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Þ|an of nkM Course

W Þart 1ť Introduct|on
Introduct|on to nkM
Strateg|c ko|e of nkM
W Þart 2ť kecru|tment and Þ|acement
Iob Ana|ys|s
numan resource p|ann|ng and kecru|tment
Lmp|oyee 1est|ng and Se|ect|on
Interv|ew|ng Cand|date
Case Studyţ group workţ exper|menta| exerc|se on recru|tment and
p|acement
Þ|an of nkM Course
W Þart 3ť 1ra|n|ng and Deve|opment
1ra|n|ng and Deve|op|ng Lmp|oyees
Manag|ng Strateg|c Crgan|zat|ona| kenewa|
Þerformance Management and Appra|sa|
Manag|ng Careers
Case Studyţ group workţ exper|menta| exerc|se on tra|n|ng and deve|opment
1
st
M|d 1erm Lxam
W Þart 4ť Compensat|on
Lstab||sh|ng Strateg|c Þay Þ|ans
ÞayŴforŴÞerformance and I|nanc|a| Incent|ves
8enef|ts and Serv|ces
Case Studyţ group workţ exper|menta| exerc|se on compensat|on
Comprehens|ve case etc
Þ|an of nkM Course
Þart Sť Labor ke|at|ons and Lmp|oyee Secur|ty
Labor ke|at|ons and Co||ect|ve 8arga|n|ng
Lmp|oyee safety and hea|th
Case study etc
2
nd
M|d 1erm Lxam
Þart 6ť G|oba| nkM
Manag|ng G|oba| numan kesources
Case Study ] exerc|se etc
Case study ] exerc|se etc
Course kev|s|on ] case study ] exerc|se etc
Introduct|on to nkM and
1he Strateg|c ko|e of nkM
Module Cne (a )
Cverv|ew
Introduct|on
1he Strateg|c ko|e of nkM
1he Managers nkM kespons|b|||t|es
Strateg|c Þ|ann|ng and 1rends
nk's Strateg|c ko|e
1he |aw regard|ng nkM
Summar|ze and ÇƎA Sess|on
Introduct|on to nkM
W Management Lnv|ronment 8ackdrop
W numan kesource Management At
Work
W 1he Chang|ng Lnv|ronment of numan
kesource Management
W 1he Chang|ng ko|e of numan kesource
Management
W 1he numan kesource Manager's
Þrof|c|enc|es
W 1he Genera| Concepts of nkM
W Summar|ze and ÇƎA Sess|on
Cverv|ew
Introduct|ons
1he course out||ne
Methodo|ogy
Ass|gnments
kesearch work ] Group Asss|gnment
I|na| Þresentat|ons
Lnd 1erm Lxam
|ntroduct|on to nkM Ŷ Ch 1 Ŧ
Introduct|on to nkM
W Management Lnv|ronment 8ackdrop
W numan kesource Management At Work
W 1he Chang|ng Lnv|ronment of numan
kesource Management
W 1he Chang|ng ko|e of numan kesource
Management
W 1he numan kesource Manager's Þrof|c|enc|es
W 1he Genera| Concepts of nkM
W Summar|ze and ÇƎA Sess|on
Management Lnv|ronment
8ackdrop for nkM
W Lmerg|ng Iorms of Crgan|zat|ons
W Chang|ng Concept of Þroduct|v|ty
W Synops|s of Change
W Some key Character|st|cs of the Compet|t|ve
8us|ness Lnv|ronment
W 1echno|ogy
Lmerg|ng Iorms of Crgan|zat|ons
W Crgan|zat|ons undergo|ng tremendous changes
W Sma||er compan|es com|ng up that emp|oy fewer peop|eŦ
W 1he sh|ft from vert|ca||y |ntegrated h|erarch|es to networks of
spec|a||stsŦ
W 1echn|c|ansţ rep|ac|ng manufactur|ng operat|ves as the worker e||teŦ
W Þay t|ed to the market va|ue of the sk|||s and not to a person's
pos|t|on or tenure |n the organ|zat|onŦ
W A change |n the parad|gm of do|ng bus|ness from mak|ng a product
to prov|d|ng a serv|ceŦ
W 1he redef|n|t|on of work |tse|fť constant |earn|ngţ more h|gherŴ order
th|nk|ngţ |ess n|neŴtoŴf|ve menta||tyŦ
W I|rtua| organ|zat|on or corporat|onť 1eams of spec|a||sts come
together to work on a pro[ect and d|sband after f|n|sh|ngŦ
W I|rtua| workp|aceť Work anyt|me anywhere |n rea| space or
cyberspaceŦ
W Modu|ar corporat|onť Iocus on a few core competenc|esţ those a
company does best eŦgŦ des|gn|ng and market|ng computers and
outsourc|ng rest eŦgŦ e|ectron|cs and appare| or ant|craft
|ndustryŦ
W If des|gn and market|ng are core competenc|es then
manufactur|ng or serv|ce un|ts are modu|ar components ||ke one
used |n a ch||ds |ogo setŦ Lxamp|e appare|s Ǝ e|ectron|cs
|ndustryŦ
"ICCUS CN A CCkL CCMÞL1LNC¥
CU1SCUkCING 1nL kLS1"
Lmerg|ng Iorms of Crgan|zat|ons
Chang|ng Concept of Þroduct|v|ty
Þ ƹ Cutput (goods Ǝ serv|ces)
Input (|aborţ mater|a| Ǝ equ|pment)Ŧ
Þ ƹ Gett|ng more out of what |s put |nŦ
p ƹ 1o do more w|th |ess Ŵ fewer
peop|eţ |ess moneyţ |ess t|meţ |ess space
and fewer resourcesŦ
Þ ƹ Smart work|ng and not hard work|ngŦ
Synops|s of Change
W urrenL model
W Plerarchy
W SelfŴsufflclenL
W SecurlLy
W Pomogeneous
W 8y lndlvlduals
W uomesLlc
W osL
W ÞroflLs
W aplLal
W 8oard of ulrecLors
W WhaL's affordable
W AuLocraLlc
CrganlzaLlon
SLrucLure
Worker
LxpecLaLlons
Workforce
Work
MarkeLs
AdvanLage
locus
8esources
Covernance
CuallLy
Leadershlp
W 1wenLyŴflrsLŴcenLury
proLoLype
W neLwork
W lnLerdependence
W Þersonal growLh
W ulLurally dlverse
W 8y Leams
W Clobal
W 1lme
W usLomers
W lnformaLlon
W varled consLlLuenLs
W no compromlses
W lnsplraLlonal
Some key Character|st|cs of the
Compet|t|ve 8us|ness Lnv|ronment
W Demograph|c changes and |ncreas|ng Cu|tura| D|vers|tyŦ
W 1he Sk|||s GapŦŦ
W G|oba| Compet|t|onŦ
4 Ia|||ng kea| WagesŦ
4 Downs|z|ngŦ
W Impact and Lffect of the Lconom|c ChangesŦ
W Weapons of econom|c compet|t|on are commerceţ growth ratesţ
|nvestmentţ trade b|ocksţ |mports and exportsŦ
W ku|es of econom|c or g|oba| compet|t|on
W Þeop|e as a source of compet|t|ve advantage (Cap|ta|ţ kaw mater|a| Ǝ
Informat|on a|| common)Ŧ
W A workforceţ know|edgeab|e and sk|||ed at do|ng comp|ex th|ngs keeps
company compet|t|ve and attracts fore|gn |nvestment
1LCnNCLCG¥
W 1echno|ogyť Any equ|pmentţ too|s or operat|ng methods that are
des|gned to work more eff|c|entŦ 1echno|og|ca| advances ref|ect |n
|ntegrat|ng any techno|ogy |nto any process of chang|ng |nputs |nto
outputsŦ
W Advances |n tech permanent|y a|tered the econom|cs of the wor|dţ
the way peop|e work and the way we manage our nkŦ
W Modern c|v|||zat|on evo|ved over three wavesŦ I|rst wave dr|ven by
agr|cu|tureţ second |ndustr|a||zat|on and th|rd one based on
|nformat|onŦ
W What |s a know|edge worker?
1LCnNCLCG¥
W In what ways Does 1echno|ogy Affect nkM ÞkAC1ICLS?
kecru|t|ng
Lmp|oyee Se|ect|on
1ra|n|ng and Deve|opment
Lth|cs and Lmp|oyee k|ghts
Mot|vat|ng know|edge Workers
Þay|ng Lmp|oyees Market Ia|ue
Commun|cat|ons
A |ega| concern
Work L|fe 8a|ance
numan kesource Management At Work
W Management?
W What |s numan kesource Management?
W Why |s numan kesource Management
Important to A|| Managers?
W L|ne and Staff Aspects of numan kesource
Management
Management
W Def|n|t|onť Des|gn|ng Ǝ ma|nta|n|ng an env|ronment |n
wh|ch |nd|v|dua|s work|ng together |n groups ach|eve
se|ected a|ms eff|c|ent|yŦ
W Management has f|ve funct|onsť
Þ|ann|ngţ Crgan|z|ngţ Staff|ngţ Lead|ng Ǝ Contro|||ngŦ
W Cne of the funct|ons |Ŧe S1AIIING and |ts re|ated act|v|t|es
are expressed as nkMŦ
W Management can be c|ass|f|ed |ntoť
Money Ŵ I|nanc|a| Management
Mater|a| Ŵ Mater|a| Management
Mach|nes Ŵ Cperat|ona| Management
Men Ŵ numan kesources Management
What |s numan kesources Management?
W "nkM |s the process of acqu|r|ngţ tra|n|ngţ appra|s|ng and
compensat|ng emp|oyees and attend|ng to the|r |abor
re|at|onsţ hea|th and safety and fa|rness concernsŦ"
W numan kesource Management (nkM)Ŧ "1he po||c|es and
pract|ces |nvo|ved |n carry|ng out the "peop|e" or numan
kesource aspects of a management pos|t|onţ |nc|ud|ng
recru|t|ngţ screen|ngţ tra|n|ngţ reward|ngţ and appra|s|ng"Ŧ
W "nkM study w||| prov|de you w|th the concepts and techn|ques
you need to carry out the peop|e or personne| aspects of
managementŦ"
DLILLCÞMLN1 CI
nUMAN kLSCUkCL MANAGLMLN1
1nCUGn1 ÞkCCLSS
Lvo|ut|on Cf numan kesources Management
W 1he Industr|a| kevo|ut|on (1776)
W 1he Lmergence of Iree Co||ect|ve 8arga|n|ng
W Sc|ent|f|c Management
W US C|v|| Serv|ces Comm|ss|on
W Þr|vate Industry's Approach to Þersonne| Management
W numan ke|at|ons Movement
W 1he 8ehav|ora| Sc|ences
Deve|opment Cf nkM
Pioneer Work
BehavioraI Science
Movement
OrganizationaI DeveIopment
Movement
The Corporate CuIture CuIt
The Art Of Japanese
Management
Peter Drucker 1950
DougIas Mcgreger
MasIows Hierarchy
Of Needs 1960
1960 - 1970
1970 - 1980
1980 - 1985
Growth Cf numan kesources Management
W I||e Ma|ntenance Stage
W Government Accountab|||ty Stage
W Crgan|zat|ona| Accountab|||ty Stage
W Strateg|c ÞartnerŴsh|p Stage
SLage 1
SLage 2
SLage 3
SLage 4
I||e Ma|ntenance
Government
Accountab|||ty
Crgan|zat|ona|
Accountab|||ty
Strateg|c Þartner
8ecruLlemnL SelecLlon Wages Ǝ Salary AdmlnlsLraLlon
ompensaLlon Ǝ 8eneflLs
Lmployeee 8elaLlon Lmployee 1ralnlng
PealLh Ǝ SefeLy Lmployee uevelopmenL
ManagemenL uevelopmenL CrganlzaLlonal uevelopmenL
8esearch CrganlzLlonal ommunlcaLlon
hange ManagemenL CrganlzaLlonal 8ehavlour
8eneflLs Ǝ Servlces lndusLrlal Þsychology
Legal 8egulaLlons Puman 8elaLlons
Soclo ulLural Þubllc 8elaLlon
Lx ÞL8SCnnLL uLÞA81MLn1
now P8 uLÞA81MLn1
W Conduct|ng [ob ana|yses (determ|n|ng the nature of each emp|oyee's [ob)
W Þ|ann|ng |abor needs and recru|t|ng [ob cand|dates
W Se|ect|ng [ob cand|dates
W Cr|ent|ng and tra|n|ng new emp|oyees
W Manag|ng wages and sa|ar|es (compensat|ng emp|oyees)
W Þrov|d|ng |ncent|ves and benef|ts
W Appra|s|ng performance
W Commun|cat|ng (|nterv|ew|ngţ counse||ngţ d|sc|p||n|ng)
W 1ra|n|ng and deve|op|ng managers
W 8u||d|ng emp|oyee comm|tment
W Lmp|oyee hea|th and safety
W nand||ng gr|evances and |abor re|at|ons
8as|c Concepts Ǝ 1echn|ques of nkM
It he|ps you not to make the fo||ow|ng m|stakes wh||e manag|ngť
W n|re the wrong person for the [ob
W Lxper|ence h|gh turnover
W nave your peop|e not do|ng the|r best
W Waste t|me w|th use|ess |nterv|ews
W nave your company taken to court because of d|scr|m|natory act|ons
W nave your company c|ted under federa| occupat|ona| safety |aws for unsafe
pract|ces
W nave some emp|oyees th|nk the|r sa|ar|es are unfa|r and |nequ|tab|e re|at|ve to
others |n the organ|zat|on
W A||ow a |ack of tra|n|ng to underm|ne your department's effect|veness
W Comm|t any unfa|r |abor pract|ces
W Can he|p ensure that you get resu|ts Ŷ through peop|e
Why |s numan kesource Management
Important to a|| Managers?
L|ne and Staff Aspects of nkM
W A|| managers areţ |n a senseţ human resource managersţ s|nce
they a|| get |nvo|ved |n act|v|t|es ||ke recru|t|ngţ |nterv|ew|ngţ
se|ect|ngţ and tra|n|ngŦ
W Def|n|t|on of ||ne versus staff author|tyŦ
4uthority |s the r|ght to make dec|s|onsţ to d|rect the work of othersţ
and to g|ve ordersŦ
ine Ŵ 4uthority g|ves managers the r|ght (or author|ty) to |ssue
orders to other managers or emp|oyeesŦ It creates a super|or Ŷ
subord|nate re|at|onsh|pŦ
toff 4uthority g|ves the manager the r|ght (author|ty) to adv|se
other managers or emp|oyeesŦ It creates an adv|sory re|at|onsh|pŦ
L|ne and Staff Aspects of nkM
W numan kesource Manager's Dut|es
W numan kesource Managers Spec|a||st Inc|udeť
W Cooperat|ve L|ne and Staff nk Managementť
W Irom L|ne Manager to nk Manager
W A L|ne Iunct|on Ŧ
W A Coord|nat|ve Iunct|on Ŧ
W Staff Iunct|ons (ass|st and adv|se ) Ŧ
numan kesource Manager's Dut|es
W L|ne Author|ty ť 1he author|ty exerted by an nk
manager by d|rect|ng the act|v|t|es of the peop|e |n
h|s or her own department and |n serv|ce areasţ
||ke the p|ant cafeter|a Ŧ
W Staff Author|ty ťStaff author|ty g|ves the r|ght
(author|ty ) to adv|se other managers or
emp|oyeesŦ
numan kesource Manager's L|ne and Staff
Author|ty
W Imp||ed Author|ty ť 1he author|ty exerted by an nk
manager by v|rtue of others' know|edge that he or she
has access to top management ( |n areas ||ke test|ng and
aff|rmat|ve act|on)Ŧ
W Iunct|ona| Contro| ť 1he author|ty exerted by an nk
manager as coord|nator of personne| act|v|t|esŦ
W Lmp|oyee Advocacy ť nk must take respons|b|||ty for
c|ear|y def|n|ng how management shou|d be treat|ng
emp|oyeesţ make sure emp|oyees have the mechan|sms
requ|red to contest unfa|r pract|cesţ and represent the
|nterests of emp|oyees w|th|n the framework of |ts
pr|mary ob||gat|ons to sen|or managementŦ
numan kesource Manager's L|ne and Staff
Author|ty
numan kesource Management Spec|a|t|es
1. Recruiters
2. Job AnaIysts
3. Compensation Managers
4. Training SpeciaIists
5. Labor ReIations/ IR SpeciaIists
6. EquaI EmpIoyment Opportunity (EEO) Coordinators
Cooperat|ve L|ne and Staff nk Management
W 8oth ||ne Manager and nk Managers have nkM dut|esŦ
W 1here |s no s|ng|e d|v|s|on of respons|b|||t|es regard|ng ||ne or Staff nk dut|esŦ
W ke|at|onsh|p |s genera||y cooperat|veŦ
W In kecru|t|ng Ǝ n|r|ng ||ne Managers descr|be the qua||f|cat|onsţ emp|oyees
need to fu||f|| for spec|f|c pos|t|onsţ 1hen the nk 1eam takes over and prov|des
f|na| cand|dates through the|r processŦ
W In 1ra|n|ngţ the ||ne manager aga|n descr|bes what he or she expects the
emp|oyee to be ab|e to doŦ 1hen the human resource team dev|ses a tra|n|ng
programţ wh|ch the ||ne manager then adm|n|stersŦ
W Lmp|oyment 1est|ngţ Insurance 8enef|ts Adm|n|strat|onţ Lmp|oyment
Interv|ewsţ Þerformance Appra|sa|ţ Sk|||s 1ra|n|ngţ Iob Descr|pt|ons and
D|sc|p||nary Þrocedures are shared between nk and L|ne ManagersŦ
W Some act|v|t|es are usua||y nk's a|oneŦ
W nkM |s part of every manager's [obŦ
1he Chang|ng Lnv|ronment of nkM
Changes are occurr|ng today that are requ|r|ng human kesource
Managers to p|ay an |ncreas|ng|y centra| ro|e |n manag|ng compan|esŦ
1hese changes or trends |nc|udeť
W G|oba||zat|on 1rends
W 1echno|og|ca| 1rends
W 1rends |n the Nature of work
G|oba||zat|on 1rends
W G|oba||zat|on |s the tendency of f|rms to extend the|r sa|esţ ownersh|p and or
manufactur|ng to new markets abroadŦ Compan|es expand abroad for severa|
reasonsť
Sa|es Lxpans|on
Seek new fore|gn products Ǝ serv|ces to se|| and cut |abour costs
Iorm|ng Þartnersh|ps
W G|oba||zat|on Imp||cat|onsť
More g|oba||zat|on means more compet|t|onŦ
1o make emp|oyees more product|ve and to do th|ngs better and |ess expens|ve|yŦ
Grow|ng |ntegrat|on of the wor|d economy |nto a s|ng|eţ huge market p|aceŦ
8oth workers Ǝ Compan|es have to work harder Ǝ smarter than they d|d work out
g|oba||zat|on and nk he|ps Compan|es to do th|sť
It br|ngs both benef|ts Ǝ threatsŦ Ior Consumers |t means |ower pr|ces Ǝ h|gher
qua||tyŦ
1he prospect of work|ng harder and w|th |ess secure [obsŦ ([obs outsourc|ng)
Ior bus|ness owners benef|ts ||ke search|ng m||||ons of customers Ǝ fac|ng new
compet|torsŦ
1echno|og|ca| 1rends
W No need of expens|ve |nventor|es
W Compan|es operate the|r own |nternet based networks Ǝ check
out a|| |nventoryţ mater|a|ţ mach|nes Ǝ peop|e requ|rement
W Can mon|tor the|r sa|es and stores
W A|| funct|ona| work|ng based on techno|ogy]computers
W 1echno|ogy cuts t|m|ngsţ prov|des speed to market
W Compan|es use v|rtua| on||ne commun|t|es to |mprove eff|c|ency
1rends |n the Nature of Work
W n|ghŴ1ech Iobs
W Serv|ce Iobs
W Iust |n t|me Manufactur|ng 1echn|ques
W know|edge Work and numan Cap|ta|
W Nature of Work Ǝ |mp||cat|ons for nk
W Workforce Demograph|c 1rends
W Use of |nternet based customer order|ng
1he Chang|ng ko|e of numan kesource
Management
numan kesource Managers [ob has Grown 8roader and
Strateg|c Cvert|mesť
W Strateg|c numan kesource Management
W Creat|ng n|ghŴÞerformance Work Systems
W Measur|ng the numan kesource Management 1eam's performance
W nk Metr|cs
W Manag|ng w|th the nk Scorecard Þrocess
Strateg|c numan kesource Management
W Strateg|c Þ|ann|ng |s the company's p|an for how |t w||| match |ts
|nterna| strengthens Ǝ weakness w|th externa| opportun|t|es Ǝ
threats |n order to ma|nta|n a compet|t|ve advantageŦ Wh||eţ
strategy |s a course of act|onŦ
W Strateg|c numan kesource Management means formu|at|ng Ǝ
execut|ng nkM po||c|es and pract|ces that produce the emp|oyee
competenc|es and behav|orsţ the company needs to ach|eve |ts
strateg|c a|msŦ
W Strateg|c numan kesource Þ|ans enab|e the company to h|re the
emp|oyee who cou|d exh|b|t the behav|ors the company needs to
accomp||sh |ts goa|sŦ
W nkM Strateg|c ko|e means severa| th|ngsť
4 Þartner|ng w|th the|r top managers |n des|gn|ng and execut|ng
company strateg|es
4 Lxpress the|r departmenta| p|ans and accomp||shments |n
measureab|e terms
W 1he top management today wants to see how the nk Managers Þ|an
w||| make the company more va|uab|e eŦgŦŤ by boost|ng company
peop|es' sk||| |eve|s and the|r by |mprov|ng performanceŦ
Strateg|c numan kesource Management
Creat|ng n|ghŴÞerformance Work Systems
1he emphases on Strateg|c numan kesource Management |s
one change and a focus on product|v|ty and performance |s an
otherŦ nkM Þract|ces can |mprove performance |n three ma|n
waysť
W Manag|ng w|th 1echno|ogy
W Lffect|ve nk Þract|ces
W n|ghŴÞerformance Work Systems
Manag|ng w|th 1echno|ogy
Improve nk Þerformance |n f|ve ma|n ways
W Se|f Serv|ce
W Ca|| Centers
W Þroduct|v|ty Improvement
W Cutsourc|ng
W Web based or e|ectron|c nk Serv|ces
Lffect|ve nk Þract|ces
W Screen|ng App||cants through persona||ty test|ng can produce
emp|oyee who perform better (psychometr|c tests Ǝ persona||ty
assessment ţ behav|ora| based |nterv|ews )
W We|| tra|ned emp|oyees perform better than untra|ned
W Safe workp|aces produce fewer |ost t|me acc|dents and acc|dents
costs than unsafe ones
W 1he most product|ve and h|ghest perform|ng compan|es have
wor|d c|ass tra|n|ng Ǝ p|ant safety programs
n|gh Þerformance Work System
A h|gh performance work system |s
an |ntegrated set of human resource
management po||c|es and pract|ces
that together produce super|or
emp|oyee performance
Measur|ng the numan kesource Management
1eam's performance
W In today's performance based env|ronmentţ emp|oyers
natura||y expect the|r numan kesource Management teams to
prov|de measurab|e ev|dence of the|r eff|c|ency and
effect|veness and for that of the|r proposed programsŦ Ior
examp|e ť
W now much more product|ve w||| our emp|oyees be |f we
|nst|tute a new tra|n|ng programŦ
W now product|ve |s our nk 1eam |n terms of staff per emp|oyeeţ
compared to our compet|tors ?
W 1he fundamenta| requ|rement for such measurab|||ty |s that
the numan kesource manager needs the numbers Ŧ Spec|a||y
the quant|tat|ve performance measures ( metr|cs )ŦIor
examp|e ţ med|an nk expenses as a proport|on of compan|es
tota| operat|ng costs average about 0Ŧ8Ʒ Ŧ Cr 1 Ʒ nk Staff per
100 emp|oyees Ŧ
Measur|ng the numan kesource Management
1eam's performance
W Cther measureab|e e|ements are ť
W Absence rate
W Cost of h|re
W 1|me to f|||
W nk expense factor
W 1urnover rate
ko|es Cf nk Manager
W 8us|ness person
W Shaper of change
W Consu|tant to the organ|zat|on and partner to ||ne managers
W Strategy formu|ator and |mp|ementer
W 1ALLN1 MANAGLk (IŦL network w|th profess|ona| co||eaguesţ
|nc|ud|ng recru|tersţ ||ne managersţ and other nk
profess|ona|s)
W ASSL1 MANAGLk AND CCS1 CCN1kCLLLk (8ased on
understand|ng f|nanc|a| and account|ng proceduresŦ)
8USINLSS 1kLNDS AND nk CCMÞL1LNCILS
rlLlcal Lrends for P8Mť
W CloballzaLlon
W 1echnology
W hange
W knowledge
W Speed ln markeL change
W osL conLrol
Lmerglng leadershlp compeLencles for P8ť
W redlblllLy
W Þeople skllls
W undersLandlng 8uslness of 8uslnesses
W A onsulLaLlve Approach
W omforL wlLh change
W vlslonlngŦ
1he Chang|ng ko|e of nk
¥esterday 1oday 1omorrow
Success factors 8uslness [udgmenL
lnLulLlon
lnformaLlon
sLraLeglc plan
mlsslon
llexlblllLy aglllLy speed
Crgan|zat|ona| sty|e ÞaLernallsLlc Þrofesslonal Lmpowered learnlng
vlbranL
Lmp|oyees
cons|dered asŦŦ
Pungryţ naked Ǝ
defenseless
creaLures
1hlnklng and
raLlonal belngs
lully evolved
compleLely saLlsfledţ
maLure human belngs
Mot|vat|ona|
methods
urlvlng people
Lhrough baslc needs
urlvlng people
Lhrough soclal and
lnLellecLual needs
Þeople drlve
Lhemselves
ko|e of nk Þrovldlng people
wlLh foodţ cloLhlng
and shelLer
MoLlvaLe by
provldlng effecLlve
Ǝ falr appralsals
sysLems
As a change agenL
As lnnovaLor
As a sLraLeglc parLner
nkM Ǝ Þh||osophy Cf Is|am
W Author|ty and respons|b|||tyŦ
W Þart|c|pat|ve managementŦ
W kewards and performance
W Lqua| opportun|t|es conceptŦ
W Leadersh|p
W Lva|uat|on Ǝ |mprovementŦ
W Comm|tment Ǝ mot|vat|on
W 8a|anced approva|
Summ|ng up
the days d|scuss|on and
presentat|on
nkM DLIINLD
nkM can be def|ned as a strateg|c and
coherent approach to the management of an
organ|zat|on's most va|ued assetsŴ the peop|e
work|ng there ţ who |nd|v|dua||y and
co||ect|ve|y contr|bute to the ach|evement of |ts
ob[ect|vesŦ
It |s the management of work and peop|e
towards des|red ends Ŧ It can be regarded as a
set of |nterre|ated po||c|es w|th an |deo|og|ca|
and ph||osoph|ca| underp|nn|ng Ŧ
nkM DLIINLD
1he four aspects that const|tute the
mean|ngfu| vers|on of nkM are ť
A set of be||efs and va|uesŦ
A strateg|c thrust on peop|e management
dec|s|ons
1he centra| |nvo|vement of ||ne managers
A set of |evers to shape emp|oyment
re|at|onsh|pŦ
nkM S¥S1LMS
1he P8M operaLes Lhrough human resource
sysLem ť
1Ŧ P8 Þhllosophles Ŧ
2Ŧ P8 SLraLegles Ŧ
3Ŧ P8 Þollcles
4Ŧ P8 Þrocesses Ŧ
3Ŧ P8 ÞracLlces
6Ŧ P8 Þrograms
AIMS CI nkM ť 1o ensure that the organ|zat|on
|s ab|e to ach|eve success through peop|eŦ
nk GCALS
1he P8 Coals could be ŦŦŦ
onLrlbuLlon ( whaL klnd of employee behavlors
are expecLed )
omposlLlon ( Lhe headcounLţ sLaff raLlo and skllls
mlx )
ompeLence ( general level of ablllLy deslred ? )
ommlLmenL ( level of employee aLLachmenL and
ldenLlflcaLlon ? )
nk GCALS ] C8ILC1IILS
1he P8 Cb[ecLlves concerned wlLh followlng
areas ŦŦŦ
CrganlzaLlonal effecLlveness
Puman caplLal managemenL
knowledge managemenL
8eward managemenL
Lmployee 8elaLlons
MeeLlng ulverse needs
8rldglng Lhe gap beLween rheLorlc and reallLy

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