Human Resource Management(人力资源管理)

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Objectives of the HRM Function (2 of 3)
Developing and maintaining a quality of work life that makes employment in the organization desirable
Communicating HRM policies to all employees
workforce efficiently Providing the organization with well-trained
and well-motivated employees Increasing to the fullest the employee’s job
satisfaction and self-actualization
investment Grievance rates Accident rates
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Objectives of the HRM Function (1 of 3)
Helping the organization reach its goals Employing the skills and abilities of the
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Four descriptions of the HRM function:
1. It is action-oriented 2. It is people-oriented 3. It is globally-oriented 4. It is future-oriented
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Historical Foundations of HRM
Human resource specialists must show that they contribute to the goals and mission of the firm
The actions, languaቤተ መጻሕፍቲ ባይዱe, and performance of the HRM function must be:
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Human Resource Management (HRM) Activities: (2 of 2)
Performance evaluation and compensation
Training and development
Labor relations
Safety, health, and wellness
More specific
Procedures/Rules – Specific directions for decision making
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Summary (1 of 2)
HRM is action-oriented, individual-oriented, globally-oriented, and future oriented
It focuses on satisfying the needs of individuals at work
HRM is a necessary function
Effectively performed, it can make the crucial difference between successful and unsuccessful organizations
Strategy – The plan that integrates major objectives
More specific Objectives – Goals that are specific and measurable
More specific
Policies – Guides to decision making
Managing increased urgency and faster cycle time
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Who Performs HRM Activities
In most organizations two groups perform HRM activities:
1) HR manager-specialists (staff) 2) Operating managers (line)
Its internal strengths and weaknesses Changes in the environment The anticipated actions of competitors
Relationship Between Strategy,
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Objectives, Policies, and Rules:
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Summary (2 of 2)
One of the challenges faced in HRM is that many decisions require input from both operating managers and HR specialists
This dual role can lead to conflict, or it can result in more effective HRM decisions
Helping to maintain ethical policies and socially responsible behavior
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Objectives of the HRM Function (3 of 3)
Managing change to the mutual advantage of the organization’s stakeholders
Emphasizing the strategic importance of HRM Emphasizing the importance of contributing to the
firm’s profits
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If the HRM function is to be successful, managers in other functions must be knowledgeable and involved
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Human Resource Management (HRM) Activities: (1 of 2)
Equal employment opportunity (EEO) compliance
Job analysis
Human resource planning
Employee recruitment, selection, motivation, and orientation
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HRM and Organizational Effectiveness
Performance Legal compliance Employee satisfaction Absenteeism Turnover
Training effectiveness Training return on
Scientific Management
Welfare Work
Industrial Psychology
Human Relations
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Strategic Importance of HRM
The increased strategic importance of HRM means that:
educate management and employees about the availability and use of HRM services
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HRM Strategy
The HRM strategy will help aggregate and allocate a firm’s resources into a unique entity on the basis of:
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Key Strategic HRM Concepts That Must Be Applied: (2 of 2)
Preparing reports on HRM solutions to problems encountered by the firm
Training the human resources staff
Measured Precisely communicated Evaluated
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The new strategic positioning of HRM means that accountability must be taken seriously
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Key Strategic HRM Concepts That Must Be Applied: (1 of 2)
chapter
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Human Resource Management
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Human Resource Management
The function performed in organizations that facilitates the most effective use of people (employees) to achieve organizational and individual goals.
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HRM’s Place in Management
HRM must:
ascertain specific organizational needs for the use of its competence
evaluate the use and satisfaction among other departments
Analyzing and solving problems from a profitoriented point of view
Assessing and interpreting costs or benefits of HRM issues
Using planning models that include realistic, challenging, specific, and meaningful goals
Competencies Needed by HR
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Professionals:
Communication skills Problem solving Leadership Recruiting/staffing Employment law Training and
development
Technology Forecasting Compensation design Benefits design and
administration Accounting and finance Record keeping
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The HR department has a responsibility to be a proactive, integral component of management and the strategic planning process