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Introduction to Human Resource Management in Myanmar Context

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  1. 1. Introduction to Human Resources Management Min Khaung ( EMPA – 8 ) Min Khaung ( EMPA - 8 )
  2. 2. Human Resources Management • Human • Resources • Management Min Khaung ( EMPA - 8 )
  3. 3. Human Min Khaung ( EMPA - 8 )
  4. 4. Resources Min Khaung ( EMPA - 8 )
  5. 5. Management • Management process – The five basic functions of planning, organizing, staffing, leading, and controlling. Min Khaung ( EMPA - 8 )
  6. 6. Human Resource Management • What Is Human Resource Management (HRM)? – The policies and practices involved in carrying out the ―people‖ or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising. Min Khaung ( EMPA - 8 )
  7. 7. Human Resource Management • What Is Human Resource Management (HRM)? – Human resource management (HRM) is a strategic and coherent approach to the management of an organization's most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives. Min Khaung ( EMPA - 8 )
  8. 8. Personnel Management and HRM HRM Personnel Management  Administrative  Not central to the organization  Mediating role between management and workforce  Emphasis on written rules and procedures  Management hierarchy  Employees must be monitored  Controlled access to training       Strategic Seen as essential A central management role Stress on flexibility Team-based structure Employees are to be nurtured  The learning organization 8
  9. 9. Changing Nature of HRM Min Khaung ( EMPA - 8 )
  10. 10. Changing Nature of HRM Min Khaung ( EMPA - 8 )
  11. 11. HR as Business Partner  Role of Human Resources is much wider than just supporting the manager and it has to build a regular HR Business Partnering concept as it seen by the managers as the valuable partner for the business.  The HR Business Partnering is about changing the focus of Human Resources.  About the proactive approach of both partners, it is not about the requests of the business leader and potential solutions finding from Human Resources.  Human Resources has to act the proactive role in the organization as it is partially responsible for the corporate culture and the performance management in the organization.  HR has to fight for its position as the department valuable to listen to. It is not built from a day to day, it takes months and years to implement the concept.  Have to learn the details about their partners. 11 Min Khaung ( EMPA - 8 )
  12. 12. The Changing Environment Of HR Management • Globalization • Technological Advances • Exporting Jobs • The Nature of Work • Workforce Demographics • Outsourcing 1–12 Min Khaung ( EMPA - 8 )
  13. 13. Major Functions of HRM Attract Effective Workforce Maintain Develop Effective Workforce Effective Workforce Min Khaung ( EMPA - 8 )
  14. 14. The Human Resource Management Functions Human Resource 1 Management Safety and Health 14 Min Khaung ( EMPA - 8 )
  15. 15. THE HRM SYSTEM Human resource management: philosophy, strategy, policies, processes and practices Human capital management Corporate social responsibility Organization People resourcing Learning and development Reward management Employee relations Design Human resource planning Organizational learning Job evaluation and market surveys Industrial relations Development Recruitment & selection Individual learning Grade and pay structures Employee voice Job design Talent management Management Development Contingent pay Communications Knowledge management Health and safety and welfare HR services Performance management Min Khaung ( EMPA - 8 ) Employee benefits
  16. 16. THE MATCHING MODEL OF HRM The matching model of HRM as developed by Fombrun, Titchy, and Devanna (1984) is illustrated below. Rewards Selection Performance management Performance Development Adapted from Fombrun et al, Strategic Human Resource Management, Wiley, 1984 Min Khaung ( EMPA - 8 )
  17. 17. THE DAVID GUEST MODEL OF THE LINK BETWEEN HRM AND PERFORMANCE HR effectiveness Business strategy HR practices HR outcomes: employee competence, commitment and flexibility HR strategy Source: Guest et al, Effective People Management, CIPD, 2000 Min Khaung ( EMPA - 8 ) Quality of goods and services Financial performance Productivity
  18. 18. ROLE OF THE HR FUNCTION The role of the HR function is to enable the organization to achieve its objectives by taking initiatives and providing guidance and support on all matters relating to its employees. The basic aim is to ensure that management deals effectively with everything concerning the employment and development of people and the relationships that exist between management and the workforce. A further key role for the HR function is to play a major part in the creation of an environment that enables people to make the best use of their capacities and to realize their potential to the benefit of both the organization and themselves. Min Khaung ( EMPA - 8 )
  19. 19. A NEW MANDATE FOR HUMAN RESOURCES 1. HR should become a partner with senior and line managers in strategy execution. 2. HR should become an expert in the way work is organized and executed. 3. HR should become a champion for employees. 4. HR should become an agent for continuous transformation. Source: D Ulrich, A new mandate for human resources, Harvard Business Review, Jan–Feb 1998 Min Khaung ( EMPA - 8 )
  20. 20. The Human Resource Organization Structure in a Small Business The Human Resource Organization Structure Manager/ Owner Sales Operations Finance 20
  21. 21. Human Resource Organization Structure in a Medium-Sized Firm President Sales Manager Operations Manager Finance Manager Human Resource Manager
  22. 22. Human Resource Organization Structure in a Large Firm President Marketing Manager Production Manager Human Re- Compensource De- sation and velopment Benefits Employment Finance Manager Safety and Health Human Resource Manager Labour Relations 22
  23. 23. Dream HR Organization Structure Vice Chairman ( HR ) Recruitment & Selection Training & Development or Business Partner Compensation & Benefit Employee Relation Min Khaung ( EMPA - 8 ) HR Administration & HRIS Compliance
  24. 24. Conclusion • HR management is the responsibility of every manager—not just those in the HR department. • HR managers must always stand ready to defend their plans and contributions in measurable terms. • An HR department’s performance is measured relative to achieving the company’s strategic aims. • HR managers increasingly rely on IT to help support the company’s strategic aims. • Virtually every HR-related decision managers make has legal implications. • Globalization and diversity are important HR issues today.
  25. 25. Major HR Organization and Certification Society for Human Resources Management ( SHRM ) • HRCI ( Human Resource Certification Institute) • SPHR (senior professional in HR) • PHR (professional in HR) certificate American Society for Training & Development ( ASTD ) • CPLP ( Certified Professional in Learning & Performance ) Min Khaung ( EMPA - 8 )
  26. 26. Major HR Organization and Certification • Chartered Institute of Personnel & Development ( CIPD ) – – – – – – Certificate in HR Practice ( CHRP ) Certificate in Learning & Development Practice ( CLDP ) Certificate in Training Practice ( CTP ) CIPD Advanced Level Diploma CIPD Advanced Level Certificate Masters (MA) • Human Resource Management (HRM) • Human Resource Development (HRD) Min Khaung ( EMPA - 8 )
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