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    Human Resource Management: By: Group 4

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    Gem Tee
    Human resource management involves attracting, developing, and maintaining an effective workforce. It ensures the effective and efficient use of human talent through formal systems. Key elements include viewing employees as strategic assets, having all managers focus on development, and integrating organizational strategy with human resource goals. Environmental influences like competitive strategy, globalization, and information technology impact how companies maintain competitiveness through human capital, social capital, and HR information systems. HR addresses issues like teams, contingent workers, work-life balance, and downsizing through practices like training, communication, and assistance for displaced workers.

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    Human Resource Management: By: Group 4

    Uploaded by

    Gem Tee
    47 views28 pages
    Human resource management involves attracting, developing, and maintaining an effective workforce. It ensures the effective and efficient use of human talent through formal systems. Key elements include viewing employees as strategic assets, having all managers focus on development, and integrating organizational strategy with human resource goals. Environmental influences like competitive strategy, globalization, and information technology impact how companies maintain competitiveness through human capital, social capital, and HR information systems. HR addresses issues like teams, contingent workers, work-life balance, and downsizing through practices like training, communication, and assistance for displaced workers.

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    Human resource management involves attracting, developing, and maintaining an effective workforce. It ensures the effective and efficient use of human talent through formal systems. Key elements include viewing employees as strategic assets, having all managers focus on development, and integrating organizational strategy with human resource goals. Environmental influences like competitive strategy, globalization, and information technology impact how companies maintain competitiveness through human capital, social capital, and HR information systems. HR addresses issues like teams, contingent workers, work-life balance, and downsizing through practices like training, communication, and assistance for displaced workers.

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    Download as pptx, pdf, or txt
    47 views28 pages

    Human Resource Management: By: Group 4

    Uploaded by

    Gem Tee
    Human resource management involves attracting, developing, and maintaining an effective workforce. It ensures the effective and efficient use of human talent through formal systems. Key elements include viewing employees as strategic assets, having all managers focus on development, and integrating organizational strategy with human resource goals. Environmental influences like competitive strategy, globalization, and information technology impact how companies maintain competitiveness through human capital, social capital, and HR information systems. HR addresses issues like teams, contingent workers, work-life balance, and downsizing through practices like training, communication, and assistance for displaced workers.

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    of 28

    HUMAN RESOURCE MANAGEMENT

    By: GROUP 4

    HUMAN RESOURCE MANAGEMENT


    Human Resource management is activities undertaken to attract, develop, and maintain an effective workforce within an organization.

    Human Resources (individuals who make up the work force or function within an organization) is the design and application of formal systems to ensure the effective and efficient use of human talent.

    Three Key Elements of Strategic Role of Human Resource Management


    All managers are human resource managers (every manager is expected to pay attention to the development and satisfaction of subordinates.) Employees are viewed as assets give competitive edge HRM is a matching process, integrating organization's strategy and goals with the correct approach.

    Strategic Human Resource Management

    Environmental Influences on HRM


    Human resource managers must find, recruit, train, nurture, and retain the best people. (w/o the right people the brightest idea is doomed to failure) (if employees dont feel valued they wont give their best)

    Environmental Influences on HRM


    Competitive Strategy people (meet or fail to meet strategic goals) 3 primary ways to keep company competitive: 1. Building Human Capital 2. Globalization 3. Using Information Technology

    3 primary ways to keep company competitive


    1. Human Capital refers to the economic value of the combined knowledge, experience, skills and capabilities of employees (success is in the employees not in the machine)
    Strategies for finding the best talent Enhancing skills and knowledge with training programs Opportunities for personal and professional development Compensation and benefits that support knowledge sharing (reasons to stay) Social Capital refers to interaction among employees (honesty, trust and respect cooperate smoothly)

    3 primary ways to keep company competitive


    2. Globalization (biggest challenge is leadership and training for international arena) Successful strategies is tied to the effectiveness of the HR. International Human resource management is a subfield of human resource management that address the complexity that results from recruiting, selecting, developing and maintaining a diverse workforce on a global scale.

    GLOBALIZATION
    Globalization requires international human resource management (IHRM) Managing diverse people on a global scale HR practices and trends are converging globally IHRM Managers must be culturally sensitive Policies and practices must be culturally sensitive

    3 primary ways to keep company competitive


    3. Human Resource Information System is an integrated computer system designed to provide data and information used in Human Resource planning and decision making.
    Some organizations are close to a paperless HRM system saves time, money, frees staff

    Federal Legislation
    Affirmative action is a policy requiring employers to take positive steps to guarantee equal employment opportunities people within protected groups. The purpose of laws is to stop discriminatory practices Discrimination the hiring or promoting of applicants based on criteria that are not job relevant. The Equal Employment Opportunity Commission (EEOC) was created by the Civil Rights Act of 1964

    Changing Nature of Careers


    In a fast moving company, a person is hired and assigned to a project. The project changes over time as do the persons task. CHANGE IS THE ONLY CONSTANT THING IN THE WORLD.

    The Changing Social Contract


    Changes in the business environment have changed the social contract, a bulletin board at a company restructuring noted:
    We cant promise you how long well be in business We cant promise you that we wont be acquired We cant promise that therell be room for promotion We cant promise that your job will exist when you reach retirement age We cant promise that the money will be available for your pension We cant expect your underlying loyalty, and we arent even sure we want it

    HR Issues in the new workplace


    Responding to the increasing use of: Teams and project management distinction between job categories and descriptions are collapsing (handle multiple tasks) Temporary Employees contingent workers people who work for an organization, but not on a permanent or full time basis, including temporary placements, contracted professionals or leased employments. Technology visual team team made up of members who are geographically dispersed, rarely meet face to face , and do their work using advance technologies

    HR Issues in the new workplace


    Work-life balance Telecommunicating using computers and telecommunications to perform work from home or another remote location. work anywhere and extreme telecommunicating Downsizing intentional, planned reduction in the size of a companys workforce.
    Managers can smooth the downsizing process

    Regularly communicating with employees Providing them with as much information as possible Providing assistance to workers who will lose their jobs Using training and development for remaining employees

    Attracting an effective workforce

    Matching model an employee selection approach in which the organization and the applicant attempt to match each others needs, interests, and values.

    Attracting an Effective Workforce


    Human Resource planning is the forecasting of human resource needs and the projected matching of individuals with expected vacancies.
    What new technologies are merging, and how will these affect the work system?

    What is the volume of the business likely to be in the next five to ten years?
    What is the turnover rate, and how much, if any, is avoidable? What types of engineers will we need, and how many? How many administrative personnel will we need to support the additional engineers? Can we temporary, part-time, or virtual workers to handle some tasks?

    Recruiting the activities or practices that define the desired characteristics of applicants for specific job.

    Attracting and Effective Workforce


    Internal promote-from-within policies used by many to fill high-level positions
    External = recruiting newcomers from outside has advantage of multiple sources

    Assessing Organizational needs Job analysis systematically process of gathering and interpreting information about the essential duties, tasks, and responsibilities of a job. Job description a concise summary of the specific tasks and responsibilities of a particular job Job specification an outline of the knowledge, skills, education, and physical abilities needed to adequately perform a job.

    Attracting and Effective Workforce


    Realistic Job previews a recruiting approach that gives applicants pertinent and realistic information about the job and organization. Legal Consideration E-cruiting by the means of internet

    Referrals from current employees

    Attracting and Effective Workforce


    Referrals Selecting the process of determining the skills, abilities and other attributes a person needs to perform a particular job. Validity the relationship between an applicants score on selection device and his or her future job performance. Application form a device for collecting information Employment test a written or computer based designed to measure a particular attribute such as intelligence or aptitude.

    Attracting and Effective Workforce

    Developing an Effective Workplace


    Assessment Center a technique for selecting individuals with high managerial potential based on their performances on a series of simulated managerial tasks. Training and development On the job training in which an experienced employee adopts a new employee to teach him or her how to perform job duties. Orientation training Classroom Training Self-directed training Computer-based Training.

    Developing an Effective Workplace


    Corporate Universities an in-house training and education facility that offers broad-based learning opportunities for employees. Promotion from within Performance Appraisal the process of observing and evaluating an employees performance recording assessment, and providing feedback to the employee. 360-degree feedback a process that users multiple raters, including self-rating, to appraise employee performance and guide development.

    Developing an Effective Workplace


    Performance Evaluation Errors stereotyping placing an employee into a class or category based on one or a few traits or characteristics. halo effect a type of rating error that occurs when employee receives the same rating on all dimensions regardless of his or her performance on individual ones.

    behaviorally anchored rating scales a rating technique that relates an employees performance to specific job-related incidents.

    Maintaining an Effective Workplace


    Compensation monetary payments and nonmonetary goods used to reward employees Wage and salary systems Compensation Equity fairness and equity in pay structure and thereby fortify employee morale. - job evaluation process of determining the value of jobs within an organization through an examination of job content. Pay-for-performance incentive pay that ties at least part of compensation to employee effort and performance. Benefits Termination exit interview conducted with departing employees to determine the reasons for termination

    Behavior Anchored Rating Scale

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