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Welcome to MGTO 231 ! Human Resource Management

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Human Resource Management Introduction to the Course About ... change Strategic HR choices Manager or top-management have to decide policies and actions that ... – PowerPoint PPT presentation

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Title: Welcome to MGTO 231 ! Human Resource Management


1
Welcome to MGTO 231 !Human Resource Management
  • Introduction to the Course

2
About us
  • Dr. Jeroen KUILMAN
  • M.Sc. from Maastricht University, Ph.D. from RSM
    Erasmus University, both in the Netherlands.
  • Joint appointment at Department of Organization
    Personnel Management, RSM Erasmus University (The
    Netherlands)
  • E-mail mnjgk_at_ust.hk , Room 2377

3
About us
  • Instructional Assistant (IA) Sylvia LI
  • Room 2332 (near Lift 3)
  • E-mail mnsylvia_at_ust.hk

4
About us
  • Our principles
  • Open-door policy
  • Equal treatment
  • Interactivity
  • Respect
  • Honesty
  • Fun

5
Course Objectives
  • What will I get from this course?
  • Basic and fundamental knowledge of HRM
  • Overall picture of how HRM works in
    organizational contexts
  • How HR functions can improve firm performance

6
Difference OB and HRM?
  • Organizational Behavior
  • (Social) psychology, sociology
  • Topics covered learning, decision-making,
    motivation, etc.
  • Human Resource(s) Management
  • Tends to be a bit more applied
  • Topics covered everything from hiring to firing

MGTO121 OB
Prerequisite
MGTO231 HRM
7
Course Materials
  • Where can I obtain the course materials?
  • http//teaching.ust.hk/mgto231/
  • PowerPoint files will be provided prior to each
    session and you can obtain them from the course
    website
  • Textbook (Noe, Hollenbeck, Gerhart, and Wrights
    Fundamentals of Human Resource Management
    should be available in the bookstore TODAY
  • One supplementary textbook is reserved in library

8
Grade Distribution
Component Points
A. Midterm 225
B. Final exam 225
C. Hot Seat assignments (6 X 25) 150
D. WSC assignment 75
E. Participation and attendance 100
F. HRM Consultants Report 225
TOTAL 1000 pts
Note You are allowed to miss at most 4 sessions Note You are allowed to miss at most 4 sessions
9
Managers Hot Seat Assignments
  • Code card with book
  • Group discussions in the form of business
    meetings
  • Secretary hands in a report about the meeting the
    day after.
  • First try-out next Monday

10
WSC Assignment
  • Case about HRM at Ocean Park (will be made
    available at the MGTO office, _at_ HKD20)
  • First draft will be graded by the Language Center
    (April 12)
  • Final draft will be graded by the instructor
    (April 20)

11
HRM Consultants Report
  • You take the role of a team of consultants.
  • You analyze a self-chosen HK company in terms of
    its HRM practices.
  • As professional consultants, you present your
    report at the end of the course.

12
Participation and Attendance
  • Participation during case discussions, lectures,
    guest lectures and assignments is very important.
  • In case you miss a business meeting session, you
    will have to do the case individually.
  • At most 4 sessions can be missed.
  • Taking attendance starts today, but people that
    join in later can easily catch up.

13
PRS Devices
  • Get your PRS device from the AV counter (Rm 1030,
    lift 1, close to Bank of China Branch)
  • Please bring your PRS to the next session!

14
Setting Expectations Workload
  • Before mid-semester break reasonable.
  • After mid-semester break higher due to deadlines
    for WSC assignment, HRM Consultants report.
  • Try to manage your workload by doing some
    preparations before the mid-semester break.

15
Why study HRM?
  • What do all the departments of HKUST Business
    School have in common?
  • What drives competitive advantage?
  • According to the Resource-Based View (RBV), firms
    need to have something that is
  • Valuable
  • Rare
  • Difficult to imitate
  • Lack of substitutes

16
Why study HRM?
  • Human Resources are one of the most critical
    determinants of competitive advantage.
  • Managing organizations is about managing people,
    and exceptional firms often have hard to
    substitute people with valuable, rare, hard to
    imitate skills and knowledge.
  • So even if you do not plan to become an HR
    manager, knowledge about HRM helps you to
    understand how organizations work.

17
Why study HRM?
  • What kind of positions?
  • HR Director
  • HR Manager
  • Specialized functions In-House Recruitment
    Manager, Compensation Benefits Specialist
  • HR/Personnel Officer, Administration Manager
  • But also (HR) Consultant, General Management
  • Salaries vary across industries

18
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20
Understanding the Job and Duty
  • Organizational structure
  • The structure of a firm
  • Work Flow
  • The processes through which a product or a
    service is produced
  • Job analysis
  • The process that defines the details of a job

21
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22
Pursuing human resources
  • Staffing
  • Recruitment
  • Getting a pool of qualified candidates
  • Personnel selection
  • Select the specific one to hire

23
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24
Evaluating human resources
  • Performance appraisals
  • Identify the performance
  • Measure and assess the performance
  • Feedback for future improvement

25
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26
Retaining human resources
  • Compensation
  • How much shall I pay for an employee?
  • Why I shall pay this amount?
  • Benefits
  • Indirect compensation
  • Providing a more attractive feeling of working

27
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28
Strengthening human resources
  • Pay for performance
  • Training
  • Special or general skills
  • Development
  • Promotion
  • Career development

29
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30
Separating human resources
  • Separations
  • Layoffs, voluntary retirement
  • Reengineering, downsizing

31
Special Topics in HRM
  • International HRM
  • Workforce diversity
  • Labor unions/collective bargaining
  • Organizational change

32
Strategic HR choices
  • Manager or top-management have to decide policies
    and actions that are consistent with their goals!
  • There are many strategies they can choose in
    various HR contexts
  • The choices may be different for different
    Business strategies

33
Some strategic HR Choices
  • Work Flows
  • Efficiency ?? Innovation
  • Control ?? Flexibility
  • Explicit job description ?? Broad job classes
  • Detailed work planning ?? Loose work planning
  • Staffing
  • Internal recruitment ?? External recruitment
  • Supervisor makes hiring ?? HR makes hiring
  • Fit wit firms culture ?? skill and
    qualification
  • Informal hiring ?? Formal hiring

34
Some strategic HR Choices
  • Separations
  • Voluntary inducements to retire ?? Layoffs
  • Hiring freeze ?? Recruitment as needed
  • Continuing support after termination ??
    Letting them fend for themselves
  • Preferential rehiring ?? No preferential
  • Performance appraisal
  • Customized appraisals ?? Uniform
    appraisal Procedures
  • Multiple purpose appraisals ??
    Control-oriented appraisals
  • Multiple inputs (peers, subordinate) ??
    Supervisory input only

35
Some strategic HR Choices
  • Training and development
  • Individual training ?? Team training
  • Job-specific training ?? Generic training
  • Buy skills with higher wages ?? make skills at
    lower wages
  • Compensation
  • Fix pay ?? Variable pay
  • Job-based pay ?? Individual-based pay
  • Seniority-based pay ?? Performance-based pay
  • Centralized pay decisions ?? Decentralized one

36
Some strategic HR Choices
  • International management
  • Create global company culture ?? Adapt to local
    culture
  • Rely on expatriates ?? Rely on country nationals
  • Repatriation agreement ?? No formal repatriation
  • Universal company policies ??
    Country-specific company polices

37
Choices of HR strategies
  • No HR strategy is good or bad in and of
    itself
  • Depends on the situation/context
  • Fit between the strategies and organizations

38
Thats it...
  • See you on Wednesday!
  • Dont forget to pick up book (prepare Chapter 4
    and have a quick look at Chapter 1)
  • Also please pick up your PRS handset!
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