The document provides an introduction to human resource management (HRM). It aims to demonstrate the role of HR and understand factors influencing HRM. HR deals with managing people by acquiring, developing, and supporting staff to fulfill their roles. HRM is defined as a series of activities that agree on work relationships and ensure agreements are fulfilled. The key aspects of HRM include recruiting, training, rewarding, and developing employees. HRM replaced personnel management in the 1980s-90s with a new distinct management approach focused on long-term perspectives, commitment, and maximum resource utilization. Hard and soft HRM models are also discussed, with hard HRM viewing employees as resources to control and soft HRM stressing human aspects and involvement.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
The document discusses human resource management and human resource development. It defines HRM and HRD, compares their functions, and outlines the scope, objectives, roles and challenges of HRM in India. Key topics covered include strategic HRM, HRM policies, the roles of HR managers, and the differences between HRM and HRD.
Introduction to HR Management and HR Management Process for beginners. What is HR Management? Key focused areas under HR Management is discussed under the study.
Two contract workers who had been laid off from their jobs in 1996, doused themselves with kerosene and set themselves ablaze in protest in front of their former company's offices. While one died at the scene, the other passed away a few days later. They had worked for 17 and 19 years respectively but were not considered permanent employees. Their union had promised to renegotiate for them but ultimately could not improve their situation, which led them to take their own lives in desperation. This tragic event highlights issues around human resource management practices regarding temporary or contract workers.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
This document discusses the key functions of human resource management: staffing, human resource development, motivation and evaluation, employee provisions, and industrial relations. It provides details on the processes involved in each function, such as human resource planning, job analysis, recruitment, selection, training, performance management, and health and safety. The functions are interrelated and affect each other. The goal of human resource management is to utilize people effectively to achieve organizational objectives.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
The document discusses human resource management and human resource development. It defines HRM and HRD, compares their functions, and outlines the scope, objectives, roles and challenges of HRM in India. Key topics covered include strategic HRM, HRM policies, the roles of HR managers, and the differences between HRM and HRD.
Introduction to HR Management and HR Management Process for beginners. What is HR Management? Key focused areas under HR Management is discussed under the study.
Two contract workers who had been laid off from their jobs in 1996, doused themselves with kerosene and set themselves ablaze in protest in front of their former company's offices. While one died at the scene, the other passed away a few days later. They had worked for 17 and 19 years respectively but were not considered permanent employees. Their union had promised to renegotiate for them but ultimately could not improve their situation, which led them to take their own lives in desperation. This tragic event highlights issues around human resource management practices regarding temporary or contract workers.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
This document discusses the key functions of human resource management: staffing, human resource development, motivation and evaluation, employee provisions, and industrial relations. It provides details on the processes involved in each function, such as human resource planning, job analysis, recruitment, selection, training, performance management, and health and safety. The functions are interrelated and affect each other. The goal of human resource management is to utilize people effectively to achieve organizational objectives.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, distinctive HR practices, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and contexts.
This document discusses strategic human resource management. It begins by outlining HR's strategic roles in formulating integrated HR strategies, supporting business goals, and contributing to business strategies. It then discusses seven steps for HR to be strategic, including being aware of business context. The document also discusses approaches to strategy formulation, the new functional role of HR with a focus on business outcomes, the basis and principles of strategic HRM, concepts like the resource-based view and strategic fit, perspectives on strategic HRM, and the best practice approach.
The document discusses the functions of human resource management which include planning, organizing, staffing, directing, and controlling as managerial functions and employment, human resource development, compensation management, and employee relations as operational functions. It also outlines the roles of HR executives as service providers, administrative experts, facilitators, consultants, auditors, change agents, and employee advocates.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
Fundamental of Human Resources Management Training (Kanaidi, SE., M.Si)Kanaidi ken
This document discusses the changing roles of human resource management. It covers 7 key HR activities including strategic HR management, staffing, compensation and benefits. It describes how the roles of HR are transforming from administrative to more strategic, operational, and employee advocacy roles. New approaches like collaborative HR and increasing use of HR technology are also discussed. The document emphasizes the importance of ethics in HR management.
The document summarizes key concepts from Chapter 5 of the textbook "Fundamentals of Human Resource Management" by DeCenzo and Robbins. It discusses human resource planning and job analysis. Specifically, it describes how human resource planning ensures an organization has the right number and types of employees with the necessary skills to achieve strategic objectives. It also explains different methods for conducting job analysis to define job responsibilities, requirements and working conditions.
The document discusses the concepts of career, human resource development (HRD), and the evolution of the personnel function in organizations. It provides details on the features and benefits of HRD, as well as the mechanisms used for HRD, including performance appraisal, training, rewards, and organization development. HRD aims to develop employees' competencies at individual, group, and organizational levels to improve performance and organizational effectiveness.
The document discusses human resource audits, including their definition, significance, objectives, benefits, and approaches. A HR audit examines policies, practices, procedures, compliance, effectiveness, and efficiency. It identifies gaps, makes recommendations for improvements, and helps ensure HR activities align with organizational goals. The audit scope includes functions like planning, staffing, development, motivation and more. Objectives include assessing performance, implementation, corrective actions, evaluations, and strategy modification. Benefits are improving the HR department, responsibility, uniform policies, and legal compliance.
Human resource planning is a process of forecasting future personnel needs and the availability of personnel to meet those needs in order to ensure that the right number and type of people are available at the right time and place. It involves forecasting demand and supply of personnel, developing programs to fulfill needs, implementing those programs, and evaluating their effectiveness. Effective HRP requires aligning HR strategies with organizational objectives, obtaining management support, maintaining accurate personnel records, using appropriate forecasting techniques, and revising plans and processes over time.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, HR bundles, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and how competition is changing HR practices in retail banking.
Human resources managers must scan the organizational environment and formulate strategies in response to trends. Technological advances require technically skilled employees and impact organizational structure. Factors to consider include technology, organizational structure, employee values and attitudes, management trends, demographics, human resource utilization, and international developments. Successfully addressing a changing environment through strategic planning and adaptation provides organizations with a competitive advantage.
Human Resource Planning is the process of determining manpower requirements and meeting those requirements to achieve organizational goals. The objectives of HRP include ensuring optimal human resource use, avoiding imbalances in distribution, assessing future skill needs, and providing control measures. HRP involves analyzing current staffing levels, projecting future needs, and developing programs for recruitment, training, and staffing changes. Both internal factors like company policies and external factors like technology and regulations affect HRP. Benefits of HRP are reduced costs, improved employee development, identification of skills gaps, and improved business planning.
Human Resource Information System (HRIS) is a system used to collect, record, store, manage and present data related to an organization's human resources. HRIS was first introduced in the 1950s and became more widely adopted in organizations in the 1980s and 1990s. HRIS systems help with functions like employee records management, payroll, compliance, forecasting future needs, and assisting managers with relevant data. The key benefits of HRIS include saving time, saving costs, and allowing for better work reallocation within an organization.
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 presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
Human resource management (HRM) deals with effectively utilizing people to achieve organizational goals. HRM covers all decisions affecting the workforce, including personnel policies, practices, and systems. The key functions of HRM include attracting, selecting, training, developing, motivating and managing employees. HRM aims to meet business needs, link human resource strategies to objectives, add value to the business, and gain employee commitment to goals. HRM is a comprehensive, people-oriented, and action-focused process applied across organizations to manage the workforce.
Human Resource Management involves hiring, motivating, and maintaining employees in an organization. It focuses on managing people to accomplish individual, organizational, and social goals. HRM aims to make integrated decisions regarding recruiting, developing, compensating, and separating employees in a way that is consistent with the organization's effectiveness and ability to serve customers with high quality products and services.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, distinctive HR practices, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and contexts.
This document discusses strategic human resource management. It begins by outlining HR's strategic roles in formulating integrated HR strategies, supporting business goals, and contributing to business strategies. It then discusses seven steps for HR to be strategic, including being aware of business context. The document also discusses approaches to strategy formulation, the new functional role of HR with a focus on business outcomes, the basis and principles of strategic HRM, concepts like the resource-based view and strategic fit, perspectives on strategic HRM, and the best practice approach.
The document discusses the functions of human resource management which include planning, organizing, staffing, directing, and controlling as managerial functions and employment, human resource development, compensation management, and employee relations as operational functions. It also outlines the roles of HR executives as service providers, administrative experts, facilitators, consultants, auditors, change agents, and employee advocates.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
Fundamental of Human Resources Management Training (Kanaidi, SE., M.Si)Kanaidi ken
This document discusses the changing roles of human resource management. It covers 7 key HR activities including strategic HR management, staffing, compensation and benefits. It describes how the roles of HR are transforming from administrative to more strategic, operational, and employee advocacy roles. New approaches like collaborative HR and increasing use of HR technology are also discussed. The document emphasizes the importance of ethics in HR management.
The document summarizes key concepts from Chapter 5 of the textbook "Fundamentals of Human Resource Management" by DeCenzo and Robbins. It discusses human resource planning and job analysis. Specifically, it describes how human resource planning ensures an organization has the right number and types of employees with the necessary skills to achieve strategic objectives. It also explains different methods for conducting job analysis to define job responsibilities, requirements and working conditions.
The document discusses the concepts of career, human resource development (HRD), and the evolution of the personnel function in organizations. It provides details on the features and benefits of HRD, as well as the mechanisms used for HRD, including performance appraisal, training, rewards, and organization development. HRD aims to develop employees' competencies at individual, group, and organizational levels to improve performance and organizational effectiveness.
The document discusses human resource audits, including their definition, significance, objectives, benefits, and approaches. A HR audit examines policies, practices, procedures, compliance, effectiveness, and efficiency. It identifies gaps, makes recommendations for improvements, and helps ensure HR activities align with organizational goals. The audit scope includes functions like planning, staffing, development, motivation and more. Objectives include assessing performance, implementation, corrective actions, evaluations, and strategy modification. Benefits are improving the HR department, responsibility, uniform policies, and legal compliance.
Human resource planning is a process of forecasting future personnel needs and the availability of personnel to meet those needs in order to ensure that the right number and type of people are available at the right time and place. It involves forecasting demand and supply of personnel, developing programs to fulfill needs, implementing those programs, and evaluating their effectiveness. Effective HRP requires aligning HR strategies with organizational objectives, obtaining management support, maintaining accurate personnel records, using appropriate forecasting techniques, and revising plans and processes over time.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, HR bundles, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and how competition is changing HR practices in retail banking.
Human resources managers must scan the organizational environment and formulate strategies in response to trends. Technological advances require technically skilled employees and impact organizational structure. Factors to consider include technology, organizational structure, employee values and attitudes, management trends, demographics, human resource utilization, and international developments. Successfully addressing a changing environment through strategic planning and adaptation provides organizations with a competitive advantage.
Human Resource Planning is the process of determining manpower requirements and meeting those requirements to achieve organizational goals. The objectives of HRP include ensuring optimal human resource use, avoiding imbalances in distribution, assessing future skill needs, and providing control measures. HRP involves analyzing current staffing levels, projecting future needs, and developing programs for recruitment, training, and staffing changes. Both internal factors like company policies and external factors like technology and regulations affect HRP. Benefits of HRP are reduced costs, improved employee development, identification of skills gaps, and improved business planning.
Human Resource Information System (HRIS) is a system used to collect, record, store, manage and present data related to an organization's human resources. HRIS was first introduced in the 1950s and became more widely adopted in organizations in the 1980s and 1990s. HRIS systems help with functions like employee records management, payroll, compliance, forecasting future needs, and assisting managers with relevant data. The key benefits of HRIS include saving time, saving costs, and allowing for better work reallocation within an organization.
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 presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
Human resource management (HRM) deals with effectively utilizing people to achieve organizational goals. HRM covers all decisions affecting the workforce, including personnel policies, practices, and systems. The key functions of HRM include attracting, selecting, training, developing, motivating and managing employees. HRM aims to meet business needs, link human resource strategies to objectives, add value to the business, and gain employee commitment to goals. HRM is a comprehensive, people-oriented, and action-focused process applied across organizations to manage the workforce.
Human Resource Management involves hiring, motivating, and maintaining employees in an organization. It focuses on managing people to accomplish individual, organizational, and social goals. HRM aims to make integrated decisions regarding recruiting, developing, compensating, and separating employees in a way that is consistent with the organization's effectiveness and ability to serve customers with high quality products and services.
The document covers the following topics related to human resource management (HRM):
- An introduction to management, organization, and the evolution and history of HRM
- The objective of HRM and important terminology
- A definition of HRM and how it represents the strategic deployment of human resources
- The history and evolution of HRM, from personnel management to its recognition as a profession
- The objectives of HRM from societal, organizational, functional, and personal perspectives
- An overview of the evolution of HR practices in Bangladesh and areas that can be improved
Human resource management (HRM) involves managing an organization's employees. It includes activities like recruiting and selecting employees, orientation and training, performance evaluation, compensation and benefits, and labor relations. The goal of HRM is to attract, develop and maintain a talented workforce to help achieve organizational objectives. It has evolved over time due to factors like scientific management, the human relations movement, and changes in business needs and the economy.
Human resource management involves recruitment, management, and development of employees. It focuses on five key functional areas: staffing, rewards, employee development, employee maintenance, and employee relations. Staffing deals with hiring qualified candidates. Rewards involve compensation and benefits systems. Employee development analyzes training needs. Employee maintenance ensures workplace health and safety. Employee relations includes schemes for employee involvement and union negotiations. The document outlines the various activities of HRM such as recruitment, training, performance management, compensation, and employee surveys. It emphasizes that properly executing HRM functions is crucial to achieving organizational goals.
The document discusses key aspects of human resource management including definitions, core elements, objectives and functions. It describes HRM as integrating employment decisions to help organizations and employees achieve their goals. The core elements are organizations, people and management. Objectives include societal, organizational and personal goals. Functions involve planning, staffing, directing and controlling human resources from recruitment to retirement. It also outlines the scope, role and challenges of HRM in modern organizations.
Human resource management deals with managing an organization's employees or human resources. The objectives of HRM are to improve employee morale and performance to accomplish organizational goals, recognize individual needs through adequate compensation and benefits, and develop a quality work environment. HRM is important for attracting and retaining talent, developing employee skills, motivating workers, utilizing resources effectively, and maintaining good employee relations. Some of the key challenges faced by HR managers include a changing workforce, globalization, quality improvement demands, and adapting to changing employee expectations.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
- HRM has existed since prehistoric times when tribes organized and selected leaders. Formal HRM began around 1750 BC with the Code of Hammurabi promoting welfare.
- In the early 1900s, some key events included the first dedicated HRM department in 1901 in the US and Hawthorne Studies influencing the human relations movement.
- The scope of HRM encompasses all employee activities from hiring to exit including training, compensation, performance reviews, and industrial relations.
- Today, HRM must obtain, maintain and retain talent in a rapidly changing global environment where technology, the economy, regulations, and mental health impact the workplace and the war for talent.
This document provides an introduction to human resource management. It begins with opening quotes about fulfilling employee wishes, hiring employees who smile, and spending on training. It then asks questions about what human resource management is and the difference between HRM and personnel management. The document outlines the aims of understanding the role of HR, factors influencing HRM, and differentiating between HRM and personnel management. It discusses various aspects of HRM like definitions, models, functions, and challenges. It also covers topics like human resource planning, organizational structure and how it relates to HRM, and the role of the human resources department.
This document summarizes several influential management theories:
1) Frederick Taylor's scientific management theory focused on analyzing workflows to increase economic efficiency through principles like scientific selection of workers and splitting work into equal tasks.
2) Henri Fayol identified 6 primary management functions: forecasting, planning, organizing, commanding, coordinating, and controlling.
3) Max Weber's theory proposed bureaucratic management with organizational hierarchies, standard operating procedures, and clear lines of authority and control.
4) The Hawthorne studies found that social factors like attention from managers can increase worker productivity, challenging the view that people act purely rationally and economically.
This Presentation is made on the topic of Introduction of Management, I have presented some ideas, views and shared my knowledge on this slide, you can get some important ideas on this slide about Introduction of Management.
HR Solutions is a consulting firm established in 2001 that offers a variety of HR support services. The firm prides itself on developing holistic and flexible solutions tailored to each client's unique needs through trusted relationships. It aims to go beyond traditional approaches with a relaxed and fun working style. Client surveys show high satisfaction with the responsive, personal and professional service, leading to 100% of clients recommending HR Solutions.
Frederick taylor and scientific managementMarites Teope
Frederick Taylor was one of the earliest management theorists and pioneered the concept of Scientific Management in the early 20th century. He studied how work was performed and sought to optimize jobs and standardize tasks to increase productivity. Taylor developed four principles of scientific management including replacing rule-of-thumb work with scientific study of tasks, matching workers to jobs based on capability, providing supervision to ensure efficient work methods are used, and having managers focus on planning and training to allow efficient work. While influential, Taylor's theories broke work into small specialized tasks and are at odds with modern approaches emphasizing autonomy, flexibility, teamwork and incorporating worker ideas.
The Immigration Innovation Act of 2013 Proposes Major Reforms Jacob Sapochnick
Senators Orrin Hatch of Utah, Amy Klobuchar of Minnesota, Marco Rubio of Florida and Chris Coons of Delaware have introduced the Immigration Innovation (I2, or I Squared) Act of 2013 which seeks to increase the H-1B quota, enhance the portability of existing H-1Bs, increase the number of employment-based green cards and allow U.S. students (especially STEM) to obtain green cards faster.
The document discusses challenges facing the hospitality industry, including a serious labor shortage. It predicts the industry will need over 500,000 additional employees by 2014. Many hospitality jobs are currently filled by immigrant workers, but immigration policies could impact staffing levels. The rest of the document outlines various visa options for foreign hospitality workers, requirements and processes for each, and how immigration reform may affect the industry.
This document summarizes key topics from a lecture on employment laws and their application to managing hospitality human resources. It discusses discrimination and equal employment opportunity legislation including the Civil Rights Act of 1964. It describes the Equal Employment Opportunity Commission and its role in overseeing employment standards. It also outlines other relevant laws such as the Age Discrimination in Employment Act, Americans with Disabilities Act, and Family and Medical Leave Act. Finally, it discusses areas of potential abuse in hospitality operations and issues surrounding the social context of employment.
The document discusses recruitment policies, methods, and procedures. It begins by outlining learning objectives around describing the purpose of recruitment, explaining recruitment policies and processes, identifying components of good policies, and familiarizing sources and methods. It then defines recruitment and discusses the purpose and importance of having recruitment policies. Key points made include attracting candidates, creating talent pools for selection, determining staffing needs, and meeting legal obligations. The document also outlines factors affecting policy, components of policies, the recruitment process, and methods of recruitment including internal and external approaches. It closes by discussing advantages and disadvantages of different recruitment methods.
This document provides an overview of a module on human resources. The module objectives are to learn about the role of HR in an organization, talent acquisition and development activities, compensation components and use, HR's role in workforce relations, and HR's strategic role in business. The module outline covers introduction to HR operations, talent acquisition, compensation, talent development, workforce relations, strategic role of HR, and HR outsourcing.
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.
Human resource management (HRM) involves developing and maintaining a qualified workforce to contribute to organizational effectiveness. HRM includes attracting, developing, and retaining talented employees to support an organization's mission and strategies. It is the management of an organization's workforce through functions like recruiting, training, developing policies, and maintaining employee morale. The goal of HRM is to achieve organizational and individual goals through effective human resource planning and practices.
Introduction to Human Rresource M Lecture 1.pptYounas Khan
The document provides an introduction to human resource management (HRM). It defines HRM and personnel management, outlines the key roles and functions of HRM like recruitment, training, compensation, and developing employees. It also discusses different approaches to HRM, like the Harvard model which views employees as a key resource and the Michigan model which focuses more on cost-effectiveness. The document emphasizes that HRM plays an important role in tourism organizations by supporting managers and ensuring staffing needs are met.
HRM involves managing an organization's workforce, including recruiting, training, and developing employees. The key objectives of HRM are to ensure organizational effectiveness by recognizing the role of HRM in bringing about effectiveness, maintaining the department's appropriate contribution to the organization's needs, and assisting employees in achieving personal goals that enhance their contribution. HRM must address challenges such as globalization, new technology, managing change, and containing costs while meeting objectives that are societal, organizational, functional, and personal.
The document provides an overview of human resource management and human resource planning. It discusses key topics such as the importance of human resources, objectives of HRM, the process of human resource planning, and factors involved in environmental scanning as part of HR planning. The key points covered are:
1) HRM involves policies and practices for recruiting, selecting, training and rewarding employees.
2) The objectives of HRM include taking care of employee work life, acting as a liaison between management and employees, and offering training to develop skills.
3) Human resource planning is a process that identifies future HR needs based on organizational objectives and manages changes in the internal and external environment.
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 provides an overview of human resource management (HRM). It begins by outlining the key learning objectives which are to introduce HRM concepts, review management theories and compare HRM to personnel management. It then discusses how HRM deals with selecting, training, developing and reviewing employees. The document contrasts HRM with the historical approach of personnel management and emphasizes that HRM views employees as assets rather than costs. It concludes by noting how HRM aims to balance organizational and individual needs through flexibility, work-life balance policies and participation in decision making.
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.
Human Resource Management (HRM) helps recruit, select, train and develop employees to meet organizational goals. HRM has evolved from personnel administration to strategic management of human capital. Key functions of HRM include acquisition, development, motivation and maintenance of employees. While HRM practices in Bangladesh have improved, challenges remain regarding attitudes, labor laws, and developing qualified HR professionals. The strategic role of HRM is to build a committed workforce that supports business strategies and maintains a competitive advantage.
The document discusses the key concepts of human resource management (HRM) and personnel management (PM). It defines HRM as the effective use of human resources to achieve organizational goals and enhance performance. The history and evolution of HRM is outlined, moving from craft systems to scientific management to a human relations approach. The functions of HRM include recruitment, training, compensation and benefits administration, employee relations, and more. HRM is presented as strategic and goal-oriented while PM is more operational and problem-solving focused. The objectives of HRM policies, procedures and programs are to achieve organizational and individual goals through the effective management of human resources.
Human resource management has evolved significantly over time:
1. During the Industrial Revolution, poor working conditions led to adversarial employer-employee relationships and the beginnings of focusing on worker welfare.
2. Scientific management in the early 20th century emphasized using scientific principles to efficiently select, train, and assign workers to tasks.
3. From the 1920s-1930s, the focus shifted to personnel management which stressed the importance of employee satisfaction and developing good employee relations.
4. The human relations movement further emphasized addressing both employee needs and organizational goals through cooperation rather than conflict.
Human resource management has evolved significantly over time:
1. During the Industrial Revolution, poor working conditions led to adversarial employee relations.
2. Scientific management in the early 20th century focused on selecting and training workers based on abilities.
3. Personnel management then emerged, emphasizing the administration of employee welfare programs.
4. Modern HRM models incorporate organizational strategy, viewing employees as strategic assets.
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT Ronit Kharade
This document provides an introduction to human resource management. It defines human resources as the knowledge, education, skills, training and proficiency of organizational members. While physical resources were once viewed as more important, employers now recognize intellectual capital as critical to business success. The document defines human resources management as taking care of employee work life from hiring to leaving while ensuring cooperation in achieving organizational goals. The objectives and scope of human resource management are also outlined.
This document provides an overview of a course on Managing People at Work taught by Jayadeva de Silva. The course is 45 hours and aims to examine topics in human resource management from both a theoretical and practical perspective using research evidence. Key topics covered include introduction to HRM, employment planning, staffing, performance management, training and development, compensation, and employee relations. Assessment is based on assignments, classroom assessments, and an end-term exam.
The document is a reflective essay written by a student about their learning in a Human Resource Management module. The student discusses gaining a better understanding of HRM and how companies employ people. They reflect on improving their writing, thinking skills, and understanding of the wider world and importance of people. The student also discusses feeling more confident in their ability to discuss resourcing for companies and their remaining areas for growth, including presenting skills.
KEY PRINCIPLES OF HUMAN RESOURCE MANAGEMENTMohammed Miah
This document provides an overview of human resource management (HRM). It defines HRM and personnel management, and traces the evolution of HRM from human relations movements. Key classical management principles are described, such as Adam Smith's division of labor and specialization. Theoretical approaches to management are discussed, including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Handy's role and power cultures. Additional principles like unity of command and centralization are covered. The document concludes by noting how changes in technology, government policy, education, the economy, and social factors have shaped the development of HRM over time.
This PowerPoint presentation provides an overview of key concepts in human resource management. It defines HRM as policies and practices related to recruiting, screening, training, rewarding and appraising employees. The presentation outlines the responsibilities of line managers in HRM. It also discusses high-performance work systems, measuring HR's contribution, certifications for HR professionals, and the scope of HRM. The overall presentation serves as an introduction to fundamental aspects of human resource management.
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.
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie WellsRosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
1. Introduction to HRMIntroduction to HRM
Human ResourceHuman Resource
Management - SManagement - Session 1ession 1
Suhel KhanSuhel Khan
2. AimsAims
By the end of the session students will beBy the end of the session students will be
able to:able to:
1) Demonstrate an understanding1) Demonstrate an understanding role ofrole of
HRHR..
2) 2) UnderstandUnderstand the factors influencing thethe factors influencing the
HRM.HRM.
3. What is HR?What is HR?
Human Resources is the part of theHuman Resources is the part of the
organization that deals with peopleorganization that deals with people
Managing the human resourceManaging the human resource
This means acquiring developing andThis means acquiring developing and
supporting staff as well as ensuring theysupporting staff as well as ensuring they
fulfill their role at workfulfill their role at work
4. Define HRMDefine HRM
Torrington et al “ It is a series of activitiesTorrington et al “ It is a series of activities
which; first enables working people andwhich; first enables working people and
the organisation which uses their skills tothe organisation which uses their skills to
agree about the objective and nature ofagree about the objective and nature of
their working relationship and secondly,their working relationship and secondly,
ensure that the agreement is fullfilled.”ensure that the agreement is fullfilled.”
5. HRMHRM
The Policies and practices in carrying out theThe Policies and practices in carrying out the
“people” or human resource aspects of a“people” or human resource aspects of a
management position including, recruiting,management position including, recruiting,
screening, training, rewarding and appraising.screening, training, rewarding and appraising.
(Dessler G)(Dessler G)
The Charted Institute of Personnel ManagementThe Charted Institute of Personnel Management
“ The design, implementation and maintenance“ The design, implementation and maintenance
of strategies to manage people for optimumof strategies to manage people for optimum
business performance including thebusiness performance including the
development of policies and process to supportdevelopment of policies and process to support
these strategies”these strategies”
6. ContinueContinue
So the Human Resource Manager job includes:So the Human Resource Manager job includes:
Conducting Job analysis ( determining the nature ofConducting Job analysis ( determining the nature of
each job)each job)
Planning labour needs and recruiting job candidatedPlanning labour needs and recruiting job candidated
Selecting Job candidatesSelecting Job candidates
Orienting and training new employeesOrienting and training new employees
Managing wages and salaries (compensatingManaging wages and salaries (compensating
employees)employees)
Providing incentives and benefitsProviding incentives and benefits
Appraising performanceAppraising performance
Communicating ( interviewing, counselling, disciplining)Communicating ( interviewing, counselling, disciplining)
Training and developmentTraining and development
7. Cont.Cont.
Training and Developing managersTraining and Developing managers
Building employee commitmentBuilding employee commitment
And what a HRM Manger should knowAnd what a HRM Manger should know
aboutabout
Equal opportunity and affirmative actionEqual opportunity and affirmative action
Employee health and safetyEmployee health and safety
Handling grievances and labour relationsHandling grievances and labour relations
8. Personnel Management V ResourcePersonnel Management V Resource
ManagementManagement
Personnel Management is ‘workforce’ centredPersonnel Management is ‘workforce’ centred
HR is resource centredHR is resource centred
Does not identify with Management interestsDoes not identify with Management interests
Directed at management needs for deploymentDirected at management needs for deployment
People have the right to proper ‘treatment’People have the right to proper ‘treatment’
Focus is on individuals and needs and potentialFocus is on individuals and needs and potential
Intervene between manager - subordinate relationshipsIntervene between manager - subordinate relationships
Planning, monitoring and control rather than mediationPlanning, monitoring and control rather than mediation
9. Introduction to HRIntroduction to HR
The 1980’s and 90’s saw ‘Human ResourceThe 1980’s and 90’s saw ‘Human Resource
Management’(HRM) replace ‘Personnel Management’Management’(HRM) replace ‘Personnel Management’
fashionable termfashionable term
re-organisation of work of personnel departmentre-organisation of work of personnel department
distinctively different with new management approachdistinctively different with new management approach
Long term rather than short term perspectiveLong term rather than short term perspective
Psychological contract of commitmentPsychological contract of commitment
Self-control rather than external controlsSelf-control rather than external controls
Management integrationManagement integration
Maximum utilisation of resourceMaximum utilisation of resource
10. Why is it Important?Why is it Important?
Staff are the largest revenue cost of any organisation.Staff are the largest revenue cost of any organisation.
Staff are a volatile resource, they can leave you anyStaff are a volatile resource, they can leave you any
time.time.
Staff are a store of corporate knowledge and the meansStaff are a store of corporate knowledge and the means
of service delivery.of service delivery.
Retaining and developing good staff allows you to useRetaining and developing good staff allows you to use
skills and develop as a business.skills and develop as a business.
Individuals should contribute more than they cost.Individuals should contribute more than they cost.
In the industry customer care critical and delivered byIn the industry customer care critical and delivered by
staff as representatives.staff as representatives.
11. Introduction to HRIntroduction to HR
The 1980’s and 90’s saw ‘Human ResourceThe 1980’s and 90’s saw ‘Human Resource
Management’(HRM) replace ‘Personnel Management’Management’(HRM) replace ‘Personnel Management’
fashionable termfashionable term
re-organisation of work of personnel departmentre-organisation of work of personnel department
distinctively different with new management approachdistinctively different with new management approach
Long term rather than short term perspectiveLong term rather than short term perspective
Psychological contract of commitmentPsychological contract of commitment
Self-control rather than external controlsSelf-control rather than external controls
Management integrationManagement integration
Maximum utilisation of resourceMaximum utilisation of resource
12. Hard and Soft HRMHard and Soft HRM
'Storey (1989) has distinguished between hard and soft'Storey (1989) has distinguished between hard and soft
forms of HRM, typified by the Michigan and Harvardforms of HRM, typified by the Michigan and Harvard
models respectively. 'Hard' HRM focuses on themodels respectively. 'Hard' HRM focuses on the
resource side of human resources. It emphasizes costsresource side of human resources. It emphasizes costs
in the form of 'headcounts' and places control firmly inin the form of 'headcounts' and places control firmly in
the hands of management. Their role is to managethe hands of management. Their role is to manage
numbers effectively, keeping the workforce closelynumbers effectively, keeping the workforce closely
matched with requirements in terms of both bodies andmatched with requirements in terms of both bodies and
behaviour. 'Soft' HRM, on the other hand, stresses thebehaviour. 'Soft' HRM, on the other hand, stresses the
'human' aspects of HRM. Its concerns are with'human' aspects of HRM. Its concerns are with
communication and motivation. People are led rathercommunication and motivation. People are led rather
than managed. They are involved in determining andthan managed. They are involved in determining and
realizing strategic objectives.'realizing strategic objectives.'
13. Hard and Soft HRMHard and Soft HRM
Hard HRM: A different view of HRM isHard HRM: A different view of HRM is
associated with the Michigan Business Schoolassociated with the Michigan Business School
(Fombrun, Tichy and Devanna, 1984). There are(Fombrun, Tichy and Devanna, 1984). There are
many similarities with the Harvard 'map' but themany similarities with the Harvard 'map' but the
Michigan model has a harder, less humanisticMichigan model has a harder, less humanistic
edge, holding that employees are resources inedge, holding that employees are resources in
the same way as any other business resource.the same way as any other business resource.
People have to be managed in a similar mannerPeople have to be managed in a similar manner
to equipment and raw materials. Thay must beto equipment and raw materials. Thay must be
obtained as cheaply as possible, used sparingly,obtained as cheaply as possible, used sparingly,
and developed and exploited as much asand developed and exploited as much as
possible.possible.
14. The Michigan model is also known as theThe Michigan model is also known as the
'matching model' or 'best-fit' approach to human'matching model' or 'best-fit' approach to human
resource management. In essence, it requiresresource management. In essence, it requires
that human resource strategies have a tight fit tothat human resource strategies have a tight fit to
the overall strategies of the business. As such, itthe overall strategies of the business. As such, it
limits the role of HR to a reactive, organizationallimits the role of HR to a reactive, organizational
function and under-emphasizes the importancefunction and under-emphasizes the importance
of societal and other external factors. Forof societal and other external factors. For
example, it is difficult to see how the currentexample, it is difficult to see how the current
concern for worklife balance could be integratedconcern for worklife balance could be integrated
into this model.into this model.
15. The Matching Model of HRMThe Matching Model of HRM
Internal Inter-linked components:Internal Inter-linked components:
Mission andMission and
StrategyStrategy
OrganisationOrganisation Human ResourceHuman Resource
StructureStructure managementmanagement
External forces:External forces:
Political forces Economic forces Cultural forcesPolitical forces Economic forces Cultural forces
Devanna et al., 1984Devanna et al., 1984
Emphases the ‘tight fit’ between HR strategy and business strategyEmphases the ‘tight fit’ between HR strategy and business strategy
16. Harvard ModelHarvard Model
A large part of this section is devoted to the Harvard 'map' of HRM.A large part of this section is devoted to the Harvard 'map' of HRM.
This is probably the most seminal model of HRM and has had aThis is probably the most seminal model of HRM and has had a
major influence on academic debate on the subject.major influence on academic debate on the subject.
'We noted that the Harvard Business School generated one of the'We noted that the Harvard Business School generated one of the
most influential models of HRM. The Harvard interpretation seesmost influential models of HRM. The Harvard interpretation sees
employees as resources. However, they are viewed as beingemployees as resources. However, they are viewed as being
fundamentally different from other resources - they cannot befundamentally different from other resources - they cannot be
managed in the same way. The stress is on people asmanaged in the same way. The stress is on people as humanhuman
resources. The Harvard approach recognizes an element ofresources. The Harvard approach recognizes an element of
mutuality in all businesses, a concept with parallels in Japanesemutuality in all businesses, a concept with parallels in Japanese
people management, as we observed earlier. Employees arepeople management, as we observed earlier. Employees are
significant stakeholders in an organization. They have their ownsignificant stakeholders in an organization. They have their own
needs and concerns along with other groups such as shareholdersneeds and concerns along with other groups such as shareholders
and customers.'and customers.'
17. TheThe Harvard MapHarvard Map or model outlinesor model outlines
four HR policy areas:four HR policy areas:
11 Human resource flowsHuman resource flows - recruitment,- recruitment,
selection, placement, promotion, appraisalselection, placement, promotion, appraisal
and assessment, promtion, termination,and assessment, promtion, termination,
etc.etc.
22 Reward systemsReward systems - pay systems,- pay systems,
motivation, etc.motivation, etc.
33 Employee influenceEmployee influence - delegated- delegated
levels of authority, responsibility, powerlevels of authority, responsibility, power
44 Work systemsWork systems - definition/design of- definition/design of
work and alignment of people.work and alignment of people.
18. Which in turn lead to the 'four C's' orWhich in turn lead to the 'four C's' or
HR policies that have to be achieved:HR policies that have to be achieved:
CommitmentCommitment
CongruenceCongruence
CompetenceCompetence
Cost effectivenessCost effectiveness
19. Factors Affecting HRFactors Affecting HR
LegislationLegislation
The Economic environmentThe Economic environment
The global economyThe global economy
The structure of the labour marketThe structure of the labour market
The Political environmentThe Political environment
Changes in technologyChanges in technology
Need to constantly retrain staffNeed to constantly retrain staff
20. LegislationLegislation
In the EU employment law is highlyIn the EU employment law is highly
complexcomplex
In the UK changes made twice a yearIn the UK changes made twice a year
The contract of employment is key to theThe contract of employment is key to the
employer/employee relationshipemployer/employee relationship
21. The Policy DecisionsThe Policy Decisions
The formalities to bargain withThe formalities to bargain with
Government legislation, trade unions andGovernment legislation, trade unions and
workers council consultationsworkers council consultations
The decision to minimise external powerThe decision to minimise external power
and influenceand influence
Encompass management and employeeEncompass management and employee
group interactiongroup interaction
22. The Role of HR in TourismThe Role of HR in Tourism
Support and advise line managersSupport and advise line managers
Ensure staff available to meet organisational needsEnsure staff available to meet organisational needs
Provide developmental supportProvide developmental support
AppraisalAppraisal
TrainingTraining
PromotionPromotion
Ensure pay and benefits in line with expectations.Ensure pay and benefits in line with expectations.
Deal with problem staffDeal with problem staff
DevelopDevelop
DismissalDismissal
23. The Changing Nature of HotelThe Changing Nature of Hotel
WorkWork
Greater level of overseas travelGreater level of overseas travel
Technology room bookings etcTechnology room bookings etc
Larger number of multinational groupsLarger number of multinational groups
Greater job mobilityGreater job mobility
Higher customer care expectationsHigher customer care expectations
Reduction in seasonal differencesReduction in seasonal differences
Health and SafetyHealth and Safety
Greater need for Multi-skillingGreater need for Multi-skilling
24. Factors Affecting Hotel WorkFactors Affecting Hotel Work
Disposable income levelsDisposable income levels
Customer expectationsCustomer expectations
Travel options consider 911Travel options consider 911
TechnologyTechnology
Staff availabilityStaff availability
Status many hotels are importing labourStatus many hotels are importing labour
Flexibility of supply e.g. Students in summerFlexibility of supply e.g. Students in summer
Career expectationsCareer expectations
25. HRM FunctionHRM Function
The company rather than the state or trade unionThe company rather than the state or trade union
provide employee security and welfareprovide employee security and welfare
HRM focuses on achieving organisational goalsHRM focuses on achieving organisational goals
through individual achievementthrough individual achievement
Providing the right person in the right placeProviding the right person in the right place
Directing positive employee communication andDirecting positive employee communication and
involvementinvolvement
Optimise co-operation and loyaltyOptimise co-operation and loyalty
Imposition of different forms of control to developImposition of different forms of control to develop
managementmanagement
26. Moving with the TimesMoving with the Times
Forces interact in complex ways to move andForces interact in complex ways to move and
change markets, businesses and the economicschange markets, businesses and the economics
of regions.of regions.
The changing expectations of a growingThe changing expectations of a growing
population.population.
a greater sense of self-determinationa greater sense of self-determination
expectation of rewards and recognition forexpectation of rewards and recognition for
efforts expendedefforts expended
a growing appetite for a better life.a growing appetite for a better life.
27. Business ChangesBusiness Changes
HRM equipped with strategy - a new set of toolsHRM equipped with strategy - a new set of tools
and measuresand measures
People issues are now recognised as being centralPeople issues are now recognised as being central
to the success of any organisationto the success of any organisation
as a consequence, human resources has assumedas a consequence, human resources has assumed
a higher profile.a higher profile.
senior management meeting address concernssenior management meeting address concerns
staffing levels,staffing levels,
recruitment,recruitment,
management developmentmanagement development
retention.retention.
28. MutualityMutuality
between Employers and Employeesbetween Employers and Employees
The theory that policy will elicit commitmentThe theory that policy will elicit commitment
which in turn will yield better economicwhich in turn will yield better economic
performance and greater human developmentperformance and greater human development
Mutual goalsMutual goals
mutual influencemutual influence
mutual respectmutual respect
mutual rewardsmutual rewards
mutual responsibilitymutual responsibility
Walton, 1985Walton, 1985