Human Resource Management

Human Management

Dr. Mukhtar Ahmed

 Human Resource
Management
Managerial function that tries to match an
organization’s needs to the skills and abilities
of its employees.

Dr. Mukhtar Ahmed

 Resource

Human Management
HRM

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 HRM

 Human
 Resource
 Management

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HRM Functions

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Why are we concerned about
HRM?

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 Why HRM
 Helps you get results - through others.
 Helps you avoid common personnel mistakes
 Helps you to gain Competitive Advantage

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 Successful HRM

Good for…
 Organization
 Employee
 Society

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Managing Human Resources
Challenges?
 To attract
 To Develop
 To Motivate and
 To Keep talented people

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 Management

 Manage self
 Manage others, and
 Manage the environment

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Dr. Mukhtar Ahmed
 Managing People
 All managers must be concerned with activities
like….
 Staffing (hiring and firing)

 Retention (motivating people)

 Development (encourage & train)

 Adjustment (alternative arrangements)

 Managing change (burning issue of today)

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Management & HRM

HR is part of Management!

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 HR Professionals’ Responsibilities

 Establish HRM procedures

 Develop/choose HRM methods
 Monitor/evaluate HRM practices
 Advise/assist managers on HRM-related
activities

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 HRM can help manage…
 Productivity (increasing performance)
 Operations (cohesive linking)
 Relationships (between diff. levels of mgt / dept)
 Conflict (help handling conflict)
 Stress (managing stress)
 Reward systems (help motivate people)

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Effective Effective
HRM Organization

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 Why is HRM important
 Every manager manages human resources
 Primary source of competitive advantages

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 Why firms can use
HRM to gain
sustainable competitive
advantages

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 Maximize the values added by employees
 Acquire rare employees
 Develop a culture that can’t be copied

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 Combine inputs

 Raw Material
 Capital

 Labor & Knowledge

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 To Produce Output

 Goods
 Services

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 Management and Myths

What Managers can do and what Managers

can’t do when managing people,
organizations and society.

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Why to work in organization …
?

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Link individuals into
relationships

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Allocate the tasks to fulfill the
objective

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Allocate authority to perform
individual tasks

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Coordinate the objectives and
activities of separate units

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Organizations and Human
Behavior

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Facilitate the flow of work

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Why Do We Study OB?

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To learn about yourself and how to
deal with others

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You are part of an organization now, and will
continue to be a part of various organizations

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 Understand
organizational
events

Organizational
Behavior
Research
Influence Predict
organizational organizational
events events
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Human Behavior

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 Work
Performance
Design
Appraisal
Communication

Jobs

Organizational
Structure
Organizational
Design
Human
Behavior
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Understanding the Basics of
Human Behavior

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Heredity Individual Environment
Differences
Framework

Abilities Work-Related
Values Attitudes
and Skills

Work-Related
Behaviors
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Variables Influencing
Individual Behavior

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 The Person
• Skills & abilities The
• Personality Environment
• Perceptions • Organization
• Attitudes • Work group
•Values • Job
• Ethics • Personal life

B ehavior
B = f(P,E)
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 Basic OB Model

Organization level

Group level

Individual level

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 Prior to the mid-1960s, personnel
departments were perceived as the
 “Health and happiness” crews

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 Primary activities
 Planning company picnics
 Scheduling vacations
 Enrolling workers for health-
care coverage
 Planning retirement parties

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For simplification we can
divide the development
of personnel to HR
management into three
different stages

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Stages of HRM/personnel
development

STAGE 1

Records and
administration
Admin. Service Manager

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Stages of HRM/personnel
development

STAGE 2

Regulative
accountability
Contracts Service Manager

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Stages of HRM/personnel
development

STAGE 3

Competitive
Advantage
Strategic Manager

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 Differences
Based on emphasis
and approach
rather than one of
substance.

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 Why the Emphasis Today on
Strategic Role of HR?
Recognition of the Competitive
Advantage that May be Derived
Through People

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 Environmental Challenges
 Rapid change
 Globalization
 Technology
 Workforce diversity

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Environmental Challenges (cont..)
 Trends in the nature of work
 Skill shortages and the rise of the service
sector
 Evolving work and family roles

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 Organizational Challenges
 Controlling costs
 Improving quality
 Paperless Organizations

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Organizational Challenges (cont..)
 Downsizing
 Organizational Restructuring
 Outsourcing

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 Individual Challenges
 Productivity
 Social responsibility
 Empowerment
 Brain drain
 Job insecurity

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 New trends at work place
 Education
 Work time
 More options
 Standard of living
 Expectations & demand

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 New trends at work place (cont..)

 Diversity and gender

issues at work place
 QWL
 TQM

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 Quality of Work Life (QWL): To create
a work space that enhances employee
wellbeing and satisfaction. The general
goal of QWL program is to satisfy the
employee needs.
 Total Quality Management (TQM): The
sum of all activities involved in getting
high-quality products into the market
place.

Dr. Mukhtar Ahmed