2. Lecture 2 - HRM Intro

8/17/2019 2. Lecture 2 - HRM Intro

1/22

Introduction toManaging Human

Resources (MHR)


2/22

The Essentials of Management

Management involves setting goals and allocating scarceresources to achieve them.

Management is the process of e ciently achieving the ob ectivesof the organi!ation "ith and through people.

#undamentals of Human Resource Management $e% &e'en!o and Robbins


3/22

The Essentials of Management

rimary #unctions of Management

lanning establishing goals

*rgani!ing determining "hat activities need to be done

+eading assuring the right people are on the ob andmotivated

'ontrolling monitoring activities to be sure goals are met


4/22

Human Resource Managementde,ned-

Human resource management (HRM) is a strategic% integrated and coherentapproach to the employment% development and "ell/being of the people "or0ing inorganisation1 (2rmstrong% 3445)

HRM is- The management of "or0 and people to"ards desired ends1 (6o7all et al%3448)

HRM comprises set of policies designed to ma7imi!e organisational integration%employee commitment% 9e7ibility and :uality of "or01 (;uest%


5/22

The importance of HRM The role of human resource managers has changed. HRM obstoday re:uire a ne" level of sophistication.

Employment legislation has placed ne" re:uirements onemployers.

?obs have become more technical and s0illed (innovation).

Traditional ob boundaries have become blurred "ith the

advent of such things as pro ect teams and telecommuting.;lobal competition has increased demands for productivity.


6/22

The importance of HRM The @trategic Aature HRM must be

a strategic business partner and represent employees.

for"ard/thin0ing% support the business strategy% and assist theorgani!ation in maintaining competitive advantage.

concerned "ith the total cost of its function and fordetermining value added to the organi!ation.

HRM is both a sta=% or support function that assists lineemployees% and a function of every managerBs ob.


7/22

1@oft1 and 1Hard1 HRM

@oft HRM emphasi!es the importance of high commitment%learning% enlightened leadershipC human resources are valuableassets% not variable costs. Models and theories focus on tappingthe human potential% based on organi!ational behavior theories(e.g. Maslo"% C Her!berg%


8/22

Mega trends determine futurechallenges in HRM -

Innovation (rapid change)&emography ("or0force diversity% @0illsshortage);lobalisation (multi/site "or0force)Internet and modern technology (tele andvideo conferencing @0ype for 6usiness)Falue change (evolving "or0 and familyroles)


9/22

*THER 'H2++EA;E@ IA HRM

'ompetitive advantage- cost% :uality% distinctive

capabilities&ecentrali!ation

&o"nsi!ing

*rgani!ational restructuring

@elf/managed "or0 teams

*rgani!ational culture*utsourcing

Matching people and organi!ation

roductivity

6rain drain


10/22

HRM #GA'TI*A@

Human resource planning (@trategic HRM)

Recruitment

@election

'ompensation bene,ts

erformance appraisal

Training and development

Employee relations

@afety health


11/22


12/22

HR +2AAIA; R*'E@@

rocess of revie"ing and identifying future human resourceneeds of an organi!ation

HR planning helps managers reduce uncertainty about future

To ensure that the re:uired number of :uali,ed employees isavailable at the right time


13/22

HR +2AAIA; R*'E@@

HR addresses organi!ational needs both in :uantitative and:ualitative terms-

#irst% ho" many people

@econd% "hat sort of people

HR also loo0s at broader issues li0e the "ays in "hichpeople are employed and developed in order to improveorgani!ational e ciency


14/22

2pproaches to HR lanning

Reactive roactive

*rgani!ation may be unable to correctly anticipate an increasein its future demand for employees.

2t best% such a company "ould be forced to recruit employeesat the last minute and may thus fail to ,nd the best candidate.

2t "orst% the company may become seriously understa=ed.


15/22

re/selection

?ob analysis ?ob description outline of the roles and responsibilities

erson speci,cation outline of the s0ills and :ualities re:uired ofthe post holder

Recruitment

The process by "hich a ob vacancy is identi,ed and advertised.

Recruitment process is regulated and sub ect to employment la".

Recruitment is done through advertising in ne"spapers% social media%maga!ines% internal vacancy bulletins% etc.


16/22

@election

The process of assessing candidates and appointing a post holder2pplicants short listed most suitable candidates selected

@election process varies according to organisation

Intervie" most common method

sychometric testing assessing the personality of the applicants "ill they ,t

in2ptitude testing assessing the s0illsof applicants

In/tray e7ercise activity based around "hat the applicant "ill be doing% e.g."riting a letter to a disgruntled customer

resentation loo0ing for di=erent s0illsas "ell as the ideas of the candidate


17/22

&evelopment

&eveloping the employee can be regarded as investing in avaluable asset

2 source of motivation

2 source of helping the employee ful,l potential

*rientation

*n/the ob training% apprenticeships% professional "or0shops% conferences%research% training% coaching% mentoring


18/22

Monitoring @upervision

*bservations

eer observations% self/assessment% spot/chec0s

2ttendance unctuality

erformance 2ppraisal


19/22

*rgani!ational Re"ard @ystems

6oth intrinsic and e7trinsic re"ards received as a result ofemployment by the organi!ation.

Ideally% re"ards are lin0ed to performance.Re"ards cause1 satisfaction

Re"ards based on performance cause1 improved performance

@atisfaction does not (necessarily) cause1 better performanceC

performance causes1 satisfaction


20/22

ay 6ene,ts

ay

erformance/based pay;ain @haring

6ene,ts Traditional

Health insuranceC paid vacations

Recent

'hild careC parent leaveC educationC retirement plans

6ased on position


21/22

Employee and +abour Relations

2dministration of discipline and grievance/handlingprocedures.

*rgani!ational discipline- action ta0en against anemployee "ho has violated an organi!ational rule

or "hose performance is belo" satisfactory.

@hould be1 vie"ed as a learning opportunity forthe employee and a tool to improve productivityand human relations.


22/22

Employee Health

*ccupational diseases may cost industry as much ormore than occupational accidents.

Aumber of ob/related accidents has decreasedCnumber of ob/related illnesses has risen.

Many diseases and health/related problems that are

not necessarily ob/related may a=ect obperformance (alcohol drug abuse% 2I&@).

Many companies no" o=er "ellness programs%including ,tness centers% E2 programs.

2. Lecture 2 - HRM Intro

Documents

Transcript of 2. Lecture 2 - HRM Intro