This chapter discusses human resource management (HRM) and its role in organizations. HRM involves developing and implementing policies that influence how employees behave, their attitudes, and performance. Effective HRM can improve employee and customer satisfaction while increasing productivity. HR departments are responsible for functions like recruitment, training, compensation and ensuring compliance with labor laws. Both HR professionals and other managers play a role in HRM. HR decisions should be made ethically and respect basic employee rights and fairness.
1. Human resource management (HRM) consists of an organization's policies, practices, and systems that influence employee behavior, attitudes, and performance in order to acquire and manage employees effectively.
2. HR departments are responsible for functions like recruiting, hiring, training, performance management, compensation, and ensuring compliance with labor laws.
3. Both HR professionals and other managers must understand HRM basics and ethics, making decisions that respect human rights and treat people fairly.
1. Human resource management (HRM) involves acquiring, training, appraising, and compensating employees while ensuring fair treatment regarding labor relations, health and safety. Effective HRM contributes to employee and customer satisfaction, innovation, productivity, and reputation.
2. Core responsibilities of HR departments include recruiting and hiring, training and development, performance management, administering pay and benefits, employee relations, policy administration, and legal compliance.
3. HRM aims to develop an organization's human capital and support its strategy through HR planning, managing change, and demonstrating the impact of HR practices on business outcomes. Ethical practices respect employee rights and treat people fairly.
This chapter discusses human resource management (HRM) and the role of HR departments and professionals. It defines HRM and explains how effective HRM can contribute to organizational performance. It outlines the responsibilities of HR departments in areas such as staffing, training, performance management, and compliance. It emphasizes the importance of ethics and the need for HR practices to respect employee rights and treat people fairly.
HRM 301-The Strategic Role of HRM......PPTNayon Sarker
Human resource management (HRM) involves developing and carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The primary objective of HRM is to ensure an organization has a competent workforce. Specific HRM objectives include obtaining the right employees to meet goals, maintaining performance standards, and establishing harmonious employee relations. Effective HRM is important for organizations to avoid issues like high turnover, unmotivated employees, and legal problems regarding discrimination.
This chapter discusses the key functions and responsibilities of human resource management (HRM) departments. It outlines common HRM practices like job analysis and design, planning and administering pay and benefits, maintaining employee relations, establishing personnel policies, ensuring compliance with labor laws, and supporting organizational strategy. The chapter also examines the skills required of HRM professionals and how supervisors are involved in HRM. It concludes that HRM consists of an organization's practices and systems that influence its employees.
The document discusses the strategic role of human resource management. It covers several topics:
1) HR's role in formulating and executing company strategy by providing useful information for strategic planning through environmental scanning, competitive intelligence, and employee surveys.
2) Types of strategies including corporate, competitive, and functional strategies. Corporate strategies include diversification, vertical integration, consolidation, and geographic expansion. Competitive strategies include cost leadership and differentiation.
3) Translating strategy into HR policies and practices through initiatives like enriching work, training and benefits programs, rewarding employee performance, and improved hiring and dismissal procedures.
This document discusses human resource management and its strategic functions. It defines human resource management and describes the functions of HR departments, including talent management, HR planning, recruitment, selection, development, compensation, benefits, safety, health, and employee relations. It outlines challenges for today's HR managers such as a diverse workforce, technology changes, and regulatory changes. It also discusses how HR managers can impact organizational performance through metrics, communicating programs effectively, and understanding the business strategies of the organization.
The document provides an overview of key concepts in human resource management (HRM). It defines HRM as the policies and practices involved in recruitment, training, rewarding, and managing employees. The goals of HRM are to attract, retain, and motivate employees to help achieve organizational goals. Core HR activities include strategic planning, staffing, training, compensation, health and safety, and employee relations. Challenges to modern HRM include globalization, technology changes, and managing a diverse workforce. The role of HRM is shifting from administrative to more strategic involvement in organizational decision-making.
1. Human resource management (HRM) consists of an organization's policies, practices, and systems that influence employee behavior, attitudes, and performance in order to acquire and manage employees effectively.
2. HR departments are responsible for functions like recruiting, hiring, training, performance management, compensation, and ensuring compliance with labor laws.
3. Both HR professionals and other managers must understand HRM basics and ethics, making decisions that respect human rights and treat people fairly.
1. Human resource management (HRM) involves acquiring, training, appraising, and compensating employees while ensuring fair treatment regarding labor relations, health and safety. Effective HRM contributes to employee and customer satisfaction, innovation, productivity, and reputation.
2. Core responsibilities of HR departments include recruiting and hiring, training and development, performance management, administering pay and benefits, employee relations, policy administration, and legal compliance.
3. HRM aims to develop an organization's human capital and support its strategy through HR planning, managing change, and demonstrating the impact of HR practices on business outcomes. Ethical practices respect employee rights and treat people fairly.
This chapter discusses human resource management (HRM) and the role of HR departments and professionals. It defines HRM and explains how effective HRM can contribute to organizational performance. It outlines the responsibilities of HR departments in areas such as staffing, training, performance management, and compliance. It emphasizes the importance of ethics and the need for HR practices to respect employee rights and treat people fairly.
HRM 301-The Strategic Role of HRM......PPTNayon Sarker
Human resource management (HRM) involves developing and carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The primary objective of HRM is to ensure an organization has a competent workforce. Specific HRM objectives include obtaining the right employees to meet goals, maintaining performance standards, and establishing harmonious employee relations. Effective HRM is important for organizations to avoid issues like high turnover, unmotivated employees, and legal problems regarding discrimination.
This chapter discusses the key functions and responsibilities of human resource management (HRM) departments. It outlines common HRM practices like job analysis and design, planning and administering pay and benefits, maintaining employee relations, establishing personnel policies, ensuring compliance with labor laws, and supporting organizational strategy. The chapter also examines the skills required of HRM professionals and how supervisors are involved in HRM. It concludes that HRM consists of an organization's practices and systems that influence its employees.
The document discusses the strategic role of human resource management. It covers several topics:
1) HR's role in formulating and executing company strategy by providing useful information for strategic planning through environmental scanning, competitive intelligence, and employee surveys.
2) Types of strategies including corporate, competitive, and functional strategies. Corporate strategies include diversification, vertical integration, consolidation, and geographic expansion. Competitive strategies include cost leadership and differentiation.
3) Translating strategy into HR policies and practices through initiatives like enriching work, training and benefits programs, rewarding employee performance, and improved hiring and dismissal procedures.
This document discusses human resource management and its strategic functions. It defines human resource management and describes the functions of HR departments, including talent management, HR planning, recruitment, selection, development, compensation, benefits, safety, health, and employee relations. It outlines challenges for today's HR managers such as a diverse workforce, technology changes, and regulatory changes. It also discusses how HR managers can impact organizational performance through metrics, communicating programs effectively, and understanding the business strategies of the organization.
The document provides an overview of key concepts in human resource management (HRM). It defines HRM as the policies and practices involved in recruitment, training, rewarding, and managing employees. The goals of HRM are to attract, retain, and motivate employees to help achieve organizational goals. Core HR activities include strategic planning, staffing, training, compensation, health and safety, and employee relations. Challenges to modern HRM include globalization, technology changes, and managing a diverse workforce. The role of HRM is shifting from administrative to more strategic involvement in organizational decision-making.
This document provides an overview of key concepts in human resource management (HRM). It defines HRM and explains how effective HRM practices can contribute to improved organizational performance. The document discusses how HRM is involved in activities like strategic planning, talent management, and developing high-performance work systems. It also outlines the responsibilities of HR departments and the skills needed in HRM professionals. Trends in HRM discussed include areas like competency-based HRM, engagement and enabling employees, and ensuring alignment between HR strategies and organizational goals.
This document provides an overview of key concepts in human resource management (HRM). It discusses the primary functions of management, the importance of HRM to organizations, and how external factors influence HRM. The four basic HRM functions of staffing, training and development, motivation, and maintenance are also summarized. The document then explains how these HRM functions are translated into practice through employment specialists, training and development professionals, compensation and benefits experts, and employee relations representatives. It concludes by discussing the strategic value of HRM and its role in ethics and global operations.
The chapter provides an overview of human resource management. It defines HRM and describes the major functions including planning, recruitment, development, compensation, and employee relations. It discusses who performs HR functions, such as operating managers, generalists, and specialists. The chapter outlines challenges for today's HR managers like managing diversity, regulatory changes, and technological advances. It emphasizes the importance of HR managers understanding business strategy and metrics to improve organizational performance. Finally, it provides guidelines for effectively communicating HR programs.
The role of Human Resources Management in Today's business Environmentminnoo
The document discusses the role of human resource management in business. It outlines the manager's HR responsibilities, which include recruiting, training, rewarding and evaluating employees. It also discusses attracting, developing and retaining an effective workforce. The document emphasizes the importance of employee engagement and building engagement through aspects like the work itself, rewards and organizational commitment. It provides examples of HR job duties and discusses measuring HR's contribution to organizational strategy and performance.
The document outlines learning objectives for a chapter on human resource management. It aims to explain what HR is and its relationship to management processes. It also aims to illustrate how line and staff managers can utilize HR concepts and give examples of HR's role in business strategy and why metrics are important for HR managers. Finally, it outlines the structure of the book.
Human resource management involves integrating decisions to form employment relationships that allow organizations and employees to achieve their objectives. It is concerned with managing people in organizations, including acquiring employees, developing their skills, motivating performance, and ensuring commitment. The core functions of HRM are to plan, organize, direct, and control the recruitment, development, compensation, integration, maintenance and separation of human resources. The objectives of HRM are to meet societal, organizational, functional and personal goals through programs and activities designed to staff and manage an organization.
The document discusses the strategic role of human resource management. It explains that HR involves carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The responsibilities of HR include both line managers who directly oversee employees and staff managers who assist and advise line managers. An effective HR department formulates strategy with top management and uses metrics to demonstrate how HR activities achieve strategic goals and business outcomes. The role of HR is evolving to focus more on business objectives and demonstrating return on investment through metrics like turnover and training costs.
Fundamentals of Human Resource ManagementAmare_Abebe
Human Resource- is the total of knowledge, skills, creative abilities, talents, aptitudes, values, attitudes & beliefs of an organization’s workforce
HRM views people as an important resource or asset to be used for the benefit of the organization, employees and society. But humans unlike other resources in the context of work and management cause problems.
This chapter discusses the strategic role of human resource management. It defines HR and explains how HR relates to the management process. Line managers' HR responsibilities include staffing, training, and developing employees. Staff HR managers assist and advise line managers. The chapter outlines metrics that HR uses to measure its contribution, like absence rate, cost per hire, and HR expense factor. It also explains how HR must support company strategy and the changing environment facing HR.
The Strategic Role of Human Resource ManagementNusaike Mufthie
This chapter discusses the strategic role of human resource management. It defines HR and explains how HR relates to the management process. Line managers' HR responsibilities include staffing, training, and developing employees. Staff HR managers assist and advise line managers. The chapter outlines metrics that HR uses to measure its contribution, like absence rate, cost per hire, and HR expense factor. It also explains how HR must support company strategy and the changing environment facing HR.
The document discusses the strategic role of human resource management, outlining how HR relates to a company's management process and strategy. It describes the responsibilities of both line and staff managers in HR and how HR helps companies achieve their strategic goals through activities like recruiting, training, and performance management. The document also examines how the role of HR is changing due to factors like globalization, technology, and the need to demonstrate HR's value and contribution through metrics.
The document discusses key concepts in human resource management including principles like strategic integration, organizational flexibility, commitment, and quality. It covers topics such as strategic HRM, flexibility in the workforce, commitment among employees, and promoting a culture of quality. HR functions like performance appraisal, training and development, compensation, and maintaining the workforce are examined. Contemporary issues and desired outcomes of effective HRM are also summarized.
Key result areas of human resource management Self-employed
This document discusses key topics in human resource management including its strategic importance, objectives, activities, and challenges. It provides an overview of HRM, including definitions, philosophies, and the roles and concerns of HR professionals. Challenges for organizations related to economic, technological, demographic, and cultural trends are examined. The roles and functions of HR departments in small vs large organizations are contrasted. Emerging trends in the HR field like its shift to a more strategic business partner role are also summarized.
The document discusses human resource management and job analysis. It defines human resource management as the strategic approach to attracting, developing and retaining employees to achieve organizational goals. Job analysis is described as the process of systematically gathering and documenting information about job duties, responsibilities, requirements and characteristics. The key outputs of job analysis are job descriptions, job specifications, job performance standards and job evaluations. Various methods for collecting job analysis information and designing jobs are also outlined.
The document is a chapter from a human resource management textbook. It discusses the strategic role of human resource management (HR) and how HR relates to the management process. It outlines the responsibilities of both line and staff managers in HR. Finally, it discusses how HR managers are increasingly involved in developing company strategy and using metrics to measure HR's impact on business outcomes.
This document provides an overview of human resource management (HRM). It discusses the basic functions of HRM including planning, organizing, staffing, leading, and controlling personnel. It describes the roles and responsibilities of line managers and HR staff managers in carrying out HRM activities. Examples of HRM activities include recruiting, selecting, training, evaluating, and compensating employees. The document also outlines metrics that can be used to measure the contribution of HRM to organizational goals and strategy.
The document discusses several key aspects of human resource management including:
1. The management process and functions of HRM like planning, organizing, staffing, leading, and controlling.
2. The objectives of HRM which include developing human capital, organizational climate, performance standards, and employer-employee relationships.
3. The roles and responsibilities of HR managers in facilitating development, communication, and achieving organizational objectives.
The document discusses the role and responsibilities of human resource management, including recruiting, training, compensation, and ensuring legal and ethical compliance. It explains how HR is shifting from an administrative to more strategic role through metrics, the HR scorecard, and helping develop high-performance work systems. Line and staff managers both have responsibilities for HR functions like hiring and development, and HR must adapt to trends like globalization, new technologies, and changing workforce demographics.
The document discusses the strategic role of human resource management. It outlines the basic functions of HR managers including planning, staffing, leading, and controlling personnel. HR managers must demonstrate how their plans will help the organization achieve its strategic goals and measure their impact using metrics. Both line and staff managers have responsibilities relating to human resources. The role of HR is evolving to focus more on strategic alignment, metrics, technology, and legal compliance.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
This document provides an overview of key concepts in human resource management (HRM). It defines HRM and explains how effective HRM practices can contribute to improved organizational performance. The document discusses how HRM is involved in activities like strategic planning, talent management, and developing high-performance work systems. It also outlines the responsibilities of HR departments and the skills needed in HRM professionals. Trends in HRM discussed include areas like competency-based HRM, engagement and enabling employees, and ensuring alignment between HR strategies and organizational goals.
This document provides an overview of key concepts in human resource management (HRM). It discusses the primary functions of management, the importance of HRM to organizations, and how external factors influence HRM. The four basic HRM functions of staffing, training and development, motivation, and maintenance are also summarized. The document then explains how these HRM functions are translated into practice through employment specialists, training and development professionals, compensation and benefits experts, and employee relations representatives. It concludes by discussing the strategic value of HRM and its role in ethics and global operations.
The chapter provides an overview of human resource management. It defines HRM and describes the major functions including planning, recruitment, development, compensation, and employee relations. It discusses who performs HR functions, such as operating managers, generalists, and specialists. The chapter outlines challenges for today's HR managers like managing diversity, regulatory changes, and technological advances. It emphasizes the importance of HR managers understanding business strategy and metrics to improve organizational performance. Finally, it provides guidelines for effectively communicating HR programs.
The role of Human Resources Management in Today's business Environmentminnoo
The document discusses the role of human resource management in business. It outlines the manager's HR responsibilities, which include recruiting, training, rewarding and evaluating employees. It also discusses attracting, developing and retaining an effective workforce. The document emphasizes the importance of employee engagement and building engagement through aspects like the work itself, rewards and organizational commitment. It provides examples of HR job duties and discusses measuring HR's contribution to organizational strategy and performance.
The document outlines learning objectives for a chapter on human resource management. It aims to explain what HR is and its relationship to management processes. It also aims to illustrate how line and staff managers can utilize HR concepts and give examples of HR's role in business strategy and why metrics are important for HR managers. Finally, it outlines the structure of the book.
Human resource management involves integrating decisions to form employment relationships that allow organizations and employees to achieve their objectives. It is concerned with managing people in organizations, including acquiring employees, developing their skills, motivating performance, and ensuring commitment. The core functions of HRM are to plan, organize, direct, and control the recruitment, development, compensation, integration, maintenance and separation of human resources. The objectives of HRM are to meet societal, organizational, functional and personal goals through programs and activities designed to staff and manage an organization.
The document discusses the strategic role of human resource management. It explains that HR involves carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The responsibilities of HR include both line managers who directly oversee employees and staff managers who assist and advise line managers. An effective HR department formulates strategy with top management and uses metrics to demonstrate how HR activities achieve strategic goals and business outcomes. The role of HR is evolving to focus more on business objectives and demonstrating return on investment through metrics like turnover and training costs.
Fundamentals of Human Resource ManagementAmare_Abebe
Human Resource- is the total of knowledge, skills, creative abilities, talents, aptitudes, values, attitudes & beliefs of an organization’s workforce
HRM views people as an important resource or asset to be used for the benefit of the organization, employees and society. But humans unlike other resources in the context of work and management cause problems.
This chapter discusses the strategic role of human resource management. It defines HR and explains how HR relates to the management process. Line managers' HR responsibilities include staffing, training, and developing employees. Staff HR managers assist and advise line managers. The chapter outlines metrics that HR uses to measure its contribution, like absence rate, cost per hire, and HR expense factor. It also explains how HR must support company strategy and the changing environment facing HR.
The Strategic Role of Human Resource ManagementNusaike Mufthie
This chapter discusses the strategic role of human resource management. It defines HR and explains how HR relates to the management process. Line managers' HR responsibilities include staffing, training, and developing employees. Staff HR managers assist and advise line managers. The chapter outlines metrics that HR uses to measure its contribution, like absence rate, cost per hire, and HR expense factor. It also explains how HR must support company strategy and the changing environment facing HR.
The document discusses the strategic role of human resource management, outlining how HR relates to a company's management process and strategy. It describes the responsibilities of both line and staff managers in HR and how HR helps companies achieve their strategic goals through activities like recruiting, training, and performance management. The document also examines how the role of HR is changing due to factors like globalization, technology, and the need to demonstrate HR's value and contribution through metrics.
The document discusses key concepts in human resource management including principles like strategic integration, organizational flexibility, commitment, and quality. It covers topics such as strategic HRM, flexibility in the workforce, commitment among employees, and promoting a culture of quality. HR functions like performance appraisal, training and development, compensation, and maintaining the workforce are examined. Contemporary issues and desired outcomes of effective HRM are also summarized.
Key result areas of human resource management Self-employed
This document discusses key topics in human resource management including its strategic importance, objectives, activities, and challenges. It provides an overview of HRM, including definitions, philosophies, and the roles and concerns of HR professionals. Challenges for organizations related to economic, technological, demographic, and cultural trends are examined. The roles and functions of HR departments in small vs large organizations are contrasted. Emerging trends in the HR field like its shift to a more strategic business partner role are also summarized.
The document discusses human resource management and job analysis. It defines human resource management as the strategic approach to attracting, developing and retaining employees to achieve organizational goals. Job analysis is described as the process of systematically gathering and documenting information about job duties, responsibilities, requirements and characteristics. The key outputs of job analysis are job descriptions, job specifications, job performance standards and job evaluations. Various methods for collecting job analysis information and designing jobs are also outlined.
The document is a chapter from a human resource management textbook. It discusses the strategic role of human resource management (HR) and how HR relates to the management process. It outlines the responsibilities of both line and staff managers in HR. Finally, it discusses how HR managers are increasingly involved in developing company strategy and using metrics to measure HR's impact on business outcomes.
This document provides an overview of human resource management (HRM). It discusses the basic functions of HRM including planning, organizing, staffing, leading, and controlling personnel. It describes the roles and responsibilities of line managers and HR staff managers in carrying out HRM activities. Examples of HRM activities include recruiting, selecting, training, evaluating, and compensating employees. The document also outlines metrics that can be used to measure the contribution of HRM to organizational goals and strategy.
The document discusses several key aspects of human resource management including:
1. The management process and functions of HRM like planning, organizing, staffing, leading, and controlling.
2. The objectives of HRM which include developing human capital, organizational climate, performance standards, and employer-employee relationships.
3. The roles and responsibilities of HR managers in facilitating development, communication, and achieving organizational objectives.
The document discusses the role and responsibilities of human resource management, including recruiting, training, compensation, and ensuring legal and ethical compliance. It explains how HR is shifting from an administrative to more strategic role through metrics, the HR scorecard, and helping develop high-performance work systems. Line and staff managers both have responsibilities for HR functions like hiring and development, and HR must adapt to trends like globalization, new technologies, and changing workforce demographics.
The document discusses the strategic role of human resource management. It outlines the basic functions of HR managers including planning, staffing, leading, and controlling personnel. HR managers must demonstrate how their plans will help the organization achieve its strategic goals and measure their impact using metrics. Both line and staff managers have responsibilities relating to human resources. The role of HR is evolving to focus more on strategic alignment, metrics, technology, and legal compliance.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
2. 1-2
What Do I Need to Know? (1 of 2)
1. Define human resource management and
explain how HRM contributes to an
organization’s performance.
2. Identify the responsibilities of human
resource departments.
3. Summarize the types of skills needed for
human resource management.
3. 1-3
What Do I Need to Know? (2 of 2)
4. Explain the role of supervisors in human
resource management.
5. Discuss ethical issues in human resource
management.
6. Describe typical careers in human resource
management.
4. 1-4
Human Resource Management (HRM)
• The policies, practices,
and systems that
influence employees’:
– behavior
– attitudes
– performance
6. 1-6
At companies with effective HRM:
• Employees and customers tend to be more
satisfied.
• The companies tend to:
– be more innovative
– have greater productivity
– develop a more favorable reputation in the
community
7. 1-7
Human Capital
• Human Capital – an
organization’s
employees described in
terms of their:
– training
– experience
– judgment
– intelligence
– relationships
– insight
• The concept of “human
resource management”
implies that employees
are resources of the
employer.
9. 1-9
HRM and Sustainable Competitive Advantage
• An organization can succeed if it has
sustainable competitive advantage.
• Human resources have the necessary qualities
to help give organizations this advantage:
– Human resources are valuable.
– Human resources with needed skills and and
knowledge are sometimes rare.
– Human resources cannot be imitated.
– Human resources have no good substitutes.
10. 1-10
• At Southwest Airlines,
the company’s focus is
on keeping employees
loyal, motivated,
trained, and
compensated. In turn,
there is a low turnover
rate and a high rate of
customer satisfaction.
11. 1-11
High-Performance Work System
• An organization in which technology,
organizational structure, people, and
processes all work together to give an
organization an advantage in the
competitive environment.
14. 1-14
Responsibilities of HR Departments
• One employee dedicated to handle HR related
matters is usually necessary in a company of
____ employees.
A. 10
B. 25
C. 75
D. 200
15. 1-15
Analyzing and Designing Jobs
Job Analysis
• The process of getting
detailed information
about jobs.
Job Design
• The process of defining
the way work will be
performed and the
tasks that a given job
requires.
16. 1-16
Recruiting and Hiring Employees
Recruitment
• The process through
which the organization
seeks applicants for
potential employment.
Selection
• The process by which the
organization attempts to
identify applicants with
the necessary
knowledge, skills,
abilities, and other
characteristics that will
help the organization
achieve its goals.
17. 1-17
Qualities of Job Candidates
• Which of the following qualities were in the
top 5 as reported by employers?
A. Technical skills
B. Intelligence
C. Interpersonal skills
D. Computer skills
19. 1-19
Training and Developing Employees
Training
• A planned effort to
enable employees to
learn job-related
knowledge, skills, and
behavior.
Development
• The acquisition of
knowledge, skills, and
behaviors that improve
an employee’s ability to
meet changes in job
requirements and in
customer demands.
20. 1-20
Managing Performance
• Performance Management – The process of
ensuring that employees’ activities and
outputs match the organization’s goals.
• The human resource department may be
responsible for developing or obtaining
questionnaires and other devices for
measuring performance.
21. 1-21
Planning and Administering Pay
and Benefits
Planning Pay & Benefits
• How much to offer in salary
and wages.
• How much to offer in
bonuses, commissions, and
other performance-related
pay.
• Which benefits to offer and
how much of the cost will
be shared by employees.
Administering Pay & Benefits
• Systems for keeping track of
employees’ earnings and
benefits are needed.
• Employees need
information about their
benefits plan.
• Extensive record keeping
and reporting is needed.
22. 1-22
Maintaining Positive Employee Relations
• Preparing and distributing:
– employee handbooks and policies
– company publications and newsletters
• Dealing with and responding to communications
from employees:
– questions about benefits and company policy
– questions regarding possible discrimination, safety
hazards, possible harassment
• Collective bargaining and contract administration.
23. 1-23
Establishing and Administering
Personnel Policies
• Organizations depend on their HR department
to help establish and communicate policies
related to:
– hiring
– discipline
– promotions
– benefits
• All aspects of HRM require careful and
discreet record keeping.
24. 1-24
Ensuring Compliance with Labor Laws
• Government requirements include:
– filing reports and displaying posters
– avoiding unlawful behavior
• Managers depend on HR professionals to help
them keep track of these requirements.
• Lawsuits that will continue to influence HRM
practices concern job security.
25. 1-25
• One reason W.L. Gore &
Associates is repeatedly
named one of the 100 Best
Companies to Work for in
America is their unusual
corporate culture where all
employees are known as
associates and bosses are
not found.
26. 1-26
Supporting the Organization’s Strategy
• Human resource planning – identifying the
numbers and types of employees the
organization will require to meet its objectives.
• The organization may turn to its HR department
for help in managing the change process.
• Skilled HR professionals can apply knowledge of
human behavior, along with performance
management tools, to help the organization
manage change constructively.
27. 1-27
Supporting the Organization’s Strategy
• Evidence-based HR– Collecting and using data
to show that human resource practices have a
positive influence on the company’s bottom line
or key stakeholders.
28. 1-28
Supporting the Organization’s Strategy
Corporate Social
Responsibility
• A company’s commitment
to meeting the needs of its
stakeholders.
Stakeholders
• The parties with an interest
in the company’s success
(typically, shareholders, the
community, customers, and
employees).
30. 1-30
Who is Responsible for HR?
• In an organization, who should be concerned
with human resource management?
A. Only HR departments
B. Only Managers
C. Managers and HR departments
32. 1-32
Ethics in Human Resource Management
• Ethics – the fundamental principles of right
and wrong.
• Ethical behavior is behavior that is consistent
with those principles.
• Many ethical issues in the workplace involve
human resource management.
33. 1-33
Employee Rights
Right of free
consent
Right of
privacy
Right of
freedom of
conscience
Right of
freedom of
speech
Right to due
process
34. 1-34
Ethical companies act according to four
principles:
1. In their relationships with customers, vendors,
and clients, ethical companies emphasize
mutual benefits.
2. Employees assume responsibility for the
actions of the company.
3. The company has a sense of purpose or vision
that employees value and use in their day-to-
day work.
4. They emphasize fairness.
36. 1-36
Standards for Identifying Ethical Human
Resource Management Practices
1. HRM practices must result in the greatest
good for the largest number of people.
2. Employment practices must respect basic
human rights of privacy, due process,
consent, and free speech.
3. Managers must treat employees and
customers equitably and fairly.
38. 1-38
Test Your Knowledge
• Which HR functions are primarily concerned
with 1) ensuring employees are capable of
doing their current job , 2) ensuring that
employees are satisfied with their rewards.
A. 1) Development; 2) Employee Relations
B. 1) Training; 2) Legal Compliance
C. 1) Selection; 2) Pay & Benefits
D. 1) Training; 2) Pay & Benefits
39. 1-39
Summary
• Human resource management (HRM) consists
of an organization’s “people practices”
– the policies, practices, and systems that influence
employees’ behavior, attitudes, and performance.
• HRM influences who works for the
organization and how those people work.
• HR departments have responsibility for a
variety of functions related to acquiring and
managing employees.
40. 1-40
Summary (continued)
• HR management requires substantial human
relations skills, including skill in:
– communicating
– negotiating
– team development
• HR professionals also need:
– To understand the language of business
– To be a credible with line managers and executives
– To be strategic partners
41. 1-41
Summary (continued)
• Non-HR managers must be familiar with the
basics of HRM and their own role with regard
to managing human resources.
– Supervisors typically have responsibilities related
to all the HR functions.
• HR professionals should make decisions
consistent with sound ethical principles.
42. 1-42
Summary (continued)
• The decisions of HR professionals should:
– Result in the greatest good for the largest number of
people.
– Respect basic rights of privacy, due process,
consent, and free speech.
– Treat employees and customers equitably and fairly.
• Careers in HR management may involve
specialized work in fields such as recruiting,
training, or compensation