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CONTENTS
Management Functions 2

Human Resources Management 2

What Could Go Wrong Without an Effective HR? 5

Evolution of HR Function 6

Administrative and Strategic HR 8

HR of Small, Medium, and Large Companies 9

Competencies of HRM Professionals 11

Myths about HRM 12

HR Roles 13

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MANAGEMENT FUNCTIONS

• Planning

• Organizing

• Staffing

• Leading

• Controlling

STRATEGIC HUMAN RESOURCES MANAGEMENT

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MANAGEMENT AS AN ACTIVITY IS...

• The effective motivation of men and the efficient utilization of resources for the
attainment of predetermined objectives

• The direction and coordination of the human and non-human resources to


achieve outputs which meet the needs of the organization

• About coping with complexity

MANAGING ORGANIZATIONS...

Managing organizations is actually managing the very reason


why organizations exist—people.

BASIC SKILLS NECESSARY IN MANAGING ORGANIZATIONS

• Organization skills

• Communication skills

• Planning skills

• Visionary skills

• Transfer of knowledge skills

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HUMAN RESOURCES MANAGEMENT
• Human resources management is the art and science of attracting, motivating,
maintaining, developing and retaining key talents to help drive business results
and help employees achieve their personal and career goals.

STRATEGIC HUMAN RESOURCES


MANAGEMENT (SHRM)
• Strategic human resources management is the art and science of acquiring,
motivating, maintaining and developing people in their jobs in the light of their
personal, professional and technical knowledge, skills, potentials, needs and
values in synchronization with the…

• …organization vision/mission, resources and culture for the maximum


achievement of individual, organization and society’s goals.

SHRM is...

• What? art and science of acquiring, motivating, maintaining and developing...

• Who? people...

• Where?in their jobs...

• How? in the light of their personal, professional and technical knowledge, skills,
potentials, needs and values in synchronization with the organization

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vision/mission, resources and culture for the maximum achievement of individual,
organization and society’s goals

• Why? for the maximum achievement of individual, organization and society’s


goals

WHAT COULD GO WRONG IN THE BUSINESS


WITHOUT AN EFFECTIVE HR?
• Hire the wrong person for the job

• Experience high turnover

• Failure to optimize performance

• Waste time with useless interviews

• Have your firm in court because of discriminatory actions

• Commit unfair labor practices (ULP)

HRM REDUCES COST AND INCREASES PROFIT.

• Manpower is not misused or misdirected

• Everyone does a day’s work for a day’s pay

• Work is not interrupted

• Accidents are reduced

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• Turnover is minimized

• Materials and time are not wasted

BECAUSE…

• The right people are recruited

• Employees are properly trained

• Morale is kept at high

• People produce goods and services that meet the expected quality and quantity

• Dedication to quality work is promoted

• Attitudes leading to mistakes are eliminated

EVOLUTION OF THE HR FUNCTION

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HRM VERSUS PERSONNEL MANAGEMENT

Human Resources
Factors Personnel Management
Management

SCOPE Rank and file All

HOURS Full-time Full-time, part-time, flexi

Formal and Informal


PLACE Formal setting
setting

SERVICE OR
Few and simple Varied and complex
FUNCTION

Objective, Total Systems


STRATEGIES Subjective, compartmentalized
Approach

People: expense and factor of People: investment and


PHILOSOPHY
production resource

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ADMINISTRATIVE HR (DEFENSIVE HR)

Compliance

COST
Consistency Control

STRATEGIC HR (OFFENSIVE HR)

Availability

ASSET

Alignment Adaptability

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TRIANGLE OF PLENTY

Labor or Employees

(highest pay and best working conditions)

MGMT.
and HR
Customers and Public Stockholders or Owners

(Highest quality and lower cost) (highest profit – rate of return)

SMALL COMPANIES

• HR manager is a true generalist; Human Resources


Manager
covers all areas of hr management

• Gets support from consulting firms Secretary/Administrative


Assistant

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MEDIUM COMPANIES
Human
Resources
Managers

Secretary/Admin • HRM justifies the


Assistant hiring of Specialists

C&B ER Recruitment

LARGE COMPANIES
Human
Resources
Director

• HR Director has a Unit


Secretary
Manager reporting to him/her

C & B Manager ER Recruitment

Compensation
Officer • Functions are handled by
units/sections

Benefits Officer

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COMPETENCIES OF HRM PROFESSIONALS

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ROLES OF HR PEOPLE

MYTHS ABOUT HRM

• People go into HR because they like people.

• Anyone can do HR.

• HR deals with the soft side of the organization and is therefore not accountable.

• HR focuses on cost which must be controlled.

• HR’s job is to be the policy police and the health-and-happiness patrol.

• HR is full of fads.

• HR is staffed by nice people.

• HR is HR’s job.

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HR ROLES
• Strategic Partner

• Administrative Expert

• Employee Champion

• Change Agent

HR ROLES IN BUILDING COMPETITIVE ORGANIZATIONS

FUTURE / STRATEGIC FOCUS

Strategic Change Agent


Partner (Management
(Management of
of Strategic Transformation
HR) and Change)
Processes People

Employee
Admin Expert
Champion
(Management
(Management
of Firm
of Employee
Infrastructure)
Contributions)

DAY-TO-DAY OPERATIONS FOCUS

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DEFINITION OF HR ROLES

Deliverable /
Roles Metaphor Activity
Outcome

Management of Executing Strategy Strategic Aligning HR & Business


Strategic Human Planner Strategy: Organizational
Resources Diagnosis

Management of Building an Administrative Reengineering


Firm Infrastructure Efficient Expert organization process:
Infrastructure Shared Services

Management of Increase employee Employee Listening and


Employee commitment and Champion responding to
Contribution capability employees : Providing
resources

Management of Creating a Change Agent Managing


Transformation and renewed transformation and
Change organization change: Ensuring
capacity for change

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STRATEGIC HUMAN RESOURCES MANAGEMENT

HUMAN RESOURCES PLANNING

• This includes assessing the organization’s HR needs in light of organizational


goals and changing conditions and making plans to ensure that a competent
workforce is employed (French, 2003).

• It is the forecasting arm of HR.

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RECRUITMENT AND SELECTION

• This involves the assessment of potential candidates utilizing different methods


of gathering information and hiring the most qualified candidates who meet the
specifications in terms of abilities and motivation.

• It is the sourcing and onboarding arm of HR.

PERFORMANCE MANAGEMENT

• This is the process of predetermining work objectives and performance


standards linked to organizational plans, reviewing work in progress and
evaluating results over a specified period for the benefit of the rater, ratee and
the organization as a whole.

• This is the appraisal/diagnostics arm of HR.

TALENT DEVELOPMENT

• This involves the preparing of employees for current and future success which is
done through formal education programs and other assessment measures.

• It is the educational arm of HR.

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COMPENSATION AND BENEFITS

• It refers to all forms of financial returns and tangible /non-tangible services and
benefits employees receive as part of employment relationship.

• This is the mathematical/analytics arm of HR.

EMPLOYEE AND LABOR RELATIONS

• Legal Justice

– This is a legal concept where employees are given benefits and privileges
if only to equate them in legal standing with employers who possess the
capital with the end in view that their general welfare would be protected.

• This is the discipline/welfare arm of HR.

COMMUNICATIONS MANAGEMENT

• It refers to the proper development, monitoring, implementation and improvement


of different communications tools and initiatives utilized in the organization.

• It is the Information herald of HR.

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ORGANIZATIONAL DEVELOPMENT

• It is a systematic approach to organizational improvement for the purpose of


increasing individual and organizational well-being and effectiveness.

• It is the change manager of the workplace.

EVIDENCE-BASED HRM

Providing Evidence for


HRM Decision Making

Actual Existing Research


measurements data studies

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MANAGING ETHICS

• Ethical Issues

– Workplace safety

– Security of employee records

– Employee theft

– Affirmative action

– Comparable work

– Employee privacy rights

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