Professional Documents
Culture Documents
Management
Prof. Zenaida F. Jesalva
People who do the actual work in the
01 organization
2
Definition of Human Resource
Managment
3
Human Resource Management
EMPLOYEE
RELATIONS
/COMMUNICATION
Vision Organization
Mission structure RECRUITMENT PERFORMANCE
Values JJOBS AND SELECTION
PERFORMANCE MANAGEMENT
Strategies
Operating Plan Competencies
Resources
5
Assembly line production
Employers focused on consumer demands
6
THE ORIGIN AND • Each part of work should
be analyzed
HRM
• Managers must
cooperate with the
workers
• Division of work and
responsibility between
• In the early 1800/s government began to feel • Workers and managers
pressure from the working masses (execution and
implementation
• The working class began to form workplace
organizations to provide a collective voice for their
rights
• Trade unionism started
• Frederick Taylor – principles of management
7
THE ORIGIN AND
DEVELOPEMT OF
HRM
• Improved productivity gained
by paying attention to
workers referred to as
Hawthorne effect
• Significant role social
relationship played in the
• The Hawthorne Studies ushered a new era of
workplace
managing human resources.
• Conducted in 1927 to 1932 at the Western Electric
Hawthorne plant by Elton Mayo
8
Transition from Personnel to Human
Resource Management
Personnel Management Department believed to start at the National
Cash Register
Faced a major strike in 20th century
Defeated the union after a lockout in 1901
After the event, Pres. John Patterson decided to improve worker
relations by organizing personnel department
Handle grievances, discharges, safety and other employee issues. Also
keep track of pending legislation and court decisions and provide
training for supervisors on new laws and practices.
9
Transition from Personnel to Human
Resource Management
In 1980 the concept of Human Resource Management began to
permeate through larger corporations.
10
IMAGINATION
MEANS
NOTHING
WITHOUT
DOING Eros recusabo ut sit. Possim facilisis adolescens ad duo, at veniam tamquam
principes qui, cu utinam corpora per. Ne pri melius appareat accusata, viris
pertinacia usu ei, ea his omnis quaeque constituam.
12
STRATEGIC ASPECT
DIMENSIONS PERSSONEL AND INDUSTRIAL HUMAN RESOURCE
RELATIONS MANAGEMENT
13
LINE MANAGEMENT
DIMENSIONS PERSSONEL AND INDUSTRIAL HUMAN RESOURCE
RELATIONS MANAGEMENT
14
KEY LEVELS
DIMENSIONS PERSSONEL AND INDUSTRIAL HUMAN RESOURCE
RELATIONS MANAGEMENT
Foci of attention of Interventions Personnel procedures Wide-ranging cultural
Structure and personnel strategies
Selection Separate marginal task Integrated, key task
Play Job evaluation; multiple fixed Performance related, few, if any,
grades grades
Conditions Separately negotiated harmonization
Labour-management Collective bargaining contracts Towards individual contract
Trust of relations with shop Regularized through facilities and Marginalized (with exception of
stewards training some bargaining for exchange
model)
Communication Restricted flow/indirect Increase flow/direct
16
1. Discuss at least two challenges in
the human resource management
17
THANK YOU
ANY QUESTIONS?