1. Human Resource Management Introduction to HRM (2 nd Part) Chapter 2 Published by Lecturesheet.iiuc28a9.com

3. Organizational Development Focus: assuring healthy intra and inter unit relationships and helping groups initiate and manage change Training and Development focus: identifying, assessing and through planned learning- helping develop the key competencies which enable individuals to perform current or future jobs Union & Labor Relations Focus: Assuring healthy union or organizational relationships Employee assistance Focus: providing personal problem solving, counseling to individual employee Compensation/ Benefits Focus: assuring compensation / benefits fairness and consistency Personnel Research and Information System Focus: assuring a personnel information bases Selection and Staffing Focus: matching people and their career needs and capabilities with jobs and career paths Human Resource Planning Focus: determining the organization’s major human resources needs, strategies and philosophies Organization/ Job Design Focus: defining how tasks, authority and systems will be organized and integrated across organization units and in individual jobs Human Resource Areas Outputs: Quality of Work Life Productivity Readiness for Change HR Model Developed by ASTD

8. Profitability Through Cost and Growth Revenue growth is a key component of the profitability equation. The main paths to growth include through leveraging customers, leveraging core competencies and mergers, acquisitions or joint ventures. Each of these has HR implications and requires co-operation between management and HR professionals to design and deliver new organizational practices. Managers and HR professionals should constantly seek the capabilities necessary for success. Whilst general management must identify and foster what capabilities they need to increase organizational competitiveness, HR professionals must frame what they do in terms of these capabilities at an organizational level. Capability Focus

20. Factors Traditional HR Strategic HR Responsibility for HR Staff specialist Line managers Focus Employee Relations Partnerships with internal/ external customers Role of HR Transactional, Change follower and respondent Transformational, change leader and initiator Initiatives Slow, Reactive, fragmented Fast, Proactive, Integrated Time horizon Short term Long term Control Bureaucratic-policy, roles Organic, flexible Job Design Division Of labor, specialization Team, flexible Key investment Capital, Products People, knowledge Accountability Cost centre Investment centre

22. Uses of an HR Information System (HRIS)