Human Resource Management Eleventh Edition - PowerPoint PPT Presentation

Loading...

PPT – Human Resource Management Eleventh Edition PowerPoint presentation | free to download - id: 3dfb46-NmM2O



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Human Resource Management Eleventh Edition

Description:

Human Resource Management Eleventh Edition SECTION 1 Nature of Human Resource Management Robert L. Mathis John H. Jackson Chapter 1 Changing Nature of Human Resource ... – PowerPoint PPT presentation

Number of Views:116
Avg rating:3.0/5.0
Slides: 19
Provided by: professorz
Learn more at: http://professorzahi.weebly.com
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Human Resource Management Eleventh Edition


1
Human ResourceManagement Eleventh Edition
SECTION 1Nature ofHuman ResourceManagement
Robert L. Mathis ? John H. Jackson
Chapter 1
  • Changing Nature of Human Resource Management

PowerPoint Presentation by Dr. Zahi Yaseen
2
Changing Nature of Human Resource Management
  • After you have read this chapter, you should be
    able to
  • Define HR management and explain why managers and
    HR staff must work together.
  • List and define the seven categories of of HR
    activities.
  • Identify three challenges facing HR today.
  • Describe the four roles of HR management.
  • Discuss why ethical issues affect HR management.

3
HR Management Activities
4
HRM Activities
  • Human resource activities support organizational
    efforts focusing on Productivity, Service, and
    quality
  • That requires changes in corporate culture,
    leadership styles, and HR policies.
  • 1- HR planning and analyses
  • 2- Equal employment opportunity
  • 3- staffing
  • 4- HR development
  • 5- Compensation and Benefits
  • 6- Health, safety, and security
  • 7- Employee and Labor relations

5
  • Human Resource Management
  • Is the direction of organizational systems to
    ensure effective and efficient use of human
    talent to accomplish organizational goals.
  • HR in Organization
  • Every manager in an organization is an HR
    manager, however, its unrealistic to expect all
    operation managers like sales managers, nursing
    supervisor to know about employment regulations,
    union contracts.etc.
  • Corporation of HR with operating managers
  • HR specialists design processes and systems that
    operating managers help implement.

6
  • Management of Human Capital in Org
  • Organization must manage four types of assets
  • 1- Physical building, land, furniture,
    vehicles
  • 2- Financial cash, stocks, securities..
  • 3- Intangible brand name, researches..
  • 4- Human talents employees, experience,
  • professionals, capabilities..
  • All theses assets are crucial in varying degrees.
    However, the human assets are the glue that
    holds all other assets together and guides their
    use to achieve organizational goals.

7
  • Management of Human Capital in Org
  • Human Capital Is the collective value of the
    capabilities, knowledge, skills,
    life-experiences, and motivation of the
    workforce. Human capital is not the people in the
    company- Its what those people bring and
    contribute in the success of that company.
  • HR as a Core competency HR should be part of
    organizational strength. Because those strengths
    are the foundation for creating a competitive
    advantage. core competency is a unique capability
    that creates high value and differentiates an
    organization from its competitors.

8
HR Management Challenges
  • Globalization of Business
  • Economic and technological changes
  • Workforce demographics and diversity
  • Organizational cost pressures restructuring

9
HR Management Challenges
  • Globalization of Business
  • - Global companies across nations. Pepsi,
    Microsoft, Hp, GE, Sony, Toyota, Nokia,
    McDonalds..
  • - Shift from investment to operate, and
    produce products and services across the boards
    and the effect of security.
  • Economic and Technological Changes
  • Shift in jobs for manufacturing and agriculture
    to service industries and telecommunications.
  • Workforce availability and quality concerns Lack
    of skilled employees.
  • Growth in contingent workforce contractors, part
    time
  • Growth of information technology (Internet).

10
HR Management Challenges
  • Workforce demographics and diversity
  • More diversity of race, gender, and ethnicity.
    People from different background, women in the
    workplace, and growing of minorities.
  • Organizational cost pressures restructuring
  • Right-sizing", eliminating of layers of
    management, closing facilities, merging, and
    outplacing workers.
  • Intended results are flatter organizations,
    increases in productivity, quality, service and
    lower costs.
  • Costs are survivor mentality, loss of employee
    loyalty, and turnover of valuable employees

11
HR Management Roles
  • Administrative Role
  • The administrative support operations (e.g.,
    payroll and benefits work) shifted to technology
    ( internet) and outsourcing. The reasons are to
    save money, time, and to focus on strategic
    plans.
  • Operational and Employee Advocate Role
  • Traditionally HR is the Champion for employee
    concerns, and respond to employees complaints and
    crises. (figure 1)
  • Strategic Role
  • - Long-term implications, ethics bookkeeping,
    and provide competitive advantage.

12
HRM shifts from operational to strategic
  • Traditional HR Function
  • Reactive
  • Collecting HR data
  • Responding to goals and objectives set by
    executives
  • Complying with laws, policies, and procedures
  • Administering employees benefits programs
  • Designing training programs
  • Staffing
  • Applying compensation plans
  • Emerging HR practice
  • Proactive
  • Measuring HR with metrics
  • Setting strategic HR goals and objectives
  • Developing and revising policies and procedures
  • Evaluating benefits strategically
  • Identifying training needs
  • HR planning and linking with external staffing
    needs
  • Developing compensation plans

13
Strategic Role for HR
  • HR becomes a strategic business partner by
  • Evaluating mergers and acquisitions for staffing
    needs
  • Conducting workforce planning from employees
    retirements to workforce expansion
  • Leading site selection efforts for new
    facilities, and for international outsourcing.
  • Applying new HR systems to reduce time and staff
  • Working with executives to develop compensating
    plans
  • Collaborative HR when group of companies from
    different industries establish HR hop to share
    information and benefit for their experiences.

14
HR Technology
  • Firms have developed and implemented
    information systems to simplify use of the vast
    amounts of HR data
  • Human resource management system( HRMS)
  • Is an integrated system providing information
    used by HR management in decision making.
  • Purpose of HRMS
  • 1- administrative and operational efficiency
  • 2- strategic and related to HR planning
  • ( see attached example)

15
Ethics and HR
  • Organizations with high ethical standards are
    more likely to meet long term strategic
    objectives and profit goals.
  • Ethics and global differences Different laws,
    politics, cultural values usually raises ethical
    issues for global employers.( what is prohibited
    here is allowed there)
  • HRs role in organizational ethics
  • HR management plays a key role as the
    keeper and voice of organizational ethics.
  • Ethical issues like misrepresenting hours and
    time worked, employee lying to managers, hiring
    and promoting the favoritism.

16
Ethics and HR
  • Responding to Ethical Situations
  • Guided by values and personal behavior codes
    that include
  • Does response meet all applicable laws,
    regulations, and government codes?
  • Does response comply with all organizational
    standards of ethical behavior?
  • Does response pass the test of professional
    standards for ethical behavior?

17
  • Staffing
  • Job analysis
  • Recruiting
  • Selecting
  • Labor Relation
  • Labor Law
  • Workers Rights
  • Unions
  • Talent Manage
  • Orientation
  • Training
  • Career planning
  • HR Development
  • Performance

HR Tree
Equal Employment Fairness Diversity
Leadership Supervisory
  • Total Rewards
  • Compensation
  • Incentives
  • Benefits
  • Risk Manage
  • Safety
  • Health
  • Security

Employee Retention
Global HRM
Employment law
Survey -Satisfaction
Exit Interviews
Job Performance
HR Planning
HR Strategic
18
Job satisfaction leads to Productivity and quality
How can we increase Productivity?
Competition advantage through Human capital
Job satisfaction
Individual abilities/skills
Employee Retention
The Key
How can we manage our costs?
Management support/technology Culture/ motivation
Job performance
  • HR Strategic
  • Vision/Mission,\/Goals
  • Plan for people
  • Revising Rules
  • Comply with Labor Law
  • Design Policies/procedures
  • Design jobs
  • Recruiting /Selecting
  • Employee retention

We should value Our customers and Our employees
What can we do to Survive in the Market place?
Demands for Productivity/ quality/ service
Increasing competition
  • HR Traditional View
  • -Responding to goals and objectives set by
    executives
  • Complying with laws,
  • policies, and procedures
  • Administering employees benefits programs
  • Staffing
  • Applying compensation plans

HR Tree
About PowerShow.com