Professional Documents
Culture Documents
Management
Prof. Zenaida F. Jesalva
01
People who do the actual work in the
organization
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Viewed as cost, hence were treated just the way
treated other costs
The Concept of
03
When companies want to improve profits or cut
Human losses, they reduced man pwer
Resources
04
But in the early 1990’s , organizations begun to
treat people as assets.
The are treated as investors- they bring in talent,
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
THE ORIGIN
AND
DEVELOPEMT Division of labor- work can be made
7
THE ORIGIN
AND
DEVELOPEMT • Improved productivity gained
by paying attention to
OF HRM workers referred to as
Hawthorne effect
• Significant role social
relationship played in the
workplace
• The Hawthorne Studies ushered a new era of
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.
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Transition from Personnel to
Human Resource Management
In 1980 the concept of Human Resource Management began to
permeate through larger corporations.
10
Insert an image
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
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LINE MANAGEMENT
DIMENSIONS PERSSONEL AND INDUSTRIAL HUMAN RESOURCE
RELATIONS MANAGEMENT
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KEY LEVELS
DIMENSIONS PERSSONEL AND INDUSTRIAL HUMAN RESOURCE MANAGEMENT
RELATIONS
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
Job design Division of labour Teamwork
Conflict handling Reached temporary truces Manage climate and culture
Training and development Control access to courses Learning companies
15
Keep pace with rapidly changing
environment
Identifying the core competencies of
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1. Discuss at least two challenges in
the human resource management
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THANK YOU
ANY QUESTIONS?