Human resource management

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Human resource management

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  8. 8. • Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. HRM can also be performed by line manager. 8
  9. 9. • HISTORY OF HRM:• Hiring & Firing• Unions emerged: Labour relations specialists EVOLUTION• Welfare• Subspecialties as : Staffing /Training/Compensation/Appraisal System 9
  10. 10. • Late 70’s HR professionals mastered the activities of Staffing, Development, Appraisals & Rewards.• By 1980’s organizational design and communication, got added. 10
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  14. 14. • Its features include:• Organizational management• Personnel administration• Manpower management• Industrial management 14
  15. 15. It is a pre-determined course of action.Planning is determination of personnelprograms and changes in advancethat will contribute to the organizationalgoals. 15
  16. 16. An organization is a structure and aprocess by which co-operative group ofhuman beings allocated its task amongits members, identifies relationships andintegrates its activities towards commonobjective. 16
  17. 17. The next logical function after completingplanning and organizing is the execution ofthe plan the basic function of personnelmanagement at any level is motivating,commanding, leading And activating people . 17
  18. 18. After planning, organizing and directing thevarious activities of the personnelmanagement, the performance is to be verified inorder to know that the personnel functions areperformed in conformity with the plans anddirections. Controlling also involveschecking, verifying and comparing of the actualwith the plans, identification of deviations if anyand correcting of identified deviations. 18
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  21. 21. • The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is “fit”, i.e. a HRM approach seeks to ensure a fit between the management of and organization’s employees, and the overall strategic direction of the company. 21
  22. 22. • The basic premise of the academic theory of HRM is that humans are not machines; therefore we need to have an interdisciplinary examination of people in the workplace. 22
  23. 23. • An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas. 23
  24. 24. • “Best fit” and “Best practice” – meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organization’s HRM strategy seeks to accomplish such manage.• Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. 24
  25. 25. • Continual monitoring of the strategy, via employee feedback, surveys, etc.• The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm.• An HRM strategy can be divided, in general, into two facets –• the people strategy and• The HR functional strategy. 25
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  28. 28. • Several universities offer programs of study pertaining to HRM and broader fields. Cornell University created the world’s first school for college-level study in HRM (ILR School). University of Illinois at Urbana-Champaign also now has a school dedicated to the study of HRM. 28
  29. 29. • There are both generalist and specialist HRM jobs. There are careers involved with employment, recruitment and placement and these are usually conducted by interviewers, EEO (Equal Employment Opportunity) specialists or college recruiters. 29
  30. 30. • Professional organizations in HRM include the Society for Human Resource Management, the Australian Human Resources Institute (AHRI), the Chartered Institute of Personnel and Development (CIPD), the International Public Management Association for HR (IPMA-HR) etc. 30
  31. 31. • top 10 human resource management challenges:• Challenges• Change management• Leadership development• HR effectiveness measurement• Organizational effectiveness• Compensation 31
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  35. 35. • Strategy execution by helping to improve planning from the board room to the market place. Organizations today are striving to increase productivity, improve service, and ensure that the company can adapt to ever-changing business conditions. 35
  36. 36. And success on all this front depends on theorganization’s peoples—an asset thatexecutives regularly cite as a primarydifferentiator in a fast-moving, knowledge-driven world. Human resource managementplays a significant role in trying to achievethis by being involved at thestrategy, policy and decision makingprocess. 36
  37. 37. • An agent of continuous transformation, shaping process and a culture that together improve an organization’s capacity for change.• Many of the administrative tasks associated with HR are now outsourced, or automated. As a result, businesses are demanding new expertise from their HR staff.• What will rise in its place? As with any revolution, it involves a fundamental shift in power. In this case; a shift from top down demands, to bottom up employee engagement. 37
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  39. 39. • A SWOT analysis is an organizational management tool that involves assessing the strengths, weaknesses, opportunities and threats of an organization.• A human resources SWOT analysis functions as a way for managers to meditate on the current state of the workforce and provide insights that may factor into management decisions.• A SWOT analysis features four separate lists of strengths, weaknesses, opportunities and threats. 39
  40. 40. • A SWOT analysis can help managers recognize weaknesses and threats and then implement strategies to reduce weaknesses and avoid threats, or possibly turn weaknesses and threats into strengths and opportunities.• A SWOT analysis is based on perceptions about the state of an organization and the issues it faces. Perceptions may not always reflect reality. 40
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  44. 44. • Designate a senior manager to be in charge of HRM• Provide training to HRM staff• Develop on-the-job, skill-based training for health care staff• Streamline the planning, recruitment and hiring process• Strengthen supervision 44
  45. 45. • Consider redefining scopes of practice for health care staff• Track employee data such as attrition, staff turnover, absenteeism• Introduce HIV Workplace Prevention programs• Develop and enforce HIV antidiscrimination policies• Address inequities in staff workload, salaries, allowances• Extend benefits program 45
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  47. 47. • To Evolving Business Paradigm• To retain low employee turnover rate by inspiring people to work for the company.• To attract new employees• To contribute to employee development• It increase organizational success 47
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  49. 49. • People will always need to be hired and trained Process will always need to be created and upgraded Cultures will always need to be established and transformed.• HR practices must be aligned to business realities, meeting deadlines, making profits, leveraging technology, satisfying investors and to serving customers. HRM is to create organizational capabilities that will lead to competitiveness. 49
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