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•10 years private, government, administration, teaching and research experience
The policies and practices one need to carry out the people or human resources aspect of a management position include •Recruiting •Screening •Training •Development •Rewarding •Appraising
Healthy work climate Utilization of people Organizations Responsibility Recognize. reward and nurture talent at all levels Need Competent Leader ..
persistent ) Action oriented Individually oriented People oriented Future oriented Development oriented Integrating mechanism Comprehensive function Auxiliary service (supplementary) Inter-disciplinary function Continuous function The Strategic Role Of Human Resources Management .1-3 Human Resource Management: Features Pervasive force( Encompasses. enveloping.
expertise adaptability. the Skills: The individual abilities of human beings to perform a piece of work. skill sets. commitment and loyalty of employees. Value: Sum total of benefits received and costs paid by the customer in a given situation. Core competencies: Activities that the firm performs especially well when compared to its competitors and through which the firm adds value to its goods and services over a long period of time. a way of combining assets. people and processes to transform inputs into outputs. Competitive advantage: It comes from a firm's ability to perform activities more distinctively and more effectively than rivals.1-4 Important terms Clearing the Fog Human resource: Knowledge. Resource: The stock of assets and skills that belong to a firm at a point of time. Capability: The ability of a bundle of resources to perform an activity. of employees. firms need to add value to customers and offer a product or service that cannot be easily imitated or copied by rivals (Uniqueness). To attain competitive advantage. The Strategic Role Of Human Resources Management .
1-8 HRM as a central subsystem in an organisation Product Subsystem HR Subsystem Finance Subsystem Recruitment Training Compensation Appraisal Rewards Marketing Subsystem Technical Subsystem The Strategic Role Of Human Resources Management .
simply stated. is the linkage of HRM with strategic goals and objectives with a view to improve business performance and develop organizational cultures that foster innovation and flexibility .Strategic Human Resource Management SHRM.
1-13 Traditional HR vs. proactive and integrated Short. independence. medium and long (as required) Organic-flexible. whatever is necessary to succeed Broad. policies. procedures Tight division of labour. products Key investments Accountability Responsibility for HR Cost centre Staff specialists People. reactive. fragmented Short-term Strategic HR Partnerships with internal and external customers Transformational change leader and initiator Fast. knowledge Investment centre Line managers The Strategic Role Of Human Resources Management . cross-training teams Bureaucratic-roles. Strategic HR Point of distinction Focus Role of HR Initiatives Time horizon Control Job design Traditional HR Employee Relations Transactional change follower and respondent Slow. flexible. specialisation Capital.
•HR Planning •Job analysis Employees centered out comes Organization centered out come Competitive Advantages Selection Practices •Recruitment •Selection Post selection Practices •Training/Development •Performance Appraisal •Compensation •Productivity Improvement Program Practices affected by External factor •Workplace justice •Unions •Safety and Health •International •Competence •Motivation •Work related activity •Out-put •Retention •Legal compliance •Company Image •Cost Leadership •Product differentiation . Pre-selection practices .
. selection and post selection . Human resource Management focus People aspect of management Help organization effectively Pre-selection.
Type of job opening Preselection Practices Selection of employees Qualification require for job ..
Selection practices Recruiting application Assessing qualification Selecting most qualified employee ..
Create condition (Energize. Direct.. Facilitate ) Effective management of people Post selection practices Maximize Performance Necessary knowledge and Skill Satisfaction levels .
Human resource Planning A process that helps companies indentify their future HRM needs and how those need can be met .
HR Planning Helps managers anticipate and meet Changing need(Acquisition. deployment. selection. Development etc) . utilization of employees) Maps out an over all plan(Strategic Plan ) Demand and supply forecasting Enable organization to plan (Recruitment. training strategies.
Determining job qualification for recruitment purposes 2. Helping to determine pay rates 5. Setting performance standard for productivity improvement program . analysing.Job Analysis Systematic procedure of gathering. Choosing the most appropriate selection technique 3. Developing training programs 4. and documenting information about particular job 1.
Selection Practices 1 Locate & Attract job applicant Recruitment External recruitment Internal recruitment .
Selection Practices 2 Assessing Applicant Legal Selection Choosing Applicant Technically sound .
Post Selection Practices 1. Training and Development Planned learning experience Training Development Current Job Possible future Job .
Discharges. Demotion. Performance Appraisal Process Measure the adequacy of employees job performance Communication of evalution to employees Motivate employees to continue appropriate behaviour Correct inappropriate one HRM-related decision( promotion.2. pay raises ) .
Compensation Pay Benefit Wages or salary Health insurance or employees discount or membership Establish and maintain a competent and loyal workforce at affordable cost .3.
Productivity Improvement Program Tie job behaviour to reward Reward may be financial(Bonuses. pay raises) Nonfinancial (Improved job satisfaction) Motivate employees to engage in appropriate job behaviour .
Foster the development of more globally oriented manger(understand foreign language and culture. Compete as part of globally interconnect set of business market 2. .External factor Influence HR Practice Safety and health insurance concern Accident prevention program 2. Dynamics of foreign marketplace) 1. wellness and employees assistance program International Influence 1.
Who Is Responsible for Developing and Implementing HRM Practices Responsibility lies with both HR professional and line manager Ineffective managers put all responsibility on HR Department Effective manager attempt to resolve the problem 1. Providing flexible scheduling for students and other parttimers . Providing training and coaching 4. Trying to supervise people in a way that create team 3. Create opportunity for their employees career advancement 5. Providing input into selection decision in first place 2.
Establish HR Procedures And Method HR Professional Role 3. Monitor / Evaluate HR Practices . Advise / Assist Manager on HRM-Related Matters 2.1.
Direct employees day to day task Line Manager Role Assist HR professional with necessary inputs Implementation of HR Practices .
Disciplinary procedure 4.Job performance rating .Recommen d Salary increase 3.Provide orientation. coaching .6.Investigat e accident Settle grievance Issue 1. job training(mentor) Implementing HR Practices 5.Interview job applicants 2.
Gaining Competitive Advantage Cost leadership Competitive advantages Product differentiation .
Devising more efficient work methods .Cost Leadership Firms provide same services or product as competitor but produce them at lower cost Number of unit produce/ Total Cost of production Increase the nominator or dominator can increase the value of ratio How could firm accomplish this aim? 1. Using new technology 2.
Product differentiation Firm produce a product or services that is preferred by buyers 1. Providing innovation product or services that are not offered by its competitor 3. Creating a better quality product or services than its competitors 2. Choosing a superior location – one that is more accessible to its competitor 4. Promoting and packaging its product to create the perception of high quality .
5.HR practices that Enhance Competitive Advantages 1. Selectivity in recruiting Employment Security High wages Incentive pay Employees ownership Information sharing Participation and empowerment Teams and job design . 8. 3. 7. 4. 6. 2.
success of various program. Promotion from within 14.Symbolic egalitarianism(equality of employees.Overarching philosophy .Measurement of practices(Attitude.Wage compression 13.Cross utilization and cross training 11. employees performance level) 16.9.Long term perspective 15. eliminating executive dinning room and reserved parking space) 12.Training and skill development 10.
1-14 EVOLUTION OF HRM The field of HRM evolved both in Pakistan and elsewhere over a number of years to present level of sophistication and use of proactive methods The industrial revolution Scientific management Trade unionism Human relations movement Human resources approach The Strategic Role Of Human Resources Management .
etc. Wages were based on demand and supply.1-15 Evolution of the Personnel Function Concept The Commodity concept What is it all about? Labour was regarded as a commodity to be bought and sold. rest room will have a positive impact on workers’ productivity Management must assume a fatherly and protective attitude towards employees. The Factor of Production concept The Goodwill concept Labor is like any other factor of production. Cont… The Paternalistic concept/ Paternalism The Strategic Role Of Human Resources Management . first aid. land. Workers are like machine tools. lunch room. Government did very little to protect workers. Welfare measures like safety. Paternalism does not mean merely providing benefits but it means satisfying various needs of the employees as parents meet the requirements of the children. money. materials.
group incentives and security. The Human Resource concept Employees are the most valuable assets of an organisation. than group standards. The focus should be on Human Resource Development. There should be a conscious effort to realize organizational goals by satisfying needs and aspiration of employees. The Emerging concept Employees should be accepted as partners in the progress of a company. Money is less a factor in determining output.1-16 Evolution of the Personnel Function The Humanitarian concept To improve productivity. physical. social and psychological needs of workers must be met. managers must offer better quality of working life and offer opportunities to people to exploit their potential fully. They should have a feeling that the organisation is their own. The Strategic Role Of Human Resources Management . The organization is a social system that has both economic and social dimensions. To this end.
Book Human resource management: A managerial tool for competitive advantages(4th edition. Kleiman . 2009) Lawrence S.
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