of Human Resource Management $e% &e'en!o and Robbins
-
8/17/2019 2. Lecture 2 - HRM Intro
3/22
The Essentials of Management
rimary #unctions of Management
lanning establishing goals
*rgani!ing determining "hat activities need to be done
+eading assuring the right people are on the ob andmotivated
'ontrolling monitoring activities to be sure goals are met
-
8/17/2019 2. Lecture 2 - HRM Intro
4/22
Human Resource Managementde,ned-
Human resource management (HRM) is a strategic% integrated and coherentapproach to the employment% development and "ell/being of the people "or0ing inorganisation1 (2rmstrong% 3445)
HRM is- The management of "or0 and people to"ards desired ends1 (6o7all et al%3448)
HRM comprises set of policies designed to ma7imi!e organisational integration%employee commitment% 9e7ibility and :uality of "or01 (;uest%
-
8/17/2019 2. Lecture 2 - HRM Intro
5/22
The importance of HRM The role of human resource managers has changed. HRM obstoday re:uire a ne" level of sophistication.
Employment legislation has placed ne" re:uirements onemployers.
?obs have become more technical and s0illed (innovation).
Traditional ob boundaries have become blurred "ith the
advent of such things as pro ect teams and telecommuting.;lobal competition has increased demands for productivity.
-
8/17/2019 2. Lecture 2 - HRM Intro
6/22
The importance of HRM The @trategic Aature HRM must be
a strategic business partner and represent employees.
for"ard/thin0ing% support the business strategy% and assist theorgani!ation in maintaining competitive advantage.
concerned "ith the total cost of its function and fordetermining value added to the organi!ation.
HRM is both a sta=% or support function that assists lineemployees% and a function of every managerBs ob.
-
8/17/2019 2. Lecture 2 - HRM Intro
7/22
1@oft1 and 1Hard1 HRM
@oft HRM emphasi!es the importance of high commitment%learning% enlightened leadershipC human resources are valuableassets% not variable costs. Models and theories focus on tappingthe human potential% based on organi!ational behavior theories(e.g. Maslo"% C Her!berg%
-
8/17/2019 2. Lecture 2 - HRM Intro
8/22
Mega trends determine futurechallenges in HRM -
Innovation (rapid change)&emography ("or0force diversity% @0illsshortage);lobalisation (multi/site "or0force)Internet and modern technology (tele andvideo conferencing @0ype for 6usiness)Falue change (evolving "or0 and familyroles)
-
8/17/2019 2. Lecture 2 - HRM Intro
9/22
*THER 'H2++EA;E@ IA HRM
'ompetitive advantage- cost% :uality% distinctive
capabilities&ecentrali!ation
&o"nsi!ing
*rgani!ational restructuring
@elf/managed "or0 teams
*rgani!ational culture*utsourcing
Matching people and organi!ation
roductivity
6rain drain
-
8/17/2019 2. Lecture 2 - HRM Intro
10/22
HRM #GA'TI*A@
Human resource planning (@trategic HRM)
Recruitment
@election
'ompensation bene,ts
erformance appraisal
Training and development
Employee relations
@afety health
-
8/17/2019 2. Lecture 2 - HRM Intro
11/22
-
8/17/2019 2. Lecture 2 - HRM Intro
12/22
HR +2AAIA; R*'E@@
rocess of revie"ing and identifying future human resourceneeds of an organi!ation
HR planning helps managers reduce uncertainty about future
To ensure that the re:uired number of :uali,ed employees isavailable at the right time
-
8/17/2019 2. Lecture 2 - HRM Intro
13/22
HR +2AAIA; R*'E@@
HR addresses organi!ational needs both in :uantitative and:ualitative terms-
#irst% ho" many people
@econd% "hat sort of people
HR also loo0s at broader issues li0e the "ays in "hichpeople are employed and developed in order to improveorgani!ational e ciency
-
8/17/2019 2. Lecture 2 - HRM Intro
14/22
2pproaches to HR lanning
Reactive roactive
*rgani!ation may be unable to correctly anticipate an increasein its future demand for employees.
2t best% such a company "ould be forced to recruit employeesat the last minute and may thus fail to ,nd the best candidate.
2t "orst% the company may become seriously understa=ed.
-
8/17/2019 2. Lecture 2 - HRM Intro
15/22
re/selection
?ob analysis ?ob description outline of the roles and responsibilities
erson speci,cation outline of the s0ills and :ualities re:uired ofthe post holder
Recruitment
The process by "hich a ob vacancy is identi,ed and advertised.
Recruitment process is regulated and sub ect to employment la".
Recruitment is done through advertising in ne"spapers% social media%maga!ines% internal vacancy bulletins% etc.
-
8/17/2019 2. Lecture 2 - HRM Intro
16/22
@election
The process of assessing candidates and appointing a post holder2pplicants short listed most suitable candidates selected
@election process varies according to organisation
Intervie" most common method
sychometric testing assessing the personality of the applicants "ill they ,t
in2ptitude testing assessing the s0illsof applicants
In/tray e7ercise activity based around "hat the applicant "ill be doing% e.g."riting a letter to a disgruntled customer
resentation loo0ing for di=erent s0illsas "ell as the ideas of the candidate
-
8/17/2019 2. Lecture 2 - HRM Intro
17/22
&evelopment
&eveloping the employee can be regarded as investing in avaluable asset
2 source of motivation
2 source of helping the employee ful,l potential
*rientation
*n/the ob training% apprenticeships% professional "or0shops% conferences%research% training% coaching% mentoring
-
8/17/2019 2. Lecture 2 - HRM Intro
18/22
Monitoring @upervision
*bservations
eer observations% self/assessment% spot/chec0s
2ttendance unctuality
erformance 2ppraisal
-
8/17/2019 2. Lecture 2 - HRM Intro
19/22
*rgani!ational Re"ard @ystems
6oth intrinsic and e7trinsic re"ards received as a result ofemployment by the organi!ation.
Ideally% re"ards are lin0ed to performance.Re"ards cause1 satisfaction
Re"ards based on performance cause1 improved performance
@atisfaction does not (necessarily) cause1 better performanceC
performance causes1 satisfaction
-
8/17/2019 2. Lecture 2 - HRM Intro
20/22
ay 6ene,ts
ay
erformance/based pay;ain @haring
6ene,ts Traditional
Health insuranceC paid vacations
Recent
'hild careC parent leaveC educationC retirement plans
6ased on position
-
8/17/2019 2. Lecture 2 - HRM Intro
21/22
Employee and +abour Relations
2dministration of discipline and grievance/handlingprocedures.
*rgani!ational discipline- action ta0en against anemployee "ho has violated an organi!ational rule
or "hose performance is belo" satisfactory.
@hould be1 vie"ed as a learning opportunity forthe employee and a tool to improve productivityand human relations.
-
8/17/2019 2. Lecture 2 - HRM Intro
22/22
Employee Health
*ccupational diseases may cost industry as much ormore than occupational accidents.
Aumber of ob/related accidents has decreasedCnumber of ob/related illnesses has risen.
Many diseases and health/related problems that are
not necessarily ob/related may a=ect obperformance (alcohol drug abuse% 2I&@).
Many companies no" o=er "ellness programs%including ,tness centers% E2 programs.