The chapter provides an overview of human resource management. It defines HRM and describes the major functions including planning, recruitment, development, compensation, and employee relations. It discusses who performs HR functions, such as operating managers, generalists, and specialists. The chapter outlines challenges for today's HR managers like managing diversity, regulatory changes, and technological advances. It emphasizes the importance of HR managers understanding business strategy and metrics to improve organizational performance. Finally, it provides guidelines for effectively communicating HR programs.
The document discusses the strategic role of human resources management (HRM). It describes HRM as managing people to drive organizational performance and achieve strategic goals. The document outlines the evolution of HRM from scientific management to its current strategic role. It also discusses factors like technology, government regulations, and globalization that influence HRM policies and practices. Finally, it examines how HRM has become more professionalized with competency standards, certification programs, and codes of ethics.
This document provides an overview of employee training and development. It discusses forces influencing workplace learning and how training can help companies address issues like globalization, changing demographics, and new technologies. The learning objectives, key components of training like the training design process, and informal/formal learning are described. Current training practices are summarized, including technology-based learning, who provides training, and professionals responsible for training.
This document defines business process reengineering as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in key performance measures like cost, quality, and speed. It discusses four key aspects of the definition: being fundamental, radical, dramatic, and focusing on processes rather than organizational structures. The document then outlines the business process reengineering life cycle methodology and lists some benefits of reengineering like increased customer satisfaction and cost/time reductions. It analyzes reengineering across physical/technical, infrastructure, and value dimensions and provides examples of how reengineering was implemented at Ford and a life insurance company.
This document provides information about planning information systems at Amity School of Business. It discusses why planning is important, what planning entails, the different approaches to planning including top-down, bottom-up and critical success factor approaches. It also discusses planning at different management levels from strategic to tactical to operational. Overall, the document outlines the key concepts and processes involved in information system planning.
Helux Systems - Planning for SharePoint GovernanceHelux Systems
Thanks to everyone who came out to SharePoint Saturday Ottawa! It was a great event! Here is the presentation given by John Brown, CEO of Helux Systems, on Planning for Governance.
This document provides an overview of key concepts in human resource management. It defines HRM as the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health, safety, and fairness concerns. The summary outlines the responsibilities of both line managers and HR managers in personnel management. It also discusses important trends influencing HRM, such as globalization, technological changes, workforce demographics, and the need for evidence-based strategic HRM practices. The document concludes by presenting the basic themes that will be covered in the book.
The document discusses the impact of technology on human resources management. It describes how HR technology helps achieve strategic business goals like attracting talent, supporting administration, and optimizing workforce management. It defines HRIS as integrated systems that gather, store, and analyze HR information. The major components of an HRIS that are described include administration, recruitment, compensation, training, and other functions. The document outlines the three phases to selecting and implementing an HRIS - determining need, implementation, and integration. It also discusses trends in electronic HR and self-service applications.
This document discusses performance management and appraisal. It covers topics such as employee engagement, the importance of performance management, defining performance appraisal and its uses. It describes the performance appraisal process and factors like environmental considerations. It also discusses different performance appraisal methods, potential problems, characteristics of an effective system, legal implications and how culture can impact appraisals.
The document discusses the strategic role of human resources management (HRM). It describes HRM as managing people to drive organizational performance and achieve strategic goals. The document outlines the evolution of HRM from scientific management to its current strategic role. It also discusses factors like technology, government regulations, and globalization that influence HRM policies and practices. Finally, it examines how HRM has become more professionalized with competency standards, certification programs, and codes of ethics.
This document provides an overview of employee training and development. It discusses forces influencing workplace learning and how training can help companies address issues like globalization, changing demographics, and new technologies. The learning objectives, key components of training like the training design process, and informal/formal learning are described. Current training practices are summarized, including technology-based learning, who provides training, and professionals responsible for training.
This document defines business process reengineering as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in key performance measures like cost, quality, and speed. It discusses four key aspects of the definition: being fundamental, radical, dramatic, and focusing on processes rather than organizational structures. The document then outlines the business process reengineering life cycle methodology and lists some benefits of reengineering like increased customer satisfaction and cost/time reductions. It analyzes reengineering across physical/technical, infrastructure, and value dimensions and provides examples of how reengineering was implemented at Ford and a life insurance company.
This document provides information about planning information systems at Amity School of Business. It discusses why planning is important, what planning entails, the different approaches to planning including top-down, bottom-up and critical success factor approaches. It also discusses planning at different management levels from strategic to tactical to operational. Overall, the document outlines the key concepts and processes involved in information system planning.
Helux Systems - Planning for SharePoint GovernanceHelux Systems
Thanks to everyone who came out to SharePoint Saturday Ottawa! It was a great event! Here is the presentation given by John Brown, CEO of Helux Systems, on Planning for Governance.
This document provides an overview of key concepts in human resource management. It defines HRM as the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health, safety, and fairness concerns. The summary outlines the responsibilities of both line managers and HR managers in personnel management. It also discusses important trends influencing HRM, such as globalization, technological changes, workforce demographics, and the need for evidence-based strategic HRM practices. The document concludes by presenting the basic themes that will be covered in the book.
The document discusses the impact of technology on human resources management. It describes how HR technology helps achieve strategic business goals like attracting talent, supporting administration, and optimizing workforce management. It defines HRIS as integrated systems that gather, store, and analyze HR information. The major components of an HRIS that are described include administration, recruitment, compensation, training, and other functions. The document outlines the three phases to selecting and implementing an HRIS - determining need, implementation, and integration. It also discusses trends in electronic HR and self-service applications.
This document discusses performance management and appraisal. It covers topics such as employee engagement, the importance of performance management, defining performance appraisal and its uses. It describes the performance appraisal process and factors like environmental considerations. It also discusses different performance appraisal methods, potential problems, characteristics of an effective system, legal implications and how culture can impact appraisals.
This document discusses key concepts related to management and managing organizations. It defines management as planning, organizing, leading, and controlling resources to achieve goals efficiently and effectively. Managers are responsible for supervising resources including people, skills, knowledge, equipment, and finances. Organizational performance is measured by efficiency and effectiveness in satisfying customers and achieving goals. The four main managerial functions are planning, organizing, leading, and controlling. The document also outlines types of managers, areas of management, changing hierarchies, empowerment, self-managed teams, managerial roles and skills, competencies, and challenges for management in a global environment.
The document provides an overview of management concepts including:
1) Definitions of management, organization, and manager;
2) The management process involves planning, organizing, leading, and controlling;
3) Management thought has evolved from classical, behavioral, systems, and contingency perspectives as the field incorporates human behavior and situational factors.
This document provides an overview of key concepts in human resource management. It discusses strategic human resource management and its components, which include recruitment and selection, training and development, performance appraisal and feedback, compensation and benefits, and labor relations. The document outlines the importance of these areas and legal considerations in human resource management. It also describes processes for recruitment and selection, including job analysis, hiring from internal and external candidates, and reliability and validity in selection tools. Training and development methods like needs assessment are also summarized.
The document discusses concepts related to job analysis, strategic planning, and human resource planning. It begins by outlining learning objectives covering topics like the importance of job analysis and disaster planning. It then provides details on conducting job analysis, including determining job requirements and developing job descriptions. The document also discusses using job analysis for legal compliance and strategic human resource planning. Finally, it covers strategic planning processes and challenges like managing worker surpluses or shortages through forecasting.
1. The document provides an overview of key concepts from Chapter 18 of the textbook "Management: Arab World Edition" by Robbins, Coulter, Sidani, and Jamali. It discusses operations management, value chain management, quality initiatives like ISO 9000 and Six Sigma, and mass customization.
2. The chapter outlines learning outcomes on the role of operations management, value chain management, managing operations using value chains, current issues in operations, and key terms. It also provides exhibits on the value chain, obstacles to value chains, and quality dimensions.
3. The document summarizes concepts like defining operations management, contrasting manufacturing and service organizations, the strategic role of operations, requirements and obstacles for value
This document is a chapter from an introduction to management textbook. It discusses several key topics:
- It defines managers and describes how they differ from non-managers. It also classifies managers into three levels: first-line, middle, and top managers.
- It defines management and explains that managers focus on both efficiency and effectiveness.
- It describes the four main functions of management: planning, organizing, leading, and controlling. It also discusses Mintzberg's managerial roles and Katz's three essential managerial skills.
- It explains what organizations are, their common characteristics, and how the concept of organizations is changing.
- Finally, it discusses why studying management is important due to
Unit 3 Organizing discusses the process of organizing which includes identifying activities required to achieve objectives, delegating authority, and establishing relationships for people to work effectively. The document discusses types of organizing such as departmentation by function, product, territory, and customer group. It also discusses the purpose, process, and importance of organizing for effective management. Matrix and team structures are hybrid forms that combine characteristics of other structures. Organization charts are used to depict relationships, authority, and structure within an organization.
The chapter discusses career development and management. It covers factors that influence career choices, the evolution of career development, and the importance of strategic career planning. New approaches to career development focus on frequent job changes, lifelong learning, and identifying skills. Career anchors and life trajectories are also examined. The roles of individuals, managers, and employers in career development are outlined. Trends in managing transfers and making promotion decisions are discussed. The importance of management development and succession planning to address future leadership needs is also reviewed, along with various development techniques.
This document provides an overview of different types of business ownership structures including sole proprietorships, partnerships, and corporations.
Sole proprietorships are owned and operated by one individual who assumes all risks and profits. Partnerships involve two or more owners who share responsibilities, risks, and profits according to an agreement. Corporations are legal entities separate from their owners that allow for raising capital through the sale of shares.
This document discusses organizational change and learning. It begins by stating that change aligns an organization's people, resources and culture with a shift in direction, and is often initiated by critical events like globalization, new leadership, mergers or poor performance. The rest of the document outlines the process of organizational change, factors that drive change, types of change, how to overcome resistance to change, and keys to cultural change. It provides an 8-step framework for managing change that includes establishing urgency, building support, creating a vision, communicating, empowering action, achieving wins, sustaining change, and changing culture.
Business process monitoring system in supporting information technology gover...journalBEEI
Information technology (IT) is essential in supporting an organization's business sustainability and growth, making it critically dependent on IT. Therefore, a focus on IT governance, consisting of leadership, organizational structure, and process ensuring that IT organization supports and expands the organizational strategies and goals is required. When the business supports the strategic significance of IT investment, the implementation of an IT strategy will lead to the adoption of an IT governance model. It will support and help the description of the benefit roles and responsibilities from IT systems and infrastructure. This paper aims to develop a business process monitoring system to support IT governance in improving user service and measuring organizational performance. The research method was the system development method with the Waterfall model. To measure the performance of the business process, the self-assessment method with performance matrix tools was applied. The study resulted in a business process monitoring system that can enhance the organization’s primary business process in services, supporting the said organization’s performance.
This document discusses models of decision making, including the rational-economic model and behavioral model. The rational-economic model assumes perfect information and rational decision making, which is unrealistic. The behavioral model acknowledges human limitations. It also discusses concepts like bounded rationality, intuition, and escalation of commitment. Participative decision making involves groups and has advantages like more information but also disadvantages like social pressure. Techniques like brainstorming can improve group decision making quality.
Engineering management is concerned with integrating engineering principles with business practices to manage complex projects and enterprises efficiently. It involves tasks like planning, organizing, leading, and controlling organizational resources. Engineering management draws on knowledge from fields like engineering, business, psychology, and other disciplines. It is a specialized form of management that oversees all stages of engineering projects from conception to completion.
This document outlines the key topics to be covered in a chapter on management. It includes a learning outline covering who managers are, what management and organizations are, what managers do including their functions and roles, and why management should be studied. It provides definitions and explanations of these concepts in brief paragraphs and bullet points.
This document summarizes key points from Chapter 17 of the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter introduces the topic of controlling, which refers to monitoring activities to ensure goals are accomplished as planned and correcting deviations. It describes the three step control process of measuring performance, comparing to standards, and taking corrective action. It also discusses tools for measuring organizational performance such as financial ratios, balanced scorecards, and benchmarking. Finally, it covers contemporary issues in control relating to cross-cultural differences, workplace concerns, and customer interactions.
Unit I Introduction to Management & Organizationsdavid blessley
This document discusses the definitions and levels of management. It defines management as the process of designing and maintaining an environment where individuals work together to achieve objectives effectively and efficiently. It distinguishes between entrepreneurs and managers, noting that entrepreneurs take on risks as owners while managers are paid employees. Management involves both science and art - it has principles that can be tested scientifically but also requires personal skills and creativity in application. Management occurs at three levels - top management makes policies, middle management implements plans, and lower management directly supervises workers.
Enterprise Resource Planning(ERP) Unit – iDigiGurukul
The document provides an overview of business process reengineering (BPR) concepts including:
1. It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures like cost, quality, service and speed.
2. It describes the different phases of BPR including beginning organizational change, building the reengineering organization, identifying opportunities, understanding existing processes, reengineering processes, and performing the transformation.
3. It discusses the role of information technology as a major enabler of new forms of working and collaborating within and across organizations to support redesigned business processes.
- Organizational change is any alteration of an organization's people, structure, or technology. The "calm waters" view sees change as occasional disruptions that can be planned using Lewin's three-step model, while the "whitewater rapids" view sees change as ongoing and continual.
- Forces for change can come from external factors like the marketplace, government regulations, technology changes, or the economy, or internally from changes to strategy, workforce, jobs, or employee attitudes. Managers and consultants can act as change agents to initiate and manage change.
- Planned changes are implemented through organization development, which facilitates long-term organization-wide changes by constructively changing attitudes and values so the organization
The document provides an overview of key concepts in human resource management (HRM). It defines HRM as the policies and practices involved in recruitment, training, rewarding, and managing employees. The goals of HRM are to attract, retain, and motivate employees to help achieve organizational goals. Core HR activities include strategic planning, staffing, training, compensation, health and safety, and employee relations. Challenges to modern HRM include globalization, technology changes, and managing a diverse workforce. The role of HRM is shifting from administrative to more strategic involvement in organizational decision-making.
This chapter discusses human resource management (HRM) and its role in organizations. HRM involves developing and implementing policies that influence how employees behave, their attitudes, and performance. Effective HRM can improve employee and customer satisfaction while increasing productivity. HR departments are responsible for functions like recruitment, training, compensation and ensuring compliance with labor laws. Both HR professionals and other managers play a role in HRM. HR decisions should be made ethically and respect basic employee rights and fairness.
This document discusses key concepts related to management and managing organizations. It defines management as planning, organizing, leading, and controlling resources to achieve goals efficiently and effectively. Managers are responsible for supervising resources including people, skills, knowledge, equipment, and finances. Organizational performance is measured by efficiency and effectiveness in satisfying customers and achieving goals. The four main managerial functions are planning, organizing, leading, and controlling. The document also outlines types of managers, areas of management, changing hierarchies, empowerment, self-managed teams, managerial roles and skills, competencies, and challenges for management in a global environment.
The document provides an overview of management concepts including:
1) Definitions of management, organization, and manager;
2) The management process involves planning, organizing, leading, and controlling;
3) Management thought has evolved from classical, behavioral, systems, and contingency perspectives as the field incorporates human behavior and situational factors.
This document provides an overview of key concepts in human resource management. It discusses strategic human resource management and its components, which include recruitment and selection, training and development, performance appraisal and feedback, compensation and benefits, and labor relations. The document outlines the importance of these areas and legal considerations in human resource management. It also describes processes for recruitment and selection, including job analysis, hiring from internal and external candidates, and reliability and validity in selection tools. Training and development methods like needs assessment are also summarized.
The document discusses concepts related to job analysis, strategic planning, and human resource planning. It begins by outlining learning objectives covering topics like the importance of job analysis and disaster planning. It then provides details on conducting job analysis, including determining job requirements and developing job descriptions. The document also discusses using job analysis for legal compliance and strategic human resource planning. Finally, it covers strategic planning processes and challenges like managing worker surpluses or shortages through forecasting.
1. The document provides an overview of key concepts from Chapter 18 of the textbook "Management: Arab World Edition" by Robbins, Coulter, Sidani, and Jamali. It discusses operations management, value chain management, quality initiatives like ISO 9000 and Six Sigma, and mass customization.
2. The chapter outlines learning outcomes on the role of operations management, value chain management, managing operations using value chains, current issues in operations, and key terms. It also provides exhibits on the value chain, obstacles to value chains, and quality dimensions.
3. The document summarizes concepts like defining operations management, contrasting manufacturing and service organizations, the strategic role of operations, requirements and obstacles for value
This document is a chapter from an introduction to management textbook. It discusses several key topics:
- It defines managers and describes how they differ from non-managers. It also classifies managers into three levels: first-line, middle, and top managers.
- It defines management and explains that managers focus on both efficiency and effectiveness.
- It describes the four main functions of management: planning, organizing, leading, and controlling. It also discusses Mintzberg's managerial roles and Katz's three essential managerial skills.
- It explains what organizations are, their common characteristics, and how the concept of organizations is changing.
- Finally, it discusses why studying management is important due to
Unit 3 Organizing discusses the process of organizing which includes identifying activities required to achieve objectives, delegating authority, and establishing relationships for people to work effectively. The document discusses types of organizing such as departmentation by function, product, territory, and customer group. It also discusses the purpose, process, and importance of organizing for effective management. Matrix and team structures are hybrid forms that combine characteristics of other structures. Organization charts are used to depict relationships, authority, and structure within an organization.
The chapter discusses career development and management. It covers factors that influence career choices, the evolution of career development, and the importance of strategic career planning. New approaches to career development focus on frequent job changes, lifelong learning, and identifying skills. Career anchors and life trajectories are also examined. The roles of individuals, managers, and employers in career development are outlined. Trends in managing transfers and making promotion decisions are discussed. The importance of management development and succession planning to address future leadership needs is also reviewed, along with various development techniques.
This document provides an overview of different types of business ownership structures including sole proprietorships, partnerships, and corporations.
Sole proprietorships are owned and operated by one individual who assumes all risks and profits. Partnerships involve two or more owners who share responsibilities, risks, and profits according to an agreement. Corporations are legal entities separate from their owners that allow for raising capital through the sale of shares.
This document discusses organizational change and learning. It begins by stating that change aligns an organization's people, resources and culture with a shift in direction, and is often initiated by critical events like globalization, new leadership, mergers or poor performance. The rest of the document outlines the process of organizational change, factors that drive change, types of change, how to overcome resistance to change, and keys to cultural change. It provides an 8-step framework for managing change that includes establishing urgency, building support, creating a vision, communicating, empowering action, achieving wins, sustaining change, and changing culture.
Business process monitoring system in supporting information technology gover...journalBEEI
Information technology (IT) is essential in supporting an organization's business sustainability and growth, making it critically dependent on IT. Therefore, a focus on IT governance, consisting of leadership, organizational structure, and process ensuring that IT organization supports and expands the organizational strategies and goals is required. When the business supports the strategic significance of IT investment, the implementation of an IT strategy will lead to the adoption of an IT governance model. It will support and help the description of the benefit roles and responsibilities from IT systems and infrastructure. This paper aims to develop a business process monitoring system to support IT governance in improving user service and measuring organizational performance. The research method was the system development method with the Waterfall model. To measure the performance of the business process, the self-assessment method with performance matrix tools was applied. The study resulted in a business process monitoring system that can enhance the organization’s primary business process in services, supporting the said organization’s performance.
This document discusses models of decision making, including the rational-economic model and behavioral model. The rational-economic model assumes perfect information and rational decision making, which is unrealistic. The behavioral model acknowledges human limitations. It also discusses concepts like bounded rationality, intuition, and escalation of commitment. Participative decision making involves groups and has advantages like more information but also disadvantages like social pressure. Techniques like brainstorming can improve group decision making quality.
Engineering management is concerned with integrating engineering principles with business practices to manage complex projects and enterprises efficiently. It involves tasks like planning, organizing, leading, and controlling organizational resources. Engineering management draws on knowledge from fields like engineering, business, psychology, and other disciplines. It is a specialized form of management that oversees all stages of engineering projects from conception to completion.
This document outlines the key topics to be covered in a chapter on management. It includes a learning outline covering who managers are, what management and organizations are, what managers do including their functions and roles, and why management should be studied. It provides definitions and explanations of these concepts in brief paragraphs and bullet points.
This document summarizes key points from Chapter 17 of the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter introduces the topic of controlling, which refers to monitoring activities to ensure goals are accomplished as planned and correcting deviations. It describes the three step control process of measuring performance, comparing to standards, and taking corrective action. It also discusses tools for measuring organizational performance such as financial ratios, balanced scorecards, and benchmarking. Finally, it covers contemporary issues in control relating to cross-cultural differences, workplace concerns, and customer interactions.
Unit I Introduction to Management & Organizationsdavid blessley
This document discusses the definitions and levels of management. It defines management as the process of designing and maintaining an environment where individuals work together to achieve objectives effectively and efficiently. It distinguishes between entrepreneurs and managers, noting that entrepreneurs take on risks as owners while managers are paid employees. Management involves both science and art - it has principles that can be tested scientifically but also requires personal skills and creativity in application. Management occurs at three levels - top management makes policies, middle management implements plans, and lower management directly supervises workers.
Enterprise Resource Planning(ERP) Unit – iDigiGurukul
The document provides an overview of business process reengineering (BPR) concepts including:
1. It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures like cost, quality, service and speed.
2. It describes the different phases of BPR including beginning organizational change, building the reengineering organization, identifying opportunities, understanding existing processes, reengineering processes, and performing the transformation.
3. It discusses the role of information technology as a major enabler of new forms of working and collaborating within and across organizations to support redesigned business processes.
- Organizational change is any alteration of an organization's people, structure, or technology. The "calm waters" view sees change as occasional disruptions that can be planned using Lewin's three-step model, while the "whitewater rapids" view sees change as ongoing and continual.
- Forces for change can come from external factors like the marketplace, government regulations, technology changes, or the economy, or internally from changes to strategy, workforce, jobs, or employee attitudes. Managers and consultants can act as change agents to initiate and manage change.
- Planned changes are implemented through organization development, which facilitates long-term organization-wide changes by constructively changing attitudes and values so the organization
The document provides an overview of key concepts in human resource management (HRM). It defines HRM as the policies and practices involved in recruitment, training, rewarding, and managing employees. The goals of HRM are to attract, retain, and motivate employees to help achieve organizational goals. Core HR activities include strategic planning, staffing, training, compensation, health and safety, and employee relations. Challenges to modern HRM include globalization, technology changes, and managing a diverse workforce. The role of HRM is shifting from administrative to more strategic involvement in organizational decision-making.
This chapter discusses human resource management (HRM) and its role in organizations. HRM involves developing and implementing policies that influence how employees behave, their attitudes, and performance. Effective HRM can improve employee and customer satisfaction while increasing productivity. HR departments are responsible for functions like recruitment, training, compensation and ensuring compliance with labor laws. Both HR professionals and other managers play a role in HRM. HR decisions should be made ethically and respect basic employee rights and fairness.
1. Human resource management (HRM) consists of an organization's policies, practices, and systems that influence employee behavior, attitudes, and performance in order to acquire and manage employees effectively.
2. HR departments are responsible for functions like recruiting, hiring, training, performance management, compensation, and ensuring compliance with labor laws.
3. Both HR professionals and other managers must understand HRM basics and ethics, making decisions that respect human rights and treat people fairly.
This document provides an overview of human resource management. It defines human resource management and discusses the major human resource functions such as planning, recruitment, compensation, and labor relations. It also describes who performs human resource functions, such as operating managers, generalists, and specialists. The document outlines challenges for today's HR managers like diversity, regulatory changes, and technological advances. Finally, it discusses the impact of HR managers on organizational performance and the importance of communicating HR programs.
1. Human resource management (HRM) involves acquiring, training, appraising, and compensating employees while ensuring fair treatment regarding labor relations, health and safety. Effective HRM contributes to employee and customer satisfaction, innovation, productivity, and reputation.
2. Core responsibilities of HR departments include recruiting and hiring, training and development, performance management, administering pay and benefits, employee relations, policy administration, and legal compliance.
3. HRM aims to develop an organization's human capital and support its strategy through HR planning, managing change, and demonstrating the impact of HR practices on business outcomes. Ethical practices respect employee rights and treat people fairly.
This document provides an overview of key concepts in human resource management (HRM). It discusses the primary functions of management, the importance of HRM to organizations, and how external factors influence HRM. The four basic HRM functions of staffing, training and development, motivation, and maintenance are also summarized. The document then explains how these HRM functions are translated into practice through employment specialists, training and development professionals, compensation and benefits experts, and employee relations representatives. It concludes by discussing the strategic value of HRM and its role in ethics and global operations.
This document discusses the key functions of human resource management including motivation, maintenance, and translating functions into practice. It covers motivation theories, the importance of maintenance, and how HR implements functions like employment, training, compensation, and employee relations. The document also addresses how research shows that effective HR benefits organizations, considerations for global HR, and the role of HR in ensuring corporate ethics.
This document discusses human resource management and its strategic functions. It defines human resource management and describes the functions of HR departments, including talent management, HR planning, recruitment, selection, development, compensation, benefits, safety, health, and employee relations. It outlines challenges for today's HR managers such as a diverse workforce, technology changes, and regulatory changes. It also discusses how HR managers can impact organizational performance through metrics, communicating programs effectively, and understanding the business strategies of the organization.
HRM 301-The Strategic Role of HRM......PPTNayon Sarker
Human resource management (HRM) involves developing and carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The primary objective of HRM is to ensure an organization has a competent workforce. Specific HRM objectives include obtaining the right employees to meet goals, maintaining performance standards, and establishing harmonious employee relations. Effective HRM is important for organizations to avoid issues like high turnover, unmotivated employees, and legal problems regarding discrimination.
Human resource management involves five key functions: staffing, human resource development, compensation, safety and health, and employee and labor relations. Staffing includes job analysis, recruitment, selection, and human resource planning. Human resource development consists of training, career development, performance management, and organization development. Compensation encompasses all financial and non-financial rewards provided to employees. Safety and health aims to protect employees' well-being.
The document discusses human resource information systems (HRIS) and electronic human resource management (e-HRM). It defines HRIS as a system that allows tracking of employee information in databases. It describes the main components and functions of an HRIS including recruitment, compensation, benefits administration, and reporting. The document also outlines some benefits, challenges and types of e-HRM such as operational, relational and transformational e-HRM. It provides examples of how e-recruitment, e-selection, e-performance management, e-learning and e-compensation can be implemented using web-based technologies.
This chapter discusses human resource management (HRM) and the role of HR departments and professionals. It defines HRM and explains how effective HRM can contribute to organizational performance. It outlines the responsibilities of HR departments in areas such as staffing, training, performance management, and compliance. It emphasizes the importance of ethics and the need for HR practices to respect employee rights and treat people fairly.
This document discusses the human resources (HR) management and payroll processes. It begins by outlining the learning objectives, which include understanding the definition, functions, relationship to the environment, and technology used for HR management and payroll processes. It then discusses how HR and payroll are depicted as one spoke in the enterprise system wheel. The document goes on to define the HR management and payroll processes, how they are implemented using enterprise systems, the technology trends, and controls used for the payroll process. It provides diagrams of the HR management and payroll processes and describes the data, reports, and accounting entries involved.
Human Resource Planning & Development discusses the process of human resource planning. It involves determining current and future human resource needs to achieve organizational objectives. The key aspects covered include:
- Defining human resource planning as a process of forecasting future needs and balancing supply and demand.
- The importance of aligning HR plans with organizational goals, policies, and environmental factors.
- Forecasting human resource demand and supply through various quantitative and qualitative techniques.
- Developing HR programs to address surpluses or shortages based on demand vs. supply forecasts.
- Implementing plans through recruitment, training, and other HR activities and controlling/evaluating outcomes.
The document discusses key topics in human resource management including:
1) It defines human resource management and explains how it relates to the overall management process of planning, organizing, staffing, leading, and controlling.
2) It outlines the human resource responsibilities of both line managers and staff managers.
3) It identifies important trends influencing human resource management such as globalization, technological changes, and workforce demographic trends.
Key result areas of human resource management Self-employed
This document discusses key topics in human resource management including its strategic importance, objectives, activities, and challenges. It provides an overview of HRM, including definitions, philosophies, and the roles and concerns of HR professionals. Challenges for organizations related to economic, technological, demographic, and cultural trends are examined. The roles and functions of HR departments in small vs large organizations are contrasted. Emerging trends in the HR field like its shift to a more strategic business partner role are also summarized.
Human resource managers now play a more strategic role in organizations. They are responsible for developing high-performance work systems that create employee competencies and behaviors to achieve business goals. This involves establishing strategic human resource plans, focusing on productivity and performance metrics, and creating integrated practices like extensive training, self-managed teams, and contingent rewards. Measuring the impact of human resource programs through numbers and data is also important in today's performance-based environment.
It's about how in these times, HR managers can use IT to make their HR functions possible in a smooth manner. You can have such s/w readily available for their organization as per the requirements.
3. Chapter Overview
• Human Resource Functions
• Who Performs the Human Resource
Functions?
• Challenges for Today’s Human Resource
Managers
• Human Resource Management Tomorrow
• Organizational Performance and the Human
Resource Manager
• Communicating Human Resource Programs
• Summary of Learning Objectives
1-3
4. Human Resource Management
• Activities designed to provide for and
coordinate the human resources of an
organization
• Human resource management is a
modern term for what was traditionally
referred to as personnel administration or
personnel management
1-4
5. Human Resource Functions
• Tasks and duties performed in large and
small organizations to provide for and
coordinate human resources
• Major functions:
• Human resource planning, recruitment,
and selection
• Human resource development
• Compensation and benefits
• Safety and health
• Employee and labor relations
• Human resource research
• Talent management – The broad spectrum of
HR activities involved in obtaining and
managing firm’s human resources 1-5
7. Who Performs the Human Resource
Functions?
• Most managers are periodically involved to an
extent in each of the major human resource
functions
• Operating manager
• Manages people directly involved with production of
organization’s products or services
• Performs human resource functions
• Human resource generalist
• Devotes a lot of time to human resource issues;
does not specialize in any specific area
• Responsible for directing human resource functions
• Human resource specialist
• Specially trained in one or more areas of HRM 1-7
8. The Human Resource Department
• Primary function – Provide support to operating
managers on all human resource matters
• Fulfills a traditional staff role and acts in an
advisory capacity
• Other functions:
• Customarily organizes and coordinates hiring
and training
• Maintains personnel records
• Acts as a liaison between management, labor,
and government
• Coordinates safety programs
• Depending upon the organization, functions
maybe split between operating managers and
human resource department 1-8
9. Examples of Types of Assistance
Provided by Human Resource
Departments
1-9
10. Three Types of Assistance Provided by
Human Resource Department
1-10
11. Challenges For Today’s Human
Resource Managers
• Diversity in the workforce
• Regulatory changes
• Structural changes to organizations
• Technological and managerial changes
within organizations
1-11
12. Diversity in Workforce
• Between years 2004-2014:
• Almost half the new entrants will be women
• White, non-Hispanic males will comprise
fewer than one-third of new labor force
entrants
• Average age of employees will climb to
41.6
• Increasing globalization of many companies.
• Defining diversity in global terms – Looking
at all people and everything that makes
them different from one another, as well as
the things that make them similar
1-12
13. Civilian Labor Force, 2004 and Projected
2014; Entrants and Leavers, Projected 2004
– 2014
1-13
14. Challenges and Contributions of
Diversity
• Organizations must get away from fitting
employees into a single corporate mold
• Requirement for new human resource policies to
explicitly recognize and respond to unique needs
of individual employees
• Communication problems that arise will
necessitate additional training in written and
spoken language skills
• Increased factionalism will direct focus on
special interest and advocacy groups
• Diversity will create a tolerant organizational
culture
• Better business decisions
• Greater responsiveness to diverse customers
1-14
15. Regulatory Changes
• Organizations face new regulations routinely
issued in areas of:
• Safety and health
• Equal employment opportunity
• Pension reform
• Environment
• Quality of work life
• New regulations require significant paperwork
and changes in operating procedures
• Decisions made by courts on human
resource requires implementation of findings
by managers
1-15
16. Structural Changes to Organizations
• Downsizing – Laying off large members of
managerial and other employees
• Outsourcing – Subcontracting work to an
outside company that specializes in that
particular type of work
• Outsourcing certain HR activities can be more
efficient and less costly
• Rightsizing – Continuous and proactive
assessment of mission-critical work and its
staffing requirements
• Different from downsizing
• Reengineering – Fundamental rethinking
and radical redesign of business processes
to achieve dramatic improvements in cost,
quality, services, and speed 1-16
17. Technological and Managerial Changes
within Organizations
• Dramatic and widespread use of management
information systems
• Increased dependability on cyberspace and
Internet
• Increased popularity of Web-based human
resource systems – electronic human resources
(eHR)
• Payroll systems, payroll direct deposits and
other aspects of benefits administration
• Advantages
• Employee convenience
• Immediate response
• Increased accuracy
• Decreased turnaround time
• Reduced costs 1-17
18. Technological and Managerial Changes
within Organizations
• Telecommuting – Working at home by using
an electronic linkup with a central office
• Applicable to employees in home country
or on different continents
• Empowerment – Form of decentralization that
involves giving subordinates substantial
authority to make decisions
• Managers express confidence in employee
performance and accountability
• Self-managed work teams – Groups of peers
that are responsible for a particular task or
area
1-18
19. Human Resource Management
Tomorrow
• Human resource managers must be integrally
involved in organization’s strategic and policy-
making activities
• Human resource managers need to:
• Overcome negative impressions and biases
sometimes associated with this field
• Should become well-rounded businesspeople
• Need to understand business complexities and
strategies
• Become fully knowledgeable about present
and future trends and issues in HR and
related fields
• Promote effective human resource utilization
– such that they can affect the bottom line
1-19
20. Human Resource Management
Tomorrow
• Suggestions to become more familiar with
their businesses
• Know the company strategy and
business plan
• Know the industry
• Support business needs
• Spend more time with the line people
• Keep your hand on the pulse of the
organization
• Learn to calculate costs and solutions
in hard numbers
1-20
22. Organizational Performance and the HR
Manager – Direct Impact
• Reducing unnecessary overtime expenses by
increasing productivity during a normal day
• Staying on top of absenteeism and instituting
programs designed to reduce money spent for time
not worked
• Eliminating wasted time by employees with sound job
design
• Minimizing employee turnover and unemployment
benefit costs by practicing sound human relations and
creating a work atmosphere that promotes job
satisfaction
• Installing and monitoring effective safety and health
programs to reduce lost-time accidents and keep
medical and workers’ compensation costs low
1-22
23. Organizational Performance and the HR
Manager – Direct Impact
• Training and developing all employees to improve their
value to company and produce and sell high-quality
products and services at lowest possible cost
• Decreasing costly material waste by eliminating bad
work habits, attitudes and poor working conditions
• Hiring the best people available at every level and avoiding
overstaffing
• Maintaining competitive pay practices and benefit programs to
foster a motivational climate for employees
• Encouraging employees to submit ideas for increasing productivity
and reducing costs
• Installing human resource information systems to streamline and
automate many human resource functions
1-23
24. Metrics and the HR Scorecard
• Metrics – Any set of quantitative measures
used to assess workforce performance
• Analysis of the cost per hire
• Average length of time to fill a position
• Training cost per employee
• Turnover cost per employee
• New-hire performance by recruiting
strategy
• HR Scorecard – Measurement and control
system using a mix of quantitative and
qualitative measures to evaluate
performance
• Modified form of the balanced scorecard
system 1-24
25. Communicating Human Resource
Programs
• Communication – The transfer of information
that is meaningful to those involved
• Human resource managers must develop an
appreciation for the importance of
communication
• One good approach to communication is to
ask, “How can this message be
misinterpreted?”
• Web-based human resource systems have
greatly helped to communicate human
resource programs
1-25
26. Guidelines for Communicating Human
Resource Programs
• Avoid communicating in peer group or
‘privileged-class’ language by focusing on
the audience
• Don’t ignore cultural aspects of
communication
• Back up communications with
management action
• Periodically reinforce employee
communications, especially personnel-
related communication
1-26
27. Guidelines for Communicating Human
Resource Programs
• Transmit information and not just data
• Data – Raw material from which
information is developed; composed of
facts that describe places, people,
things, or events and that have not
been interpreted
• Information – Data that have been
interpreted and that meet a need of
one or more managers
• Don’t ignore perceptual and behavioral
aspects of communication; anticipate
employee reactions and act accordingly
1-27
28. Summary of Learning Objectives
• Define human resource management
• Describe the functions of human resource
management
• Summarize the types of assistance the
human resource department provides
• Explain the desired relationship between
human resource managers and operating
managers
• Identify several challenges today’s human
resource managers currently face
1-28
29. Summary of Learning Objectives
• Outline several potential challenges and
contributions that an increasingly diverse
workforce presents
• Discuss the role of human resource
managers in the future
• Explain how human resource managers can
affect organizational performance
• Summarize several guidelines to follow
when communicating human resource
programs
1-29