MEANING OF HRM
DEFINITIONS
OBJECTIVES of HRM
NATURE OF HRM
FEATURES OF HUMAN RESOURCE MANAGEMENT
IMPORTANCE OF HRM
PROCESS OF HRM
RECENT TRENDS IN HRM
ROLE OF HUMAN RESOURCE MANAGER
DUTIES & RESPONSIBILITIES of HRM
SCOPE OF HRM
FUNCTIONS OF HRM
OPERATIVE FUNCTION
QUALIFICATIONS OF HUMAN RESOURCE MANAGER
MEANING OF HRM
DEFINITIONS
OBJECTIVES of HRM
NATURE OF HRM
FEATURES OF HUMAN RESOURCE MANAGEMENT
IMPORTANCE OF HRM
PROCESS OF HRM
RECENT TRENDS IN HRM
ROLE OF HUMAN RESOURCE MANAGER
DUTIES & RESPONSIBILITIES of HRM
SCOPE OF HRM
FUNCTIONS OF HRM
OPERATIVE FUNCTION
QUALIFICATIONS OF HUMAN RESOURCE MANAGER
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
The process of systematically reviewing HR requirements to ensure that the required no. of employees, with the required skill, are available when they are needed.
A value proposition is a statement that clearly identifies what advantages customers will receive by purchasing a particular product or service. Applied to HR, the HR value proposition is systemic approach that makes visible and credible the value-added contribution of HR.
The Value Proposition Canvas makes it possible to zoom into the details of the value proposition and customer segments that are targeted. Value proposition and customer segments are two of the nine building blocks of the Business Model Canvas. The Business Model Canvas is a (visual) tool to create and analyse business models. Both canvases are applied to explain the added value of HR
Meaning of HRM, Importance of HRM, Objectives and Functions, process of HRM, Systems and Techniques, Role of human resource manager, duties and responsibilities of human resource manager, typical organization set up of human resource department.
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
The process of systematically reviewing HR requirements to ensure that the required no. of employees, with the required skill, are available when they are needed.
A value proposition is a statement that clearly identifies what advantages customers will receive by purchasing a particular product or service. Applied to HR, the HR value proposition is systemic approach that makes visible and credible the value-added contribution of HR.
The Value Proposition Canvas makes it possible to zoom into the details of the value proposition and customer segments that are targeted. Value proposition and customer segments are two of the nine building blocks of the Business Model Canvas. The Business Model Canvas is a (visual) tool to create and analyse business models. Both canvases are applied to explain the added value of HR
Meaning of HRM, Importance of HRM, Objectives and Functions, process of HRM, Systems and Techniques, Role of human resource manager, duties and responsibilities of human resource manager, typical organization set up of human resource department.
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
Improve leadership effectiveness and bottom line results by learning how to select the best leadership coach for you and your organization. Identify the key criteria and competencies to look for and understand how to evaluate the effectiveness of the leadership coach.
Strategic HRM Alignment Business and HR ExcellenceSeta Wicaksana
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Business Valuation Principles for EntrepreneursBen Wann
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2. Competitive Advantage Through Human Resources
Objectives
• Competitive advantage: what and why?
• How HRM activities may provide competitive
advantage
• Identify needed skills
3. Competitive Advantage Through Human Resources
Competitive advantage
• Customer value
• Maintaining uniqueness
HRM as a competitive advantage
• HRM and strategy
implementation
• HR and the capacity for
change
• Human resources and
strategic unity
Skills required for HRM
Competitiveness
• General manager skills
• HRM professional skills
4. Sample of Strategic Activities within HRM Domains
Organizational Design
• Formal/informal
• Independence and
responsiveness
• Job design
• Processes used
Staffing
• Criteria for bringing in new
employees
• Procedures for recruiting and
orienting
• Design of career paths and
ladders
• Processes for succession
planning
• Types of programs for
terminated employees
5. Sample of Strategic Activities within HRM Domains
Performance Appraisal and
Management
• Types of standards set
• Types of performance review
• Processes used to ensure
feedback
• Sources of data for
measurement
Reward and Benefits Systems
• Types of financial incentives
• Linkage of rewards to strategic
plans
• Individual vs. group incentives
• Structure of nonfinancial
rewards
6. Sample of Strategic Activities within HRM Domains
Employee Training and
Organizational Development
• Desired outcomes of
development
• Types of participants in
development programs
• Content of programs and
integration with strategic
direction
• Delivery of programs
Health and Safety Issues
• Compliance with health and
safety (OSHA)
• Reduce stress
• Reduce illness and accidents
7. Sample of Strategic Activities within HRM Domains
(continued)
Employee/Employer
Relationships
• Types of information presented
• Types of communication
channels
• Design of communication
programs
Productivity Improvement
Programs
• TQM
• Design issues
• Assessments of
outcomes/deliverables
• Customer based focus
8. Analysis of SWOT
Organizational Environmental
Capabilities Conditions
Strengths Opportunities
Weaknesses Threats
Effective
Human Resource
Planning
9. A Diagnostic Framework: Internal and External Consistency
1. Organization’s strategy
Distinguish from competition
Intended competencies
Differentiating features
2. Skills, abilities, attitudes and
behaviors needed
3. Current or proposed policies on:
Recruitment
Selection
Compensation
Career development
Training
Employment security
Use of contract employees
Ownership
Performance appraisal
Division of labor
Organization of work
4. Coordination of 1, 2 and 3 with
organization’s strategy
10. HR Competencies Needed for Strategic Business Partners
HRM Design and Delivery
Competencies
• Organization design
• Staffing
• Employee training and
organization development
• Performance appraisal and
management
• Reward and benefits systems
• Employee/employer relationships
• Productivity improvement
• Health and safety
Business Competencies
• Financial or economic
• Strategic or product capabilities
• Technological
Management-of-Change
Competencies
• Contracting
• Diagnosing
• Intervening
• Implementing
• Evaluating
• Influencing
11. Seven Key Factors for Success in Making Change Happen
Key Success Factors for Change
Leading change (who)
Shared need (why)
Shaping a vision
(what)
Commitment
(who else)
Questions to Assess and Accomplish the Key Success
Factors for Change
Do we have a leader who champions?
who commits personally? who commits resources?
Do employees see the reason for and understand why the
change?
see how it will help them?
Do employees see the outcomes of change?
get excited and understand how customers are
affected?
Do the sponsors enlist support of all needed for the
change to happen?
build a responsibility matrix?
12. Seven Key Factors for Success in Making Change Happen
(continued)
Key Success Factors for
Change
Systems (how)
Monitoring (how measured)
Making it last (how long)
Questions to Assess and Accomplish the Key Success
Factors for Change
Do the sponsors link change to other HR systems?
recognize the implications of the change?
Do the sponsors measure the success?
benchmark progress and implement process?
Do the sponsors know how to start and keep it going?
have a plan of adaptation?
13. Human Resource Professional
Staff Advisor
Internal Consultant
Change Agent
Provider of Personnel Services Controller of
Organizational Design Personnel Policies
Staffing Auditing
Employee and Organizational Stabilizing
Development
Performance Appraisal
and Management
Reward and Benefits Systems
Employee/Employer
Relationships Liason Role
Productivity Improvement Coordination
Health and Safety Integration
14. HRM Activities and Sample Issues
Major Activities of HRM
Professionals
Organization Design
Job Design
Staffing
Recruiting/interviewing/hiring
Sample of Issues and Choices for
HRM Practices
Organization Design
How can we design jobs so that
individuals within the organization
work on tasks which are rewarding
and self-reinforcing
Staffing
What criteria do we set
Short term vs. long term
Full-time vs. part-time
Contract vs. leased
Job-focused vs. career focused
Customer perspective
15. The Competitive Advantage of Marriott Corporation
Objectives
1. Identify HRM practices to create “employer of choice.”
2. Connect “employer of choice” with “provider of choice.”
16. The Competitive Advantage of Marriott Corporation
Part A: Individual Analysis
Step 1: Generate a list of three HR actions to get to “employer of choice”
Step 2: Identify the top three actions and justify using:
• Marriott's competitive advantage
• Major HR issues
• Strategies
• Complete Form 2.2.1
• Complete Assessment Questions
17. The Competitive Advantage of Marriott Corporation
Part B: Group Analysis
Step 1: As a group:
• Identify competitive advantage of accounting
department
• Review individual 2.2.1 forms
• Reach consensus on top three issues
• Discuss how the activities could bring Marriott
“employer of choice” and develop HR competencies.
• Identify benefits/drawbacks of each recommendation
Step 2: Consensus recommendations to class
18. The Competitive Advantage of Marriott Corporation
Priority List
1. Survey new employees on job preferences
Justification: Relative importance of the various options
2. Study these data and run some cost figures
Justification: Which options financially feasible.
3. Increase the starting salary to the top of the competitive scale.
Justification: Direct compensation important
4. Look at indirect compensation
Justification: Total cost less than perceived value
19. The Competitive Advantage of Marriott Corporation
1. To what extent do your recommendations generalize to other
organizations other than Marriott?
Study preferences of potential employees generalizes to all
organizations
Recommendation for the travel package is unique to Marriott.
20. The Competitive Advantage of Marriott Corporation
2. What additional information would assist you in developing the
most valid list of HRM activities?
List of all HRM activities now implemented
Statistics on the success ratio and cost factors
Current compensation policy
21. The Competitive Advantage of Marriott Corporation
3. What other preparation could you have made for class discussion
on the Marriott Corporation?
Strategic plans
Marriott's competitive position
Interviews with Marriott employees
22. The Competitive Advantage of Marriott Corporation
4.What competitive advantage principle did you
consider in compiling your priority list?
Financial capability enhances the "organizational
capability" by:
attracting and retaining more effective employees
23. 1. What is meant by the term competitive advantage? Why is it
important for an organization?
• Strategies to exploit profitable opportunities
• Perceived customer value and uniqueness
• Maximizing return on investment
• Necessary to survive and prosper
24. 2. How can HRM activities be used to assist organizations in
becoming competitive?
• HRM activities:
Hire
Train
Motivate
Employee treatment
Employee commitment
• Competitive advantage through organizational capability
Manage organizational systems and people to match customer
and strategic needs
Flexibility/adaptability in dynamic/turbulent environment
Continuity and stability in more stable environments
25. 3. To what extent do you consider corporate social responsibility
when considering a product or service? Interview five friends to
determine if any of them have considered social issues such as the
environment or labor policies in their decision to purchase.
Customer value
Price
Quality
Convenience
Service
Dependability
Operational excellence
Customer intimacy
Product leadership
Diverse practices
Fair labor practices
Environmentally concerned
26. 4. Provide some recommendations for how general managers and
HRM professionals can acquire the skills they need to utilize HRM
programs effectively.
• Seminars, conferences/workshops, literature, networking
• Develop interpersonal and management skills
Self-paced learning
Case studies
Management games
Assessment centers
27. 5. Provide two examples of companies you are familiar with which are
not using their HRM programs to utilize HRM programs effectively.
Example of food manufacturing company in
SE U.S.
• Characteristics
Controls 65% of local market
Unionized
• Problems
Lack of HRM planning
Employees feel manipulated by
management
Low morale
Poor work scheduling
(no one has two consecutive days
off)
• Possible HRM activities
Cross training
Flextime
Job sharing
Compressed work weeks
28. 6. In the context of a SWOT analysis, evaluate the strategic state of
Personnel Assessment Systems. What additional data do you need as a
part of your SWOT analysis?
Strengths Opportunities
Scientifically valid testing International markets
Stable customers Mass marketing
Weakness Threat
Change in testing media (Internet) Behind on on-line testing
Additional data
“Mass market” test similar to “core business” test?
How far away PAS is from having web site?
Will test be offered in host country dialects?
What are the KASOC’s of the current personnel of PAS?
Editor's Notes
Maintaining uniqueness - Financial or economic capital capability; Physical capital capability; Human capital capability; Organizational capability
General manager skills - Create a need for HRM changes; Create a vision of the importance of HRM practices; Generate commitment to using HRM activities; Learn and become proficient in the delivery of HRM practices
HRM professional skills - Know the business; Manage the process of change; Design and deliver HRM programs; Integration
Indirect compensation (travel accommodation benefit package that could be used only after six months of employment, career development program for the normal progression of graduates, compensation systems which are performance based, ESOP).
Justification: total cost less than perceived value, cost of pay for performance negligible, and performance increases translated directly into increased revenues and customer satisfaction, sense of ownership.
Three specific ways HRM activities can build organizational capability and sustain competitive advantage: Implementing a strategy, dealing with change, and building strategic unity (extent to which stakeholders share a core set of values and assumptions about a business).