ADM551 HUMAN RESOURCE MANAGEMENT

 ENTRANCE SURVEY VIA ILEARN

 LECTURE NOTES

 SCHEME OF WORK – COURSE ACTIVITIES, PRESENTATION, TEST

 ASSESSMENT – ON GOING ASSESSMENT, FINAL EXAMINATION

 READING ARTICLES

 ATTENDANCE – 80% ATTENDANCE FOR BOTH TUTORIAL AND LECTURE SESSION

 ATTIRE

 MOBILE PHONE – SILENT MODE

 ASSESSMENT

• CONTINUOUS ASSESSMENT: 40%

PRESENTATION 10%
GROUP PROJECT 20%
TEST 10%

• FINAL EXAMINATION 60%

• TOTAL 100%
N Topic Source Questions
o

1 Introduction Prashant Singh, Diversity a. What does diversity mean to you and your
to Human Management – A Case Study team.
Resource On Exxonmobil Corporation.
Managemen Journal of Management, 5(4), b. How does diversity apply in the workplace
t – Diversity 2018, pp. 504-59
c. Describe a time you worked with someone
http://www.iaeme.com/JOM/is culturally, racially, or ethnically different
sues.asp?JType=JOM&VTyp from you, any challenges created and how
e=5&IType=4 you handled it.

2 Human Ulferts, G., Wirtz, P., & a. Highlight the importance of human
Resource Peterson, E. (2009). Strategic resource planning
Planning human resource planning in
academia. American Journal b. Examine any examples of strategies in
of Business Education ensuring that companies have sufficient
(AJBE), 2(7), 1-10. number of qualified employees.

c. Discuss conquences of having inadequate

HRP strategies.

3 Job Analysis Sgaramella, T. M., & Ferrari, L. a. Discuss reasons of having job analysis.
(2019). Changing Work in
Changing Contexts: New b. What are important elements in jobs to be
Perspectives for Job Analysis emphasised for enhancement of individual
in Career Counseling. Journal motivation and interest at work.
for Perspectives of Economic
Political and Social c. What are limitations associated under
Integretion, 25(1), 27-43. strategic job analysis initiatives.

4 Recruitment Li, T. (2015). Nestle Employee a. What are the methods used at Nestle in
Recruitment recruiting employees.
Research. International
Journal of Business and Social b. What are elements presented under an
Science, 6(4). effective recruitment practices.

5 Recruitment Koch, T., Gerber, C., & De a. Define social media recruitment.
and Klerk, J. J. (2018). The impact
selection of of social media on recruitment: b. What are the advantages and
employees disadvantages of using social media in
Are you LinkedIn?. SA Journal
recruitment?
of Human Resource
Management, 16(1), 1-14. c. Provide recommendations for an effective
use of social media in recruitment.
 TOPICS

1. INTRODUCTION
2. HUMAN RESOURCE PLANNING (HRP) AND JOB ANALYSIS (JA)
3. RECRUITMENT AND SELECTION
4. TRAINING AND DEVELOPMENT (T&D)
5. PERFORMANCE APPRAISAL (PA)
6. REWARDS, BENEFITS AND SERVICES
7. OCCUPATIONAL SAFETY AND HEALTH
8. EMPLOYEE’S DISCIPLINE MANAGEMENT
INTRODUCTION TO HUMAN
RESOURCE MANAGEMENT
 CHAPTER OBJECTIVES

• EXPLAIN THE BASIC CONCEPTS AND DEFINITIONS OF HRM.

• EXPLAIN THE IMPORTANCE OF HUMAN RESOURCE MANAGEMENT (HRM).
• EXPLAIN HRM AND THE ENVIRONMENTAL FACTORS.
• EXPLAIN HRM AND THE CURRENT GLOBAL CHALLENGES.
• HR MANAGERS’ RESPONSIBILITIES AND COMPETENCIES
WHAT IS HUMAN RESOURCE MANAGEMENT?
• THE PROCESS OF MANAGING HUMAN TALENTS TO
ACHIEVE AN ORGANIZATION’S OBJECTIVES – COVERS
ALL BASICS HR ACTIVITIES (SNELL & BOHLANDER, 2007).
• THE UTILIZATION OF A FIRM’S HUMAN RESOURCES TO
ACHIEVE ORGANIZATIONAL OBJECTIVES – DIVIDE AND
LEVERAGE (MONDY & NOE, 2005).
• PHILOSOPHIES, POLICIES, PROCEDURES AND PRACTICES
RELATED TO THE MANAGEMENT OF PEOPLE WITHIN
ORGANIZATION (NOE ET AL., 2007; DESSLER, 2005).

1–7
 WHAT IS HUMAN RESOURCE MANAGEMENT?

• THE DESIGN OF FORMAL SYSTEMS IN AN ORGANIZATION TO

ENSURE EFFECTIVE AND EFFICIENT USE OF HUMAN TALENT TO
ACCOMPLISH ORGANIZATIONAL GOALS (MATHIS &
JACKSON, 2004).
• STRATEGIC AND COHERENT APPROACH TO THE
MANAGEMENT OF AN ORGANIZATION’S MOST VALUED
ASSETS – THE PEOPLE (ARMSTRONG).

1–8
 HUMAN RESOURCE MANAGEMENT AND
NATION BUILDING

• ECONOMIC TRANSFORMATION PROGRAMME (ETP)

• INTRODUCED IN 2010 WITH THE AIM TO BE A DEVELOPED ECONOMY BY 2020
• FOCUSING ON THE 12 NATIONAL KEY ECONOMIC AREAS - AGRICULTURE, BUSINESS SERVICES, EDUCATION,
ELECTRICAL AND ELECTRONICS, FINANCIAL SERVICES, HEALTHCARE, GREATER KUALA LUMPUR/KLANG VALLEY, OIL, GAS
AND ENERGY, PALM OIL, COMMUNICATIONS AND INFRASTRUCTURE, TOURISM, WHOLESALE AND RETAIL BUSINESSES.
• TO ATTRACT, DEVELOP, RETAIN THE TOP TALENT REQUIRED FOR MALAYSIA TO REACH HER AMBITION OF, IT IS
IMPERATIVE THAT WE RAISE THE BAR OF
• THE HR PROFESSION IMPROVES THE WORKPLACE PRACTICES AND TALENT MANAGEMENT INITIATIVES IN THEIR
ORGANISATIONS.

• 2030 AGENDA
• THE SUSTAINABLE DEVELOPMENT GOALS (SCIENCE, TECHNOLOGY AND INNOVATION AND GENDER EQUALITY).
• COMPLEMENTED BY GOALS PROMOTING INCLUSIVE GROWTH; DECENT WORK; ESSENTIAL INFRASTRUCTURE -
INCLUDING ENERGY AND INFORMATION COMMUNICATION TECHNOLOGIES (ICTS); 1–9

• THAT FUNDAMENTAL PRECONDITION FOR SUSTAINABLE DEVELOPMENT, PEACEFUL AND INCLUSIVE SOCIETIES
 WHY STUDY HUMAN RESOURCES MANAGEMENT?

• ESTABLISHING STRATEGIC DIRECTION YOUR FIRM SHOULD TAKE

• ATTRACTING TOP-NOTCH PEOPLE TO COME TO WORK FOR YOU AND YOUR
FIRM
• DETERMINING THE RIGHT PEOPLE TO HIRE SO YOUR TEAM AND COMPANY
ARE A SUCCESS
• HELPING AND COACHING PEOPLE SO THEY BECOME TOP-NOTCH
PERFORMERS
 THE IMPORTANCE OF HUMAN RESOURCE
MANAGEMENT
• TO GAIN / SUSTAINED COMPETITIVE ADVANTAGE THROUGH PEOPLE BY MEETING THE
FOLLOWING CRITERIA:
• THE RESOURCES MUST BE VALUE - IT INCREASE WHEN EMPLOYEES FIND WAYS TO DECREASE COSTS,
PROVIDE UNIQUENESS OF THE PRODUCT/SERVICE TO THE CUSTOMERS OR WITH THE
COMBINATION OF BOTH.
• THE RESOURCES MUST BE RARE – WHEN THEIR SKILLS, KNOWLEDGE, ABILITIES, ATTITUDES (KSA) ARE
NOT THE SAME WITH THE COMPETITORS.
• THE RESOURCES MUST BE DIFFICULT TO IMITATE - EACH EMPLOYEES HAVE DIFFERENT KSA’S AND
CANNOT BE COPIED BY OTHERS.
• THE RESOURCES MUST BE ORGANIZED – WHEN THEIR KSA’S CAN BE COMBINED AND CAN BE
RAPIDLY USED TO IMPROVE THE EFFICIENCY AND EFFECTIVENESS OF THE COMPANY.
 THE IMPORTANCE OF HUMAN RESOURCE
MANAGEMENT
• TO DEVELOP EMPLOYEES FOR THE BENEFIT OF ORGANIZATION.
• TO RECOGNIZE EMPLOYEES AS AN IMPORTANCE ASSET.
• TO PROMOTE MANAGEMENT EFFECTIVENESS AND EFFICIENCY.
• TO ENSURE CONSISTENT AND FAIR TREATMENT OF EMPLOYEES.
• TO CONTROL HR PERFORMANCE.
• TO RECOMMEND HR POLICIES.
 THE IMPORTANCE OF HUMAN RESOURCE
MANAGEMENT
• TO ACT AS STRATEGIC PARTNER TO THE ORGANIZATION.
• PROPER HR PLANNING IN THE ORGANIZATION.
• TO DEAL WITH HR ISSUES AND CHALLENGES.
• VIEWED AS EQUIVALENT TO FINANCIAL MANAGEMENT, PRODUCTION
MANAGEMENT & MARKETING MANAGEMENT.
• TO ENSURE THE PEOPLE EMPLOYED BY THE ORGANIZATION ARE BEING USED
AS EFFICIENTLY & EFFECTIVELY.
• TO CONTRIBUTE TOWARDS ACHIEVING THE ORGANIZATIONAL GOALS
 HUMAN CAPITAL AND HUMAN RESOURCES
MANAGEMENT
• WORDS TO DESCRIBE HOW IMPORTANT PEOPLE ARE TO ORGANIZATIONS
 HUMAN RESOURCES,
 HUMAN CAPITAL,
 INTELLECTUAL ASSETS, AND
 TALENT MANAGEMENT.
 HUMAN CAPITAL AND HUMAN RESOURCES
MANAGEMENT
• HUMAN CAPITAL - THE KNOWLEDGE, SKILLS, AND CAPABILITIES OF
INDIVIDUALS THAT HAVE ECONOMIC VALUE TO AN ORGANIZATION
• HUMAN CAPITAL IS INTANGIBLE AND CANNOT BE MANAGED THE WAY
ORGANIZATIONS MANAGE JOBS, PRODUCTS, AND TECHNOLOGIES.
• VALUABLE BECAUSE CAPITAL:
 IS BASED ON COMPANY-SPECIFIC SKILLS.
 IS GAINED THROUGH LONG-TERM EXPERIENCE.
 CAN BE EXPANDED THROUGH DEVELOPMENT.
 HUMAN CAPITAL AND HUMAN RESOURCES
MANAGEMENT

• INTELLECTUAL ASSET/CAPITAL
• TO REFLECT THE THINKING, KNOWLEDGE, CREATIVITY AND
DECISION MAKING THAT PEOPLE IN ORGANIZATIONS
CONTRIBUTE
 OVERVIEW

COMPENSATION
&
BENEFITS
EMPLOYMENT
HUMAN
&
RESOURCE
LABOR
DEVELOPMENT
RELATIONS

SAFETY
STAFFING HRM &
HEALTH

The HRM System (Mondy & Noe, 2005)

 THE FUNCTIONS OF HRM

1. STAFFING
THE PROCESS THROUGH WHICH AN ORGANIZATION
ENSURES THAT IT ALWAYS HAS THE PROPER NUMBER OF
EMPLOYEES WITH THE APPROPRIATE SKILLS AT THE
RIGHT JOBS AT THE RIGHT TIME TO ACHIEVE THE
ORGANIZATION’S OBJECTIVES. STAFFING INVOLVES JOB
ANALYSIS, HR PLANNING, RECRUITMENT AND SELECTION.
a. JOB ANALYSIS IS THE SYSTEMATIC PROCESS OF DETERMINING THE SKILLS,
DUTIES AND KNOWLEDGE REQUIRED FOR PERFORMING JOBS IN AN
ORGANIZATION. IT CONSISTS OF JOB DESCRIPTION AND JOB SPECIFICATION.
b. HR PLANNING IS THE PROCESS OF COMPARING HUMAN RESOURCE
REQUIREMENTS WITH THEIR AVAILABILITY AND DETERMINING WHETHER THE
FIRM HAS A SHORTAGE OR EXCESS OF PERSONNEL. THE DATA THEN USED FOR
RECRUITMENT OR OTHER HR FUNCTIONS.
c. RECRUITMENT IS THE PROCESS OF ATTRACTING QUALIFIED INDIVIDUALS AND
ENCOURAGING THEM TO APPLY FOR WORK WITH THE ORGANIZATION.
d. SELECTION IS THE PROCESS THROUGH WHICH THE ORGANIZATION CHOOSE
THOSE INDIVIDUALS IN A GROUP OF APPLICANTS THAT BEST SUITED THE
POSITION AND THE COMPANY (INTERVIEW).
 THE FUNCTIONS OF HRM

2. HUMAN RESOURCE DEVELOPMENT (HRD)

HRD IS A MAJOR HRM FUNCTIONS THAT CONSIST OF TRAINING
AND DEVELOPMENT, CAREER PLANNING & DEVELOPMENT,
ORGANIZATION DEVELOPMENT AND PERFORMANCE APPRAISAL.
a. TRAINING AND DEVELOPMENT IS DESIGNED TO PROVIDE
LEARNERS WITH THE KNOWLEDGE AND SKILLS NEEDED FOR
THEIR PRESENT JOB. DEVELOPMENT INVOLVES LEARNING
THAT GOES BEYOND TODAY’S JOB PARTICULARLY FOR A
LONG TERM CAREER DEVELOPMENT.
 THE FUNCTIONS OF HRM

b. CAREER PLANNING IS AN ONGOING PROCESS WHEREBY AN

INDIVIDUAL SETS CAREER GOALS AND IDENTIFIES THE
MEANS TO ACHIEVE THEM. CAREER DEVELOPMENT IS A
FORMAL APPROACH USED BY THE ORGANIZATION TO ENSURE
THAT PEOPLE WITH THE PROPER QUALIFICATIONS AND
EXPERIENCES ARE AVAILABLE WHEN NEEDED.
c. PERFORMANCE APPRAISAL IS FORMAL SYSTEM OF REVIEW
AND EVALUATION OF INDIVIDUAL OR TEAM TASK
PERFORMANCE.
 THE FUNCTIONS OF HRM

3. COMPENSATION AND BENEFITS

COMPENSATION REWARDS PEOPLE FOR PERFORMING ORGANIZATIONAL WORK

THROUGH PAY AND INCENTIVES. MEANWHILE BENEFITS ARE AN NON FINANCIAL
REWARDS SUCH AS HOLIDAYS, SICK LEAVE AND MEDICAL COVERAGE (EMPLOYMENT
ACT, MACHINERY ACT).

4. SAFETY AND HEALTH

SAFETY INVOLVES PROTECTING EMPLOYEES FROM INJURIES CAUSED BY WORK

RELATED ACCIDENTS. HEALTH REFERS TO THE EMPLOYEES’ FREEDOM FROM PHYSICAL
OR EMOTIONAL ILLNESS (OSHA, DOSH).

5. EMPLOYEE AND LABOR RELATIONS

WHEN EMPLOYEES ARE REPRESENTED BY UNION, THE HUMAN RESOURCE ACTIVITY IS

OFTEN REFERRED TO AS AN INDUSTRIAL RELATIONS WHICH HANDLES THE JOB OF
COLLECTIVE BARGAINING (INDUSTRIAL RELATIONS ACT).
FIGURE 1.1 PROVIDES AN OVERALL FRAMEWORK OF HR ACTIVITIES. FROM THIS
FIGURE, WE CAN SEE THAT MANAGERS HAVE TO HELP BLEND MANY ASPECTS
OF MANAGEMENT. IT IS THE BASIS FOR OUR DISCUSSION THROUGHOUT THIS
CHAPTER.
 FACTORS AFFECTING HRM

• EXTERNAL FACTORS

• FACTORS THAT AFFECT A FIRM’S HUMAN RESOURCES FROM OUTSIDE

THE ORGANIZATION’S BOUNDARIES.

• INTERNAL FACTORS

• FACTORS THAT AFFECT A FIRM’S HUMAN RESOURCES FROM INSIDE

ORGANIZATION

• ALL FACTORS (INTERNAL AND EXTERNAL) VERY MUCH DEPENDING ON THE

STRATEGY AND POLICIES SET UP BY THE ORGANIZATION THAT ALSO CAN
HAVE A DIRECT IMPACT PERTAINING HRM IN THAT PARTICULAR
ORGANIZATION.
1–24
 EXTERNAL FACTORS

• LABOR FORCE/MARKET

• POOL OF INDIVIDUALS EXTERNAL TO THE FIRM FROM WHICH THE ORGANIZATION

OBTAINS ITS WORKERS. IT ALWAYS CHANGING AND INEVITABLY CAUSE CHANGES
IN THE WORKFORCE OF AN ORGANIZATION (ACCESSIBILITY, LEVEL OF
COMPETENCIES)

• LEGAL CONSIDERATIONS/REQUIREMENTS

• RELATES TO FEDERAL, STATE AND LOCAL RULES AND REGULATIONS THAT AFFECT
THE HR POLICIES. VARIOUS ISSUES ON LAWS, POLICIES, RULES & REGULATIONS
IMPOSED BY THE GOVERNMENT (LABOUR DEPARTMENT, EMPLOYMENT ACT,
SAFETY ENVIRONMENT, OSHA, WHISTLE BLOWER PROTECTIONS ACT, SEXUAL
HARASSMENT, COMPENSATION ACT, MACHINERY ACT )

1–25
 EXTERNAL FACTORS

• ECONOMIC CONDITIONS

• WHEN THE ECONOMY IS BOOMING, RECRUITING QUALIFIED WORKERS IS

MORE DIFFICULT COMPARED TO DOWNTURN IN ECONOMY.

• ATTRACTIVE SALARY AND BENEFITS TO POTENTIAL AND HIGHLY

QUALIFIED INDIVIDUALS

• TECHNOLOGICAL CHANGES

• TECHNOLOGY CHANGES RAPIDLY AND HR MUST COPE UP WITH THIS

CHANGES TO ENSURE THE SUCCESSFULNESS OF THE ORGANIZATION
(PRODUCTION, MARKETING, AND DISTRIBUTION OF PRODUCTS, HIRING,
STAFFING, DEVELOPING AND COMPENSATING THE EMPLOYEES)
1–26
 EXTERNAL FACTORS
• CUSTOMERS
• THE PEOPLE WHO ACTUALLY USE FIRMS GOODS AND SERVICES THAT
OFFER BEST QUALITY PRODUCT AND AFTER SALES SERVICE.
UNDERSTAND THEIR NEEDS AND DEMANDS, SAFEGUARDS THEIR
INTERESTS.

• COMPETITION
• FIRMS MAY FACE INTENSE COMPETITION IN THE MARKET. COMPETENT
EMPLOYEES GUARANTEED ORGANIZATION SUCCESSFULNESS OVER ITS
COMPETITORS.

1–27
 EXTERNAL FACTORS
• SHAREHOLDERS

• THE OWNERS OF A CORPORATION THAT EXPECT HIGH RETURN IN PROFITS

AND SALES REVENUE FOR THEIR INVESTMENT.

• UNIONS

• COMPRISED OF EMPLOYEES WHO HAVE JOINED TOGETHER FOR THE PURPOSE

OF DEALING WITH THEIR EMPLOYER. ANY COLLECTIVE BARGAINING MADE
WILL GIVE AN IMPACT TOWARD THE ORGANIZATIONS DIRECTLY.

• SOCIETY

• SOCIETY MAY ALSO EXERT PRESSURE ON HRM BY MEANS OF ENSURING THE

ORGANIZATIONS TO COMPLY ON SOCIAL RESPONSIBILITY.

1–28
 INTERNAL FACTORS
• MARKETING: HOW ORGANIZATION ATTRACT PEOPLE TO JOIN THEIR
ORGANIZATION TO SELECT THE SUITABLE APPLICANT ETC.
• OPERATIONS: JOB ANALYSIS AND JOB DESIGN FOR EMPLOYEES ETC.
• FINANCE: COST FOR RECRUITMENT, PAYING SALARY, BUDGET FOR
TRAINING ETC.
• ORGANIZATIONAL POLICY: POLICY ON HOW ORGANIZATION MANAGE
THEIR EMPLOYEES.
• ORGANIZATION PERFORMANCE: PERFORMANCE MANAGEMENT OF
EMPLOYEES.
• INTERNAL LABOR SUPPLY AND DEMAND: JOB OPENINGS, METHODS
AND SOURCES OF EMPLOYEES.
1–29
 COMPETITIVE CHALLENGES AND
HUMAN RESOURCES MANAGEMENT
• RESPONDING STRATEGICALLY TO CHANGES IN THE MARKETPLACE
• COMPETING, RECRUITING, AND STAFFING GLOBALLY
• SETTING AND ACHIEVING CORPORATE SOCIAL RESPONSIBILITY AND SUSTAINABILITY
GOALS
• ADVANCING HRM WITH TECHNOLOGY
• CONTAINING COSTS WHILE RETAINING TOP TALENT AND MAXIMIZING
PRODUCTIVITY
• RESPONDING TO THE DEMOGRAPHIC AND DIVERSITY
CHALLENGES OF THE WORKFORCE
• ADAPTING TO EDUCATIONAL AND CULTURAL SHIFTS AFFECTING THE WORKFORCE
 RESPONDING STRATEGICALLY TO CHANGES IN THE
MARKETPLACE

• HUMAN RESOURCES MANAGERS AND BUSINESS STRATEGY

• FROM ADMINISTRATIVE TASKS TO STRATEGIC PARTNERS.
• HUMAN RESOURCES MANAGERS NEED AN INTIMATE UNDERSTANDING OF
THEIR FIRMS’ COMPETITIVE BUSINESS OPERATIONS AND STRATEGIES. THEY
NEED TO UNDERSTAND
• TOTAL QUALITY MANAGEMENT
• REENGINEERING
• DOWNSIZING
• OUTSOURCING
COMPETING, RECRUITING, AND STAFFING GLOBALLY

• GLOBALIZATION
• APPROXIMATELY 70 TO 85 PERCENT OF THE U.S. ECONOMY TODAY IS AFFECTED BY
INTERNATIONAL COMPETITION.
• ABOUT 10 PERCENT OF WHAT AMERICANS PRODUCE EVERY YEAR, DOLLAR-WISE, IS SOLD
ABROAD.
• ISSUES RELATED TO DIFFERENT GEOGRAPHIES, CULTURES, LAW AND BUSINESS PRACTICES
• IMPACT OF GLOBALIZATION
• “ANYTHING, ANYTIME, ANYWHERE” MARKETS, PARTNERSHIPS WITH FOREIGN FIRMS
• LOWER TRADE AND TARIFF BARRIERS; NAFTA, EU, APEC TRADE AGREEMENTS, WTO AND
GATT
 SETTING AND ACHIEVING CORPORATE SOCIAL
RESPONSIBILITY AND SUSTAINABILITY GOALS

• CORPORATE SOCIAL RESPONSIBILITY (CSR)

• THE RESPONSIBILITY OF THE FIRM TO ACT IN THE BEST INTERESTS OF THE
PEOPLE AND COMMUNITIES AFFECTED BY ITS ACTIVITIES.
• SUSTAINABILITY IS CLOSELY RELATED TO CORPORATE SOCIAL
RESPONSIBILITY. SUSTAINABILITY REFERS TO A COMPANY’S ABILITY TO
PRODUCE A GOOD OR SERVICE WITHOUT DAMAGING THE ENVIRONMENT
OR DEPLETING A RESOURCE.
 ADVANCING HRM WITH TECHNOLOGY

• COLLABORATIVE SOFTWARE THAT ALLOWS WORKERS ANYWHERE ANYTIME

TO INTERFACE AND SHARE INFORMATION WITH ONE ANOTHER
ELECTRONICALLY—WIKIS, DOCUMENT-SHARING PLATFORMS SUCH AS
GOOGLE DOCS, ONLINE CHAT AND INSTANT MESSAGING, WEB AND VIDEO
CONFERENCING, AND ELECTRONIC CALENDAR SYSTEMS—HAVE CHANGED
HOW AND WHERE PEOPLE AND COMPANIES DO BUSINESS.
• FROM TOUCH LABOR TO KNOWLEDGE WORKERS
• KNOWLEDGE WORKERS - WORKERS WHOSE RESPONSIBILITIES EXTEND
BEYOND THE PHYSICAL EXECUTION OF WORK TO INCLUDE PLANNING,
DECISION MAKING, AND PROBLEM-SOLVING.
 CONTAINING COSTS WHILE RETAINING TOP TALENT
AND MAXIMIZING PRODUCTIVITY

• ORGANIZATIONS TAKE MANY APPROACHES TO LOWERING LABOR-RELATED COSTS,

INCLUDING….
• CAREFULLY MANAGING EMPLOYEES’ BENEFITS
• DOWNSIZING
• FURLOUGHING EMPLOYEES (A PERIOD OF TIME WHEN AN EMPLOYEE IS TOLD NOT TO
COME TO WORK AND IS NOT PAID- LEAVE, HOLIDAY VACATION)
• OUTSOURCING
• OFFSHORING
• EMPLOYEE LEASING
RESPONDING TO THE DEMOGRAPHIC AND DIVERSITY
CHALLENGES OF THE WORKFORCE
• DEMOGRAPHIC CHANGES
• MORE DIVERSE WORKFORCE
• ETHNIC AND CULTURAL CHALLENGES
• AGING WORKFORCE
• MORE EDUCATED WORKFORCE
• NECESSITY OF BASIC SKILLS TRAINING
• MANAGING DIVERSITY
• BEING AWARE OF CHARACTERISTICS COMMON TO EMPLOYEES, WHILE
ALSO MANAGING EMPLOYEES AS INDIVIDUALS
 ADAPTING TO EDUCATIONAL AND CULTURAL SHIFTS
AFFECTING THE WORKFORCE

• CULTURAL AND SOCIETAL CHANGES AFFECTING THE WORKFORCE

• EMPLOYEE RIGHTS
• PRIVACY CONCERNS OF EMPLOYEES
• CHANGING ATTITUDES TOWARD WORK
• BALANCING WORK AND FAMILY
 THE ROLE OF HR MANAGERS

• HELPING THE ORGANIZATION MEETS THOSE CHALLENGES

• MEASURE EFFECTIVENESS AND ENGAGEMENT OF EMPLOYEES – DETERMINE
HOW EMPLOYEES CAN PROVIDE VALUE TO THE ORGANIZATION
• HELP ORGANIZATION TO CHOOSE BEST STRATEGIES
• SELECTING HR SYSTEMS THAT ARE IDEAL FOR A FIRM
 RESPONSIBILITIES OF HR MANAGERS

• STRATEGIC ADVICE AND COUNSEL

• SERVICE
• POLICY FORMULATION AND IMPLEMENTATION
• EMPLOYEE ADVOCACY
 COMPETENCIES OF HR MANAGERS

• BUSINESS MASTERY – CLIENTS, BUSINESS, FINANCIAL AND ECONOMIC

CAPABILITIES
• HR MASTERY – EXPERTS IN HR ACTIVITIES
• PERSONAL CREDIBILITY – PROFESSIONALISM, TRUST, UPHOLD
ORGANIZATIONAL VALUES, DEVELOPING GOOD RELATIONSHIP
 TUTORIAL EXERCISE
• THE KNOWLEDGE WORKER (K-WORKER) ACCORDING TO PETER DRUCKER ARE MORE ABLE TO NEGOTIATE
INDIVIDUALLY, MORE ASSERTIVE, KNOWS MORE ABOUT THE WORK THAN OTHERS AND LIKES MORE JOB
AUTONOMY. WHAT HR POLICIES MUST BE CHANGED TO ACCOMMODATE THESE NEW WORKERS?
• BUSINESS CAN OUTSOURCE MANY OF THE HR FUNCTIONS AND ACTIVITIES AND RETAIN ONLY THOSE
ACTIVITIES THAT ARE BEST HANDLED INTERNALLY.
• WHY ARE SOME COMPANIES CONSIDERING HR OUTSOURCING SERIOUSLY?
• EXAMINE HR AREAS WHICH ARE FREQUENTLY OUTSOURCED?
• PROACTIVE HUMAN RESOURCES MANAGERS STAY ALERT TO THE DEVELOPMENTS IN THE BUSINESS
ENVIRONMENT AND ADVICE THEIR ORGANIZATIONS ON THE NECESSARY ADAPTATIONS. IDENTIFY AND
EXPLAIN FIVE MAJOR SOCIO-ECONOMICS DEVELOPMENT IN MALAYSIA THAT IN YOUR OPINION HAS
IMPLICATIONS FOR HUMAN RESOURCE MANAGEMENT.
THE END