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HUMAN RESOURCE

MANAGEMENT
Fanny Marcia 3303017054
Birgitta Alun S. 3303017041
Yoan Elisa Gunawan 3303017030
The Strategic Role
Of Human Resource Management
• Human Resource management has shed its old personnel
image and gained recognition as a vital player in corporate
strategy

• HRM departments not only support the organization’s strategic


objective but actively pursue an ongoing, integrated plan for
furthering the organization’s performance

●Higher employee productivity


●Stronger financial results
●Achieve organization’s strategic goals
●Key players on management team
Human Resource Management

Matching process,
All managers Employees are integrating the
are resource viewed as organization’s
managers assets goals with
employees’ needs

How a company manages its workforce may be


single more important factor in sustained
competitive success
Current Strategic Issues

Determine a company’s need for skills and employees


• Becoming more competitive globally
• Improving quality, productivity, & customer service
• Managing mergers & acquisitions
• Applying new information technology for e-business
Human Resource Management
Goals
HRM Environment
Company Strategy Legislation
Trends in society
International events
Changing
Attract an Effective Workforce technology

HRM planning
Job analysis
Forecasting
Recruiting
Selecting
Maintain an Effective Workforce
Wage and salary Develop an Effective Workforce
Benefits
Labor relations Training
Terminations Development
Appraisal
METHODS OF COLLECTING
J O B A N A LY S I S
I N F O R M AT I O N
1. INTERVIEW

Individual interviews
Group interviews
Supervisor interviews
THE PROS OF INTERVIEWS

 Relatively simple
 Quick way to collect information
 The employee can vent their frustrations
THE CONS

• “JOB ANALYSIS IS OFTEN A


PRELUDE TO CHANGING A
JOB’S PAY RATE”
-OR SO THEY
SAID
Interview Guidelines

1. THE JOB ANALYST AND SUPERVISOR


SHOULD WORK TOGETHER

2. QUICKLY ESTABLISH RAPPORT WITH THE


INTERVIEWEE

3. FOLLOW A STRUCTURED GUIDE OR


CHECKLIST
2. QUESTIONNAIRES
THE PROS & CONS OF QUESTIONNAIRES

Pros:
 Quick and efficient for a large number of employees

Vs

Cons:
 Developing the questionnaires can be expensive and time consuming
3. OBSERVATION
OBSERVATION & INTERVIEWING?
4. PARTICIPANT DIARY/LOGS
5. QUANTITATIVE JOB ANALYSIS TECHNIQUE
2 POPULAR QUANTITATIVE METHODS

 1. Position Analysis Questionnaire


 2. Functional Job Analysis
Environmental Influences
On HRM
• Competitive Strategy
• Building Human Capital
• Information Technology
• Federal Legislation
Three Ways HR Is Changing

Focus on building human capital


1

2 Development of
global HR strategies
3 IHRM

The using of
information technology
Human Capital - IHRM
• Human Capital = economic value of the
knowledge, experience, skills, and
capabilities of employees

• IHRM = addresses the complexity that results


from recruiting, selecting, developing, and
maintaining a diverse workforce on a global
scale
Information Technology
• Human resource information technology =
an integrated computer system designed to
provide data and information used in HR
planning and decision making
• Traditional HR to e-HR significantly affected
every area of human resource
management
• Some organizations are close to a paperless
HRM system – saves time, money, frees staff
Federal Legislation
• Discrimination = hiring or promoting of
applicants based on criteria that are not job
relevant
• Affirmative action = policy requiring
employers to take positive steps to
guarantee equal employment opportunities
for people within protected groups
Major Federal Laws - HRM

• Equal Opportunity/Discrimination Laws


• Compensation/Benefits Laws
• Health/Safety Laws
The Changing Social Contract
New Contract Old
Contract
Employee Employability, personal Job security
responsibility Partner in business A cog in the machine
improvement Learning Knowing

Employer Continuous learning, lateral Traditional compensation


career package
movement, incentive
compensation Standard training program
Creative development Routine jobs
opportunities Limited information
Challenging assignments
Information and resources
HR ISSUES IN THE NEW
WORKPLACE
• Teams and Projects

• Temporary Employees

• Technology

• Work-Life Balance

• Downsizing
HR issues present many challenges for organizations and
HR managers as they work toward the three primary HR
goals

● Attracting

● Developing

● Maintaining an effective workforce


Choose Recruiting
HR Planning Sources
Retirements Want ads
Growth Headhunters
Resignations Internet

Select the
Candidate Welcome New
Application Employee
Interview
Tests
Company Needs Matching Employee Contributions
Strategic goals Model Ability
Current & future competencies Education
Market changes Creativity
Employee turnover Match with Commitment
Corporate culture Expertise

Company Inducements Employee Needs


Pay and benefits Stage of career
Meaningful work Personal values
Advancement Match with Promotion aspirations
Training Outside interests
Challenge Family concerns
RECRUITING
Recruiting = activities or practices that define the
desired characteristics of applicants for specific jobs
● Internal – promote-from-within policies used by
many to fill high-level positions
● External = recruiting newcomers from outside has
advantage of multiple sources
E-cruiting = use of Internet - fastest-growing
approach to recruiting
BASIC BUILDING BLOCKS
OF HR MANAGEMENT
Selecting

Selection = process of determining the skills, abilities, and


other attributes a person needs
to perform a particular job

Validity = relationship between an applicant’s score on a


selection device and his or her future job performance

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