Human resource management (HRM) involves managing employees within an organization. Key responsibilities of HRM include staffing, compensation/benefits, performance reviews, training, and ensuring legal compliance. HRM aims to maximize productivity by developing employees and aligning them with business goals. While traditionally seen as only handling administrative tasks, HRM now plays a more strategic role by contributing to business processes and adapting to changes in technology, structure, and markets. Even small businesses benefit from formalizing basic HRM functions to recruit and develop the right employees.
Human resource management involves acquiring, training, compensating and managing employees, as well as attending to labor relations, health and safety, and fairness. It aims to increase organizational effectiveness and capability while ensuring employee rights and needs are met through social responsibility. The key functions of HRM include staffing, training, motivating, maintaining employees, and compensation. HRM must adapt to changing environments including cost pressures, job and economic shifts, a focus on talent management, and growth in contingent workforces. The human resource manager coordinates HR policies and provides assistance to line managers.
This document discusses strategic human resource management. It defines HRM and outlines several models of HRM, including the matching model, strategic management model, and control-based model. It also discusses the strategic management process, strategic planning, types of strategies, and strategic HRM. Strategic HRM aims to improve business performance by taking a strategic approach to managing human capital. While strategic HRM can benefit organizations, it also faces some limitations that must be addressed. Overall, managing human resources strategically is important for organizations to gain a competitive advantage.
This document discusses strategic human resource management concepts and processes. It is authored by Basharat Naeem, a lecturer at the Institute of Business Administration at the University of the Punjab. The chapter covers the definition of strategic HRM, its aims, approaches including resource-based strategy, and limitations. Strategic HRM involves developing HR strategies integrated with business strategy to gain competitive advantage through people. The goal is to ensure an organization has skilled, committed employees to achieve sustained competitive advantage through people.
John Storey developed a model of human resource management (HRM) in 1989 that focused on commitment over compliance. The model had four components: beliefs that employees are valuable assets and the source of competitive advantage; strategic qualities where HRM is led by senior managers and adapts to business changes; the role of line managers in performing people management roles; and key levers like using organizational culture to increase understanding and commitment.
This document provides an introduction to human resource management (HRM). It defines HRM as the management of people within an organization, focusing on acquiring, training, evaluating, and compensating employees. The document discusses how HRM helps organizations through strategic employee management to increase productivity, quality, and service. It also outlines key HRM functions like job analysis, recruitment and hiring, training and development, performance management, compensation and benefits, employee relations, and health and safety. Overall, the document establishes that effective HRM is important for organizational success through developing and maintaining a skilled and motivated workforce.
The document discusses the evolving strategic role of human resource management in organizations. It outlines how HR is increasingly seen as a critical strategic partner rather than just handling clerical tasks. It emphasizes that people are the most important resource and how properly managing them can help organizations achieve extraordinary results and meet their goals. Finally, it discusses the importance of HR for attracting and retaining talent, developing employees, and helping organizations gain competitive advantage.
Human resource management involves acquiring, training, compensating and managing employees, as well as attending to labor relations, health and safety, and fairness. It aims to increase organizational effectiveness and capability while ensuring employee rights and needs are met through social responsibility. The key functions of HRM include staffing, training, motivating, maintaining employees, and compensation. HRM must adapt to changing environments including cost pressures, job and economic shifts, a focus on talent management, and growth in contingent workforces. The human resource manager coordinates HR policies and provides assistance to line managers.
This document discusses strategic human resource management. It defines HRM and outlines several models of HRM, including the matching model, strategic management model, and control-based model. It also discusses the strategic management process, strategic planning, types of strategies, and strategic HRM. Strategic HRM aims to improve business performance by taking a strategic approach to managing human capital. While strategic HRM can benefit organizations, it also faces some limitations that must be addressed. Overall, managing human resources strategically is important for organizations to gain a competitive advantage.
This document discusses strategic human resource management concepts and processes. It is authored by Basharat Naeem, a lecturer at the Institute of Business Administration at the University of the Punjab. The chapter covers the definition of strategic HRM, its aims, approaches including resource-based strategy, and limitations. Strategic HRM involves developing HR strategies integrated with business strategy to gain competitive advantage through people. The goal is to ensure an organization has skilled, committed employees to achieve sustained competitive advantage through people.
John Storey developed a model of human resource management (HRM) in 1989 that focused on commitment over compliance. The model had four components: beliefs that employees are valuable assets and the source of competitive advantage; strategic qualities where HRM is led by senior managers and adapts to business changes; the role of line managers in performing people management roles; and key levers like using organizational culture to increase understanding and commitment.
This document provides an introduction to human resource management (HRM). It defines HRM as the management of people within an organization, focusing on acquiring, training, evaluating, and compensating employees. The document discusses how HRM helps organizations through strategic employee management to increase productivity, quality, and service. It also outlines key HRM functions like job analysis, recruitment and hiring, training and development, performance management, compensation and benefits, employee relations, and health and safety. Overall, the document establishes that effective HRM is important for organizational success through developing and maintaining a skilled and motivated workforce.
The document discusses the evolving strategic role of human resource management in organizations. It outlines how HR is increasingly seen as a critical strategic partner rather than just handling clerical tasks. It emphasizes that people are the most important resource and how properly managing them can help organizations achieve extraordinary results and meet their goals. Finally, it discusses the importance of HR for attracting and retaining talent, developing employees, and helping organizations gain competitive advantage.
Introduction Of Human Resource Management (HRM) by Mehmood Ul Hassan QadirMehmoodUlHassanQadir
This document provides an introduction to human resource management (HRM) and strategic human resource management. It discusses how HRM involves managing employees to help a business gain a competitive advantage. Key HRM functions include recruitment, training, performance management, and benefits administration. Strategic HRM connects human resources to an organization's objectives and goals. It aims to develop organizational culture and competitive advantage through flexibility and innovation. The roles of HR managers involve recruitment, learning and development, and linking HR strategy to business strategy.
Strategic human resource management (SHRM) takes a comprehensive, integrative, and long-term approach to managing an organization's human capital. It focuses on aligning HR strategies and practices with business strategies to maximize customer value and organizational performance. Key aspects of SHRM include establishing vertical and horizontal alignment between HR and business strategies, ensuring consistency between HR sub-functions, and integrating HR decisions with other functional areas. The role of HR is evolving from administrative and operational to more strategic, focusing on change management, strategic partnering, and developing intellectual capital.
Strategic human resource management (SHRM) involves using people strategically to achieve organizational goals. There are four main approaches to SHRM: resource-based, high-performance management, high-commitment management, and high-involvement management. SHRM requires understanding the internal and external environment, including trends in technology, organizational structure, employee values and attitudes, management practices, demographics, and international factors. The environment shapes HR strategies around skills, training, compensation, and organizational design.
The document discusses two popular models of human resource management: the Matching Model and the Harvard Model. The Matching Model suggests that a company's strategy, structure, human resource management system, and external environment should all closely align. The Harvard Model outlines four areas of HR policy and their relationship to organizational outcomes and consequences. It proposes that HR policies should aim to achieve commitment, congruence, competence and cost effectiveness among employees.
This document discusses various aspects of human resource management. It covers recruiting employees, motivating and retaining talent, and ending employment. It describes the functions of HR departments including recruitment, compensation, and ensuring fair workplace policies. It also examines the roles of line managers in overseeing employees and discusses how legal frameworks impact HRM. The document outlines the stages of recruitment including job analysis, advertising, interviews and final selection. It compares the recruitment processes between two companies. It explores reward systems for motivating workers and monitoring their performance. Finally, it addresses the reasons and procedures for ending a person's employment.
This document provides an overview of perspectives in human resource management and the evolution of the field. It discusses three main management perspectives: 1) the scientific or closed system focused on control and efficiency; 2) the human relations or semi-open system incorporated some welfare practices but still emphasized top-down control; and 3) the open system views the organization as organic and emphasizes developing human resources as key to performance. The document then discusses personnel management and its replacement by the contemporary field of human resource management, which is oriented toward business strategy and competitive advantage. It proposes using models to analyze the impact of different "hard" and "soft" HRM approaches on organizational outcomes.
The document provides an introduction to human resource management (HRM). It defines HRM as the strategic approach to managing an organization's employees to help achieve its objectives. The document outlines some of the key aspects of HRM such as its functions involving planning, recruiting, training, and developing employees. It also discusses how the role of HRM has evolved from a transactional personnel management approach to a more strategic business partner approach. Major HRM activities are identified including attracting, maintaining, and developing an effective workforce.
Dell was facing declining profit margins after cutting PC prices, so it needed to find new ways to cut costs from its already lean operations. As HR managers, they had to decide what actions in the areas of recruiting, hiring, training, compensation, and developing employees could help support Dell's new cost-cutting efforts.
The chapter introduces human resource management (HRM) as both a core part of every manager's job in activities like staffing, as well as a separate staff function that assists all managers. It outlines the manager's HRM responsibilities and HR's strategic role in formulating and executing company strategy.
The document discusses the evolution of human resource management from personnel management. It describes how HRM emerged from employee welfare programs in large factories and developed further through scientific management approaches. Modern HRM focuses on strategic workforce planning, recruitment, training, performance management, and other functions to support organizational goals. The objective of HRM is to ensure organizations have the right number and skills of employees needed.
The document provides an overview of human resource management (HRM). It discusses the nature of management including different perspectives. It outlines the key HRM functions such as planning, organizing, staffing, leading, and controlling. It explains the line and staff aspects of HRM including the responsibilities of line managers. The document defines HRM and discusses its history. It describes the objectives of HRM from organizational, personal, and societal perspectives. Several HRM models are outlined including Fombrun, Tichy & Devanna, Harvard, David Guest, Warwick, and John Storey. The document provides a comprehensive introduction to the field of HRM.
Chapter 1. Fundamental Human resource Management abuun1
This document discusses 6 key challenges facing human resources management: 1) responding strategically to competitive changes, 2) competing, recruiting, and staffing globally, 3) setting and achieving corporate social responsibility and sustainability goals, 4) advancing HRM with technology, 5) containing costs while retaining top talent and maximizing productivity, and 6) leveraging diversity. It provides examples and explanations of each challenge and how HR managers can address issues like globalization, technology changes, cost containment, and diversity.
This document discusses the concept of strategic human resource management (SHRM). It defines SHRM as linking human resource management policies and practices to the strategic goals of an organization in order to improve performance. The document outlines the key objectives, functions, elements and approaches of SHRM. It discusses frameworks for achieving strategic fit between business and HR strategies. It also explains how the role of SHRM is changing to view employees as a strategic asset in helping organizations gain competitive advantages.
This document discusses strategic human resource management (SHRM) and the role of human resources as a strategic business partner. It provides definitions of SHRM, outlines four perspectives on SHRM activities and themes, and describes models of the evolution of HR roles from administrative experts to strategic partners. The document emphasizes that effective HRM is key to competitiveness and that people and processes within an organization are a source of sustained competitive advantage. It argues that HR leaders should participate directly in strategy formulation, ensure people issues are addressed as part of business strategies, and align HR strategies and processes to enable the implementation of business strategies.
Difference between personnel management and hrm assignmentOZ Assignment help
Difference between Personnel Management HRM Assignment for service industry explains all elements related to HRM, HND provides 100% original Assignment
This document discusses the challenges of human resource management in modern organizations. It begins with an introduction on the importance of human resources to an organization's success. It then identifies several challenges HR faces, including globalization, workforce diversity, technological advances, changes in the political/legal and economic environments, information technology revolutions, and organizational restructuring. Additional challenges discussed include professional mobility, the growing importance of strategic HR, and factors like accommodating worker needs, increased managerial complexity, legislation/litigation, consistency, expertise, and human resource costs. The document emphasizes that effective HR management is needed to help organizations adapt to these ongoing changes in the business environment.
Strategic Approach to Human Resource ManagementAtul Chanodkar
Strategic Approach to Human Resource Management
- Why Strategy
- Defining Strategy
- Key Elements of SHRM
- Differentiating Traditional and Strategic HRM
- Integrating HR Strategies with Corporate and Functional Strategies
- Integrating Human Resources in Strategic Decisions
- Organizational Human Resource Strategy: A Quick Look
The document compares and contrasts human resource management (HRM) and personnel management (PM). It outlines key differences between the two approaches, including that HRM is more strategic and integrated with business goals, while PM is more transactional. HRM focuses on treating employees as individuals, providing training and flexibility. PM takes a more rigid, rule-based approach to contracts and decision-making. Overall, the document analyzes differences in leadership style, pay policies, job design, treatment of workers, functions, and decision-making between HRM and PM.
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# Students can earn better grades, save time and study effectively
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The document discusses human resource strategies at IBM. It begins by defining human resources and describing the functions of an HR department. It then discusses strategic human resource management and its focus on attracting, developing, rewarding and retaining employees to benefit both individuals and the organization. The document outlines the major functions of human resource managers, including managing the HR department, understanding employment laws, interacting with executive leadership, building employee relations, and more. It provides details on IBM's history and business activities.
The document discusses questions related to human resource management. It provides definitions of strategic human resource management and analyzes the importance of HRM in organizations. The document also examines the strategic HRM process, roles in SHRM, and development and implementation of HR strategy. Contemporary issues that influence HRM are identified and analyzed. A range of HR strategies for organizations are also identified and assessed.
Human resource management involves managing an organization's employees to help achieve business goals. Effective HRM requires strategic focus to ensure people resources can facilitate goal achievement. HRM also aims to ensure legislative compliance and manage risks. The goal of HRM is to attract, maintain, and effectively manage employees in a way that fits with the overall strategic direction of the company. Key HRM processes include workforce planning, recruitment, training, performance management, and compensation administration.
Introduction Of Human Resource Management (HRM) by Mehmood Ul Hassan QadirMehmoodUlHassanQadir
This document provides an introduction to human resource management (HRM) and strategic human resource management. It discusses how HRM involves managing employees to help a business gain a competitive advantage. Key HRM functions include recruitment, training, performance management, and benefits administration. Strategic HRM connects human resources to an organization's objectives and goals. It aims to develop organizational culture and competitive advantage through flexibility and innovation. The roles of HR managers involve recruitment, learning and development, and linking HR strategy to business strategy.
Strategic human resource management (SHRM) takes a comprehensive, integrative, and long-term approach to managing an organization's human capital. It focuses on aligning HR strategies and practices with business strategies to maximize customer value and organizational performance. Key aspects of SHRM include establishing vertical and horizontal alignment between HR and business strategies, ensuring consistency between HR sub-functions, and integrating HR decisions with other functional areas. The role of HR is evolving from administrative and operational to more strategic, focusing on change management, strategic partnering, and developing intellectual capital.
Strategic human resource management (SHRM) involves using people strategically to achieve organizational goals. There are four main approaches to SHRM: resource-based, high-performance management, high-commitment management, and high-involvement management. SHRM requires understanding the internal and external environment, including trends in technology, organizational structure, employee values and attitudes, management practices, demographics, and international factors. The environment shapes HR strategies around skills, training, compensation, and organizational design.
The document discusses two popular models of human resource management: the Matching Model and the Harvard Model. The Matching Model suggests that a company's strategy, structure, human resource management system, and external environment should all closely align. The Harvard Model outlines four areas of HR policy and their relationship to organizational outcomes and consequences. It proposes that HR policies should aim to achieve commitment, congruence, competence and cost effectiveness among employees.
This document discusses various aspects of human resource management. It covers recruiting employees, motivating and retaining talent, and ending employment. It describes the functions of HR departments including recruitment, compensation, and ensuring fair workplace policies. It also examines the roles of line managers in overseeing employees and discusses how legal frameworks impact HRM. The document outlines the stages of recruitment including job analysis, advertising, interviews and final selection. It compares the recruitment processes between two companies. It explores reward systems for motivating workers and monitoring their performance. Finally, it addresses the reasons and procedures for ending a person's employment.
This document provides an overview of perspectives in human resource management and the evolution of the field. It discusses three main management perspectives: 1) the scientific or closed system focused on control and efficiency; 2) the human relations or semi-open system incorporated some welfare practices but still emphasized top-down control; and 3) the open system views the organization as organic and emphasizes developing human resources as key to performance. The document then discusses personnel management and its replacement by the contemporary field of human resource management, which is oriented toward business strategy and competitive advantage. It proposes using models to analyze the impact of different "hard" and "soft" HRM approaches on organizational outcomes.
The document provides an introduction to human resource management (HRM). It defines HRM as the strategic approach to managing an organization's employees to help achieve its objectives. The document outlines some of the key aspects of HRM such as its functions involving planning, recruiting, training, and developing employees. It also discusses how the role of HRM has evolved from a transactional personnel management approach to a more strategic business partner approach. Major HRM activities are identified including attracting, maintaining, and developing an effective workforce.
Dell was facing declining profit margins after cutting PC prices, so it needed to find new ways to cut costs from its already lean operations. As HR managers, they had to decide what actions in the areas of recruiting, hiring, training, compensation, and developing employees could help support Dell's new cost-cutting efforts.
The chapter introduces human resource management (HRM) as both a core part of every manager's job in activities like staffing, as well as a separate staff function that assists all managers. It outlines the manager's HRM responsibilities and HR's strategic role in formulating and executing company strategy.
The document discusses the evolution of human resource management from personnel management. It describes how HRM emerged from employee welfare programs in large factories and developed further through scientific management approaches. Modern HRM focuses on strategic workforce planning, recruitment, training, performance management, and other functions to support organizational goals. The objective of HRM is to ensure organizations have the right number and skills of employees needed.
The document provides an overview of human resource management (HRM). It discusses the nature of management including different perspectives. It outlines the key HRM functions such as planning, organizing, staffing, leading, and controlling. It explains the line and staff aspects of HRM including the responsibilities of line managers. The document defines HRM and discusses its history. It describes the objectives of HRM from organizational, personal, and societal perspectives. Several HRM models are outlined including Fombrun, Tichy & Devanna, Harvard, David Guest, Warwick, and John Storey. The document provides a comprehensive introduction to the field of HRM.
Chapter 1. Fundamental Human resource Management abuun1
This document discusses 6 key challenges facing human resources management: 1) responding strategically to competitive changes, 2) competing, recruiting, and staffing globally, 3) setting and achieving corporate social responsibility and sustainability goals, 4) advancing HRM with technology, 5) containing costs while retaining top talent and maximizing productivity, and 6) leveraging diversity. It provides examples and explanations of each challenge and how HR managers can address issues like globalization, technology changes, cost containment, and diversity.
This document discusses the concept of strategic human resource management (SHRM). It defines SHRM as linking human resource management policies and practices to the strategic goals of an organization in order to improve performance. The document outlines the key objectives, functions, elements and approaches of SHRM. It discusses frameworks for achieving strategic fit between business and HR strategies. It also explains how the role of SHRM is changing to view employees as a strategic asset in helping organizations gain competitive advantages.
This document discusses strategic human resource management (SHRM) and the role of human resources as a strategic business partner. It provides definitions of SHRM, outlines four perspectives on SHRM activities and themes, and describes models of the evolution of HR roles from administrative experts to strategic partners. The document emphasizes that effective HRM is key to competitiveness and that people and processes within an organization are a source of sustained competitive advantage. It argues that HR leaders should participate directly in strategy formulation, ensure people issues are addressed as part of business strategies, and align HR strategies and processes to enable the implementation of business strategies.
Difference between personnel management and hrm assignmentOZ Assignment help
Difference between Personnel Management HRM Assignment for service industry explains all elements related to HRM, HND provides 100% original Assignment
This document discusses the challenges of human resource management in modern organizations. It begins with an introduction on the importance of human resources to an organization's success. It then identifies several challenges HR faces, including globalization, workforce diversity, technological advances, changes in the political/legal and economic environments, information technology revolutions, and organizational restructuring. Additional challenges discussed include professional mobility, the growing importance of strategic HR, and factors like accommodating worker needs, increased managerial complexity, legislation/litigation, consistency, expertise, and human resource costs. The document emphasizes that effective HR management is needed to help organizations adapt to these ongoing changes in the business environment.
Strategic Approach to Human Resource ManagementAtul Chanodkar
Strategic Approach to Human Resource Management
- Why Strategy
- Defining Strategy
- Key Elements of SHRM
- Differentiating Traditional and Strategic HRM
- Integrating HR Strategies with Corporate and Functional Strategies
- Integrating Human Resources in Strategic Decisions
- Organizational Human Resource Strategy: A Quick Look
The document compares and contrasts human resource management (HRM) and personnel management (PM). It outlines key differences between the two approaches, including that HRM is more strategic and integrated with business goals, while PM is more transactional. HRM focuses on treating employees as individuals, providing training and flexibility. PM takes a more rigid, rule-based approach to contracts and decision-making. Overall, the document analyzes differences in leadership style, pay policies, job design, treatment of workers, functions, and decision-making between HRM and PM.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
The document discusses human resource strategies at IBM. It begins by defining human resources and describing the functions of an HR department. It then discusses strategic human resource management and its focus on attracting, developing, rewarding and retaining employees to benefit both individuals and the organization. The document outlines the major functions of human resource managers, including managing the HR department, understanding employment laws, interacting with executive leadership, building employee relations, and more. It provides details on IBM's history and business activities.
The document discusses questions related to human resource management. It provides definitions of strategic human resource management and analyzes the importance of HRM in organizations. The document also examines the strategic HRM process, roles in SHRM, and development and implementation of HR strategy. Contemporary issues that influence HRM are identified and analyzed. A range of HR strategies for organizations are also identified and assessed.
Human resource management involves managing an organization's employees to help achieve business goals. Effective HRM requires strategic focus to ensure people resources can facilitate goal achievement. HRM also aims to ensure legislative compliance and manage risks. The goal of HRM is to attract, maintain, and effectively manage employees in a way that fits with the overall strategic direction of the company. Key HRM processes include workforce planning, recruitment, training, performance management, and compensation administration.
The assistant of the manager observant the
workers performance and reports to the manager.
Self-assessment: The workers self-assessment their performance and submit to the manager.
Client feedback: The client feedback is additionally a vital issue for watching the worker
performance.
Peer review: The co-workers review one another’s performance.
360-degree feedback: It involves feedback from the manager, peers, subordinates, and
customers.
13
Performance appraisal: The manager conducts periodic performance appraisals to judge the
worker’s performance.
Key performance indicators: Key metrics like sales, productivity, quality, etc. are tracked to
measure performance.
These factors helps the manager to spot the
Edited final reportseema kumari 9888546117Icaii Infotech
The document discusses the recruitment and selection process within organizations. It begins by explaining the importance of human resource planning and management for organizational success. It then describes the key objectives and functions of human resource departments, including recruitment and selection. The next sections provide details on the recruitment process, including sources of recruitment both internal and external. It also discusses some common constraints on recruitment. Finally, it outlines the typical steps in a selection process, including application screening, testing, interviews and making a final job offer. The overall summary is that effective recruitment and selection processes are important for organizations to identify and hire the right employees.
1) Talent management has evolved from personnel departments to strategic HR and now focuses on continuously developing and managing an organization's talent pipeline.
2) It involves integrating recruiting, performance management, learning and development, succession planning, and compensation to align them with business goals.
3) Developing a talent management strategy requires integrating existing HR functions, using competency management, and maturing software solutions to link all talent processes.
1) Talent management has evolved from personnel departments to strategic HR and now focuses on continuously developing and managing an organization's talent pipeline.
2) It involves integrating recruiting, performance management, learning, succession planning, and other processes to ensure an organization has the right people with the right skills.
3) Implementing a talent management strategy requires integrating HR functions, using competency frameworks, and maturing software solutions.
HRM- CONCEPTS AND CHALLENGES- Chapter 1.1- new.pptxMukindaChavhan
This document provides an overview of key concepts in human resource management. It discusses why human resources are more important than other resources due to their unique and complex nature. It defines human resource management and describes its main functions as acquisition, development, motivation, and maintenance of employees. The document also examines strategic human resource management and models for aligning HRM with organizational strategy, such as the Fombrun matching model and Harvard framework.
This document provides an introduction to human resource management. It discusses that HRM involves managing relationships in the workplace. Effective HRM depends on an organization's people, purpose, and structure. HRM is important because most organizational problems are human or social rather than technical. HRM aims to effectively utilize people to achieve organizational and individual goals through policies like recruiting, training, and rewarding employees. The main functions of HRM are planning, selecting, training, and developing staff. Strategic HRM aligns these functions with business strategy to achieve organizational objectives. Global HRM faces the challenge of appealing locally while maintaining an international feel.
The document discusses key concepts in human resource management including definitions, objectives, scope, functions, and the basic roles of an HR manager. It defines HRM as the planning, organizing, and controlling of procuring, developing, compensating, and maintaining human resources to accomplish organizational goals. The objectives of HRM are to help the organization reach its goals, employ workforce skills efficiently, provide well-trained employees, increase job satisfaction, and ensure social responsibility. The scope of HRM is vast, covering an employee's entire working life from hiring to departure. Core HR manager roles include planning staffing needs, recruiting and selecting employees, training and developing staff, determining compensation, and ensuring employee retention.
This document discusses human resource management and related concepts. It begins by defining human resource management according to various experts and outlines its key objectives such as helping the organization achieve its goals and increasing employee satisfaction. It describes the scope of HRM as encompassing all aspects of an employee's time with an organization. The core functions of an HR manager are identified as planning staffing needs, recruiting and selecting employees, training and developing staff, administering compensation and rewards, and managing employee relations. Different methods of recruitment like direct contact, advertisements, and third-party agencies are also summarized.
The document provides an overview of key topics in human resource management including the introduction to HRM, scope of HRM, features of HRM, integrating HR strategy with business strategy, HRM planning, talent management, training and development, performance management, employee engagement, compensation management, and organizational culture. It discusses concepts such as the functions of HRM, job analysis and design, human resource planning, and the functions and advantages of effective talent management.
Human capital refers to the skills and knowledge of individuals that contribute to economic growth. Human resource management involves overseeing various aspects of employment like ensuring compliance with labor laws. The main functions of human resource management include recruitment, training, performance management, communication, and employee motivation. Retaining talented employees is challenging for organizations, and the attitudes of managers are often more influential on retention than compensation and benefits. Proactive approaches to identifying what resonates with employees and meeting their interests can help increase retention.
CONCEPT OF HUMAN RESOUCE MANAGEMENT pptJAANVIARORA1
CONCEPT OF HUMAN RESOUCE MANAGEMENT
Topics Include
1. CONCEPT
2. DEFINE HRM
3. ROLE OF HRM
4. FUNCTIONS OF HRM
5. NATURE OF HRM
6. SCOPE OF HUMAN RESOURCE MANAGEMENT
7. OBJECTIVES OF HUMAN RESOURCE MANAGEMENT
8. IMPORTANCE OF HUMAN RESOURCE MANAGEMENT
9. VIDEO ON IMPORTANCE OF HRM
10. HR LESSONS FROM MOVIE DANGAL
The document discusses the functions of human resource management. It outlines two main categories of HRM functions - managerial functions and operative functions. The managerial functions include planning, organizing, staffing, directing, and controlling. The operative functions refer to specialized activities performed by HR managers, such as recruitment, training, compensation, maintenance, and integration. These functions work together to fulfill the goals and objectives of the organization by managing its human resources.
This document discusses strategic human resource management. It begins by defining strategic HRM as how an organization's goals are achieved through people via HR strategies and integrated policies and practices. It identifies the key functional strategy areas in business as human resource management, operations, production, finance, R&D, and marketing. It then explains that strategic HRM ensures people's talents can be valuable, rare, difficult to imitate, and organized to provide competitive advantage. The document outlines the nuts and bolts of HRM, including strategic planning, staffing, development, performance management, compensation, and labor relations. It emphasizes that vertical fit between strategies at different levels is important for organizational success.
This document is a project report on recruitment and selection at HDFC Standard Life. It includes an introduction, declaration, acknowledgements, and index. The introduction defines key terms like management education, human resource management, and human resource planning. It also outlines five steps for HR professionals to prepare for the future, such as rethinking their role, gaining business training, developing creativity, gaining varied experience, and recognizing ongoing challenges.
The document discusses human resource management (HRM) and its role in creating shareholder value. It provides an overview of traditional and modern views of HRM, describing how HRM has shifted from a cost center to a strategic function. The document also discusses several HRM best practices that can increase shareholder value such as implementing a high-performance work system, developing core organizational capabilities, and managing intangible assets through practices like an intangibles audit. Overall, the document argues that properly implementing strategic HRM practices can enhance organizational performance and increase shareholder value.
Human resource management (HRM) involves recruiting, hiring, deploying, and managing an organization's employees. HRM's main functions include recruitment and selection of candidates, orientation of new employees, maintaining good working conditions, managing employee relations, and providing training and development opportunities. The overall goal of HRM is to maximize employee performance and return on investment in human capital.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
Human resource management
1. Human Resource Management
6 COMMENTS
Related Terms:Employee Benefits; Employee Compensation; Employee Manual
Human Resource Management (HRM) is the term used to describe formal
systems devised for the management of people within an organization. The
responsibilities of a human resource manager fall into three major areas:
staffing, employee compensation and benefits, and defining/designing work.
Essentially, the purpose of HRM is to maximize the productivity of an
organization by optimizing the effectiveness of its employees. This mandate is
unlikely to change in any fundamental way, despite the ever-increasing pace
of change in the business world. As Edward L. Gubman observed in
the Journal of Business Strategy, "the basic mission of human resources will
always be to acquire, develop, and retain talent; align the workforce with the
business; and be an excellent contributor to the business. Those three
challenges will never change."
Until fairly recently, an organization's human resources department was often
consigned to lower rungs of the corporate hierarchy, despite the fact that its
mandate is to replenish and nourish what is often cited-;legitimately-;as an
organization's greatest resource, it's work force. But in recent years
recognition of the importance of human resources management to a
company's overall health has grown dramatically. This recognition of the
importance of HRM extends to small businesses, for while they do not
generally have the same volume of human resources requirements as do
larger organizations, they too face personnel management issues that can
have a decisive impact on business health. As Irving Burstiner commented
in The Small Business Handbook, "Hiring the right people-;and training them well-
;can often mean the difference between scratching out the barest of
livelihoods and steady business growth'¦. Personnel problems do not
discriminate between small and big business. You find them in all businesses,
regardless of size."
2. PRINCIPLES OF HUMAN RESOURCE MANAGEMENT
Business consultants note that modern human resource management is
guided by several overriding principles. Perhaps the paramount principle is a
simple recognition that human resources are the most important assets of an
organization; a business cannot be successful without effectively managing
this resource. Another important principle, articulated by Michael Armstrong in
his book A Handbook of Human Resource Management, is that business success
"is most likely to be achieved if the personnel policies and procedures of the
enterprise are closely linked with, and make a major contribution to, the
achievement of corporate objectives and strategic plans." A third guiding
principle, similar in scope, holds that it is the HR's responsibility to find,
secure, guide, and develop employees whose talents and desires are
compatible with the operating needs and future goals of the company. Other
HRM factors that shape corporate culture-;whether by encouraging integration
and cooperation across the company, instituting quantitative performance
measurements, or taking some other action-;are also commonly cited as key
components in business success. HRM, summarized Armstrong, "is a
strategic approach to the acquisition, motivation, development and
management of the organization's human resources. It is devoted to shaping
an appropriate corporate culture, and introducing programs which reflect and
support the core values of the enterprise and ensure its success."
POSITION AND STRUCTURE OF HUMAN RESOURCE
MANAGEMENT
Human resource department responsibilities can be subdivided into three
areas: individual, organizational, and career. Individual management entails
helping employees identify their strengths and weaknesses; correct their
shortcomings; and make their best contribution to the enterprise. These duties
are carried out through a variety of activities such as performance reviews,
training, and testing. Organizational development, meanwhile, focuses on
fostering a successful system that maximizes human (and other) resources as
part of larger business strategies. This important duty also includes the
creation and maintenance of a change program, which allows the organization
3. to respond to evolving outside and internal influences. Finally, there is the
responsibility of managing career development. This entails matching
individuals with the most suitable jobs and career paths within the
organization.
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Human resource management functions are ideally positioned near the
theoretic center of the organization, with access to all areas of the business.
Since the HRM department or manager is charged with managing the
productivity and development of workers at all levels, human resource
personnel should have access to-;and the support of-;key decision makers. In
addition, the HRM department should be situated in such a way that it is able
to communicate effectively with all areas of the company.
HRM structures vary widely from business to business, shaped by the type,
size, and governing philosophies of the organization that they serve. But most
organizations organize HRM functions around the clusters of people to be
helped-;they conduct recruiting, administrative, and other duties in a central
location. Different employee development groups for each department are
necessary to train and develop employees in specialized areas, such as
sales, engineering, marketing, or executive education. In contrast, some HRM
departments are completely independent and are organized purely by
function. The same training department, for example, serves all divisions of
the organization.
4. In recent years, however, observers have cited a decided trend toward
fundamental reassessments of human resources structures and positions. "A
cascade of changing business conditions, changing organizational structures,
and changing leadership has been forcing human resource departments to
alter their perspectives on their role and function almost overnight," wrote
John Johnston in Business Quarterly. "Previously, companies structured
themselves on a centralized and compartmentalized basis-;head office,
marketing, manufacturing, shipping, etc. They now seek to decentralize and to
integrate their operations, developing cross-functional teams'¦. Today, senior
management expects HR to move beyond its traditional, compartmentalized
'bunker' approach to a more integrated, decentralized support function." Given
this change in expectations, Johnston noted that "an increasingly common
trend in human resources is to decentralize the HR function and make it
accountable to specific line management. This increases the likelihood that
HR is viewed and included as an integral part of the business process, similar
to its marketing, finance, and operations counterparts. However, HR will retain
a centralized functional relationship in areas where specialized expertise is
truly required," such as compensation and recruitment responsibilities.
HUMAN RESOURCE MANAGEMENT-;KEY RESPONSIBILITIES
Human resource management is concerned with the development of both
individuals and the organization in which they operate. HRM, then, is engaged
not only in securing and developing the talents of individual workers, but also
in implementing programs that enhance communication and cooperation
between those individual workers in order to nurture organizational
development.
The primary responsibilities associated with human resource management
include: job analysis and staffing, organization and utilization of work force,
measurement and appraisal of work force performance, implementation of
reward systems for employees, professional development of workers, and
maintenance of work force.
5. Job analysis consists of determining-;often with the help of other company
areas-;the nature and responsibilities of various employment positions. This
can encompass determination of the skills and experiences necessary to
adequately perform in a position, identification of job and industry trends, and
anticipation of future employment levels and skill requirements. "Job analysis
is the cornerstone of HRM practice because it provides valid information about
jobs that is used to hire and promote people, establish wages, determine
training needs, and make other important HRM decisions," stated Thomas S.
Bateman and Carl P. Zeithaml in Management: Function and Strategy. Staffing,
meanwhile, is the actual process of managing the flow of personnel into,
within (through transfers and promotions), and out of an organization. Once
the recruiting part of the staffing process has been completed, selection is
accomplished through job postings, interviews, reference checks, testing, and
other tools.
Organization, utilization, and maintenance of a company's work force is another
key function of HRM. This involves designing an organizational framework
that makes maximum use of an enterprise's human resources and
establishing systems of communication that help the organization operate in a
unified manner. Other responsibilities in this area include safety and health
and worker-management relations. Human resource maintenance activities
related to safety and health usually entail compliance with federal laws that
protect employees from hazards in the workplace. These regulations are
handed down from several federal agencies, including the Occupational
Safety and Health Administration (OSHA) and the Environmental Protection
Agency (EPA), and various state agencies, which implement laws in the
realms of worker's compensation, employee protection, and other areas.
Maintenance tasks related to worker-management relations primarily entail:
working with labor unions; handling grievances related to misconduct, such as
theft or sexual harassment; and devising communication systems to foster
cooperation and a shared sense of mission among employees.
Performance appraisal is the practice of assessing employee job performance
and providing feedback to those employees about both positive and negative
aspects of their performance. Performance measurements are very important
6. both for the organization and the individual, for they are the primary data used
in determining salary increases, promotions, and, in the case of workers who
perform unsatisfactorily, dismissal.
Reward systems are typically managed by HR areas as well. This aspect of
human resource management is very important, for it is the mechanism by
which organizations provide their workers with rewards for past achievements
and incentives for high performance in the future. It is also the mechanism by
which organizations address problems within their work force, through
institution of disciplinary measures. Aligning the work force with company
goals, stated Gubman, "requires offering workers an employment relationship
that motivates them to take ownership of the business plan."
Employee development and training is another vital responsibility of HR
personnel. HR is responsible for researching an organization's training needs,
and for initiating and evaluating employee development programs designed to
address those needs. These training programs can range from orientation
programs, which are designed to acclimate new hires to the company, to
ambitious education programs intended to familiarize workers with a new
software system.
"After getting the right talent into the organization," wrote Gubman, "the
second traditional challenge to human resources is to align the workforce with
the business-;to constantly build the capacity of the workforce to execute the
business plan." This is done through performance appraisals, training, and
other activities. In the realm of performance appraisal, HRM professionals
must devise uniform appraisal standards, develop review techniques, train
managers to administer the appraisals, and then evaluate and follow up on
the effectiveness of performance reviews. They must also tie the appraisal
process into compensation and incentive strategies, and work to ensure that
federal regulations are observed.
Responsibilities associated with training and development activities,
meanwhile, include the determination, design, execution, and analysis of
educational programs. The HRM professional should be aware of the
fundamentals of learning and motivation, and must carefully design and
7. monitor training and development programs that benefit the overall
organization as well as the individual. The importance of this aspect of a
business's operation can hardly be overstated. As Roberts, Seldon, and
Roberts indicated in Human Resources Management, "the quality of employees
and their development through training and education are major factors in
determining long-term profitability of a small business'¦. Research has shown
specific benefits that a small business receives from training and developing
its workers, including: increased productivity; reduced employee turnover;
increased efficiency resulting in financial gains; [and] decreased need for
supervision."
Meaningful contributions to business processes are increasingly recognized as
within the purview of active human resource management practices. Of
course, human resource managers have always contributed to overall
business processes in certain respects-;by disseminating guidelines for and
monitoring employee behavior, for instance, or ensuring that the organization
is obeying worker-related regulatory guidelines. Now, increasing numbers of
businesses are incorporating human resource managers into other business
processes as well. In the past, human resource managers were cast in a
support role in which their thoughts on cost/benefit justifications and other
operational aspects of the business were rarely solicited. But as Johnston
noted, the changing character of business structures and the marketplace are
making it increasingly necessary for business owners and executives to pay
greater attention to the human resource aspects of operation: "Tasks that
were once neatly slotted into well-defined and narrow job descriptions have
given way to broad job descriptions or role definitions. In some cases,
completely new work relationships have developed; telecommuting,
permanent part-time roles and outsourcing major non-strategic functions are
becoming more frequent." All of these changes, which human resource
managers are heavily involved in, are important factors in shaping business
performance.
THE CHANGING FIELD OF HUMAN RESOURCE MANAGEMENT
8. In recent years, several business trends have had a significant impact on the
broad field of HRM. Chief among them was new technologies. These new
technologies, particularly in the areas of electronic communication and
information dissemination and retrieval, have dramatically altered the
business landscape. Satellite communications, computers and networking
systems, fax machines, and other devices have all facilitated change in the
ways in which businesses interact with each other and their workers.
Telecommuting, for instance, has become a very popular option for many
workers, and HRM professionals have had to develop new guidelines for this
emerging subset of employees.
Changes in organizational structure have also influenced the changing face of
human resource management. Continued erosion in manufacturing industries
in the United States and other nations, coupled with the rise in service
industries in those countries, have changed the workplace, as has the decline
in union representation in many industries (these two trends, in fact, are
commonly viewed as interrelated). In addition, organizational philosophies
have undergone change. Many companies have scrapped or adjusted their
traditional, hierarchical organizational structures in favor of flatter
management structures. HRM experts note that this shift in responsibility
brought with it a need to reassess job descriptions, appraisal systems, and
other elements of personnel management.
A third change factor has been accelerating market globalization. This
phenomenon has served to increase competition for both customers and jobs.
The latter development enabled some businesses to demand higher
performances from their employees while holding the line on compensation.
Other factors that have changed the nature of HRM in recent years include
new management and operational theories like Total Quality Management
(TQM), rapidly changing demographics, and changes in health insurance and
federal and state employment legislation.
SMALL BUSINESS AND HUMAN RESOURCE MANAGEMENT
9. A small business's human resource management needs are not of the same
size or complexity of those of a large firm. Nonetheless, even a business that
carries only two or three employees faces important personnel management
issues. Indeed, the stakes are very high in the world of small business when it
comes to employee recruitment and management. No business wants an
employee who is lazy or incompetent or dishonest. But a small business with
a work force of half a dozen people will be hurt far more by such an employee
than will a company with a work force that numbers in the hundreds (or
thousands). Nonetheless, "most small business employers have no formal
training in how to make hiring decisions," noted Jill A. Rossiter in Human
Resources: Mastering Your Small Business. "Most have no real sense of the time
it takes nor the costs involved. All they know is that they need help in the form
of a 'good' sales manager, a 'good' secretary, a 'good' welder, and so on. And
they know they need someone they can work with, who is willing to put in the
time to learn the business and do the job. It sounds simple, but it isn't."
Before hiring a new employee, the small business owner should weigh several
considerations. The first step the small business owner should take when
pondering an expansion of employee payroll is to honestly assess the status
of the organization itself. Are current employees being utilized appropriately?
Are current production methods effective? Can the needs of the business be
met through an arrangement with an outside contractor or some other means?
Are you, as the owner, spending your time appropriately? As Rossiter noted,
"any personnel change should be considered an opportunity for rethinking
your organizational structure."
Small businesses also need to match the talents of prospective employees
with the company's needs. Efforts to manage this can be accomplished in a
much more effective fashion if the small business owner devotes energy to
defining the job and actively taking part in the recruitment process. But the
human resource management task does not end with the creation of a
detailed job description and the selection of a suitable employee. Indeed, the
hiring process marks the beginning of HRM for the small business owner.
10. Small business consultants strongly urge even the most modest of business
enterprises to implement and document policies regarding human resource
issues. "Few small enterprises can afford even a fledgling personnel
department during the first few years of business operation," acknowledged
Burstiner. "Nevertheless, a large mass of personnel forms and data generally
accumulates rather rapidly from the very beginning. To hold problems to a
minimum, specific personnel policies should be established as early as
possible. These become useful guides in all areas: recruitment and selection,
compensation plan and employee benefits, training, promotions and
terminations, and the like." Depending on the nature of the business
enterprise (and the owner's own comfort zone), the owner can even involve
his employees in this endeavor. In any case, a carefully considered employee
handbook or personnel manual can be an invaluable tool in ensuring that the
small business owner and his or her employees are on the same page.
Moreover, a written record can lend a small business some protection in the
event that its management or operating procedures are questioned in the
legal arena.
Some small business owners also need to consider training and other
development needs in managing their enterprise's employees. The need for
such educational supplements can range dramatically. A bakery owner, for
instance, may not need to devote much of his resources to employee training,
but a firm that provides electrical wiring services to commercial clients may
need to implement a system of continuing education for its workers in order to
remain viable.
Finally, the small business owner needs to establish and maintain a
productive working atmosphere for his or her work force. Employees are far
more likely to be productive assets to your company if they feel that they are
treated fairly. The small business owner who clearly communicates personal
expectations and company goals, provides adequate compensation, offers
meaningful opportunities for career advancement, anticipates work force
training and developmental needs, and provides meaningful feedback to his or
11. her employees is far more likely to be successful than the owner who is
neglectful in any of these areas.
BIBLIOGRAPHY
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