Professional Documents
Culture Documents
In Brief:
We will know: what Human Resource Management is, how it relates to the management process, and how it is changing in response to trends in the workplace. It illustrates how all managers can use HR concepts and techniques, HRs role in strategic planning and improved organizational performance, the competencies required of HR managers
Interesting Issues:
Human Resources play a key role in helping companies meet the challenges of global competition. Strategic objectives to lower costs, improve productivity and increase organizational effectiveness are changing the way every part of the organization, including the HR department, does business.
Introduction
The World of Work - continues to change, but at an even more rapid pace. HR must understand the implications of:
globalization technology changes workforce diversity changing skill requirements continuous improvement initiatives the contingent work force decentralized work sites and employee involvement
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Todays business world is truly a global village. This term refers to the fact that businesses currently operate around the world.
HRM must ensure that employees can operate in the appropriate language communications are understood by a multilingual work force Ensure that workers can operate in cultures that differ on variables such as status differentiation societal uncertainty assertiveness individualism HRM also must help multicultural groups work together.
Has altered the way people work. Has changed the way information is created, stored, used, and shared. The move from agriculture to industrialization created a new group of workers the bluecollar industrial worker. Since WWII, the trend has been a reduction in manufacturing work and an increase in service jobs.
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Knowledge Worker - individuals whose jobs are designed around the acquisition and application of information. Why the emphasis on technology: makes organizations more productive helps them create and maintain a competitive advantage provides better, more useful information
Recruiting Employee Selection Training and Development Ethics and Employee Rights Motivating Knowledge Workers Paying Employees Market Value Communication Decentralized Work Sites Skill Levels Legal Concerns
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Workforce Diversity
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Labor Supply
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Controlling
Organizing
Leading
Staffing
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The policies and practices involved in carrying out the people or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising.
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Training
Appraisal
Labor Relations
Compensating
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Conducting job analyses Planning labor needs and recruiting job candidates
Personnel Mistakes
Hire the wrong person for the job Experience high turnover
Basic HR Concepts
The bottom line of managing: Getting results HR creates value by engaging in activities that produce the employee behaviors that the company needs to achieve its strategic goals.
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Line manager
A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organizations tasks.
Staff manager
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Placing the right person on the right job Starting new employees in the organization (orientation)
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4. 5.
6. 7. 8. 9. 10.
Coordinative Function
Functional Authority
Functions of HR Managers
Staff Functions
Staff Authority Innovator Employee Advocacy
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Training Specialists
EEO Coordinators
Job Analysts
Compensation Managers
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Note: Length of bars represents prevalence of activity among all surveyed employers.
Source: HR MAGAZINE, BNA/Society for Human Resource Management, 2002. Reproduced with permission via Copyright Clearance Center.
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Technological Trends
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Application Service Providers (ASPs) and technology outsourcing Web portals PCs and high-speed access
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Employment security Selective hiring Extensive training Self-managed teams/decentralized decision making Reduced status distinctions Information sharing Contingent (pay-for-performance) rewards Transformational leadership Measurement of management practices Emphasis on high-quality work
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Generate more job applicants Screen candidates more effectively Provide more and better training Link pay more explicitly to performance Provide a safer work environment Produce more qualified applicants per position
Advertising + agency fees + employee referrals + travel cost of applicants and staff + relocation costs + recruiter pay and benefits
Number of hires
HR expense
Turnover rate
100
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Sources: Robert Grossman, Measuring Up, HR Magazine, January 2000, pp. 2935; Peter V. Le Blanc, Paul Mulvey, and Jude T. Rich, Improving the Return on Human Capital: New Metrics, Compensation and Benefits Review, January/February 2000, pp. 1320; Thomas E. Murphy and Sourushe Zandvakili, Data and Metrics-Driven Approach to Human Resource Practices: Using Customers, Employees, and Financial Metrics, Human Resource Management 39, no. 1 (Spring 2000), pp. 93105; [HR Planning, Commerce Clearing House Incorporated, July 17, 1996;] SHRM/BNA 2000 Cost Per Hire and Staffing Metrics Survey; www.shrm.org. See also, SHRM Research 2006 Strategic HR Management Survey Report, Society for Human Resource Management..
The HR Scorecard
Shows the quantitative standards, or metrics the firm uses to measure HR activities. Measures the employee behaviors resulting from these activities. Measures the strategically relevant organizational outcomes of those employee behaviors.
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New Proficiencies
Learning proficiencies
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HR Certification
HR Certification (Cont)
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Equal employment laws Occupational safety and health laws Labor laws
Managing Ethics
Basic Themes
HRM is the responsibility of every manager. HR managers must defend their plans and contributions in measurable terms.
in Nepalese Context
Donald
Based on your personal experiences, list ten examples showing how you did use (or could have used) human resource management techniques at work or school.
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1) situations where they have improved the efficiency of their work through the use of technology made available to them through human resource systems; 2) employed the services of nontraditional workers (or been employed as a nontraditional worker); 3) developed metrics to measure how they have added value in terms of human resource contributions; 4) kept themselves abreast of employment law in order to minimize risk to their company; 5) Utilized self-service HR technology; 6) employed High Performance Work Systems concepts in their job/department.
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