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1 
CHAPTER ONE 
HUMAN RESOURCES FRAMEWORK
2 
ACKNOWLEDGEMENT 
ALL THE MATERIALS IN THIS PRESENTATIONS MOSTLY DERIVED FROM THE BOOK by WILLIAM B. Jr WERTHER and KEIT...
3 
ACKNOWLEDGEMENT 
1.Explaining the purpose and activities of human resource management 
2.Explaining the meaning of huma...
4 
PURPOSE OF HR 
Improve productive contribution of the people for the organization 
Support managers & employee in ach...
5 
HR ACTIVITES/Function 
hrlawpractice.blogspot.com
6 
HRM ACTIVITIES 
Help manager to obtain, develop, utilize, evaluate, maintain, & retain the right numbers & types of wo...
7 
WHAT IS HR 
The function within an organization that focuses on the management of the people who work in the organizat...
8 
WHAT IS HR 
Strategically, HRM manage people in the workplace culture and environment so the employee can contribute e...
9 
HR TREND 
Building A Strong Talent Pipeline for The Global Economic Recovery —Time for Innovative and Integrated Talent...
10 
HR TREND
11 
HOW TO COPE WITH THE TREND
12 
HR CHALLENGES 
Population growth 
Global competitive 
Unemployment 
Social responsibility 
Medical, food, housing...
13 
Survival of a country depends on the performance of organizations/company 
Organization will provide more jobs, prod...
14 
BETTER ORGANIZATION 
Organization must improve thru efficiency and effectivity when using their resources 
Effective...
15 
BETTER ORGANIZATION 
HR contribute to 
Find a better & more efficient way to meet objectives – direct 
Improving qu...
16 
OBJECTIVES OF HR 
Organizational. Assisting manager with their HR issues 
Functional. Maintain the contribution to the...
17 
Relation of Activities to Objective 
Societal objective : legal compliance, benefits, union-management relations 
Or...
18 
RESPONSIBILITY of HR ACTIVITIES 
Rest on each managers 
As the activities become more complex, the need of separate ...
19 
HR STRUCTURES 
Depends on the size of business 
Lets find some HR structures sample. 
The job title also related with ...
20 
HR KEYROLE 
Managers and Specialist 
What’s the different? 
Which is more important?
Objectives 
•Societal 
•Organizational 
•Functional 
•Personal 
Compensation and Protection 
Development and Evaluation 
E...
22 
PROACTIVE & REACTIVE HR 
When your body feel uncomfortable, do you wait until you are sure that you are sick, or you ...
Inputs 
Transformation Process 
Outputs 
Feedback 
HR challenges 
-Education 
-KSA 
-Attitude 
-Commitment 
HRM activities...
24 
EQUAL EMPLOYMENT OPPORTUNITY 
EEO prohibit specific types of job discrimination (age, sex, disabilities, race, religi...
25
1–26 
HR Roles in Knowledge-Based Economy 
Human capital steward 
Creates an environment and culture in which employees ...
1–27 
HR Roles in Knowledge-Based Economy 
Relationship builder 
Develops structure, work practices, and culture that al...
1–28 
SHRM Critical Competencies 
HR’s success as true strategic business partner dependent on five specific competencies...
1–29 
Lepak & Snell’s Employment Models
1–30 
Traditional HR Versus Strategic HR
1–31 
Barriers to Strategic HR 
Short-term mentality/focus on current performance 
Inability of HR to think strategicall...
1–32 
Outcomes of Strategic HR
1–33 
Model of Strategic HR Management
1–34 
ONE STEP CLOSER
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HRM davis Chapter 1 HR concept 2014

Lecture material for Human Resources Management base on the book by Werther and Davies

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HRM davis Chapter 1 HR concept 2014

  1. 1. 1 CHAPTER ONE HUMAN RESOURCES FRAMEWORK
  2. 2. 2 ACKNOWLEDGEMENT ALL THE MATERIALS IN THIS PRESENTATIONS MOSTLY DERIVED FROM THE BOOK by WILLIAM B. Jr WERTHER and KEITH DAVIES HUMAN RESOURCES and PERSONNEL MANAGEMENT 5th Edition
  3. 3. 3 ACKNOWLEDGEMENT 1.Explaining the purpose and activities of human resource management 2.Explaining the meaning of human resource management 3.Describing the challenges in human resource management 4.Explaining the challenges of justice on the job / position
  4. 4. 4 PURPOSE OF HR Improve productive contribution of the people for the organization Support managers & employee in achieving the organization strategies and their personal goals.
  5. 5. 5 HR ACTIVITES/Function hrlawpractice.blogspot.com
  6. 6. 6 HRM ACTIVITIES Help manager to obtain, develop, utilize, evaluate, maintain, & retain the right numbers & types of worker. HR Planning (recruit, select, compile) Orientation, trained, & develop (SKA) Appraised Compensate Employee relations Assessment of the activities
  7. 7. 7 WHAT IS HR The function within an organization that focuses on the management of the people who work in the organization Functional - deals with issues related to people Recruitment, hiring Compensation, performance management, benefit organization development, training, employee motivation Safety, wellness, communication Administration
  8. 8. 8 WHAT IS HR Strategically, HRM manage people in the workplace culture and environment so the employee can contribute effectively and productively to the organization’s goal. HRM is not just personnel, administration, and transactional roles HRM should add value thru strategic utilization of employees
  9. 9. 9 HR TREND Building A Strong Talent Pipeline for The Global Economic Recovery —Time for Innovative and Integrated Talent and HR Strategies – Josh Bersin
  10. 10. 10 HR TREND
  11. 11. 11 HOW TO COPE WITH THE TREND
  12. 12. 12 HR CHALLENGES Population growth Global competitive Unemployment Social responsibility Medical, food, housing Ethical Workforce diversity What other challenges you can find???
  13. 13. 13 Survival of a country depends on the performance of organizations/company Organization will provide more jobs, product, & services, needed by society To survive organization need to have market They need to win the competition They have to have a great HR WE NEED GREAT HR
  14. 14. 14 BETTER ORGANIZATION Organization must improve thru efficiency and effectivity when using their resources Effective means producing the right goods/services Efficient means using the minimum resources to produces goods/services Productivity is the ratio of organization output to its inputs
  15. 15. 15 BETTER ORGANIZATION HR contribute to Find a better & more efficient way to meet objectives – direct Improving quality of work life for employee - indirect The challenges for HR is that the situation is somewhat contradictive The economic success of the organization often cause the unsatisfy employees That is the HR problems
  16. 16. 16 OBJECTIVES OF HR Organizational. Assisting manager with their HR issues Functional. Maintain the contribution to the level appropriate with organization need Societal. Ethically & socially responsive to the need of society. Minimizing negative impact Personal. Assisting employee in achieving their personal goals
  17. 17. 17 Relation of Activities to Objective Societal objective : legal compliance, benefits, union-management relations Organizational : HR planning, employee relations, selection, training, appraisal, placement, assessment Functional : appraisal, placement, assessment and other functions Personal : training, development, appraisal, placement, compensation, assessment, career
  18. 18. 18 RESPONSIBILITY of HR ACTIVITIES Rest on each managers As the activities become more complex, the need of separate department may arise
  19. 19. 19 HR STRUCTURES Depends on the size of business Lets find some HR structures sample. The job title also related with the size & responsibilities HR is service department Staff authority to advise not direct or command Functional authority sometimes given by management (the right to decide in certain situation)
  20. 20. 20 HR KEYROLE Managers and Specialist What’s the different? Which is more important?
  21. 21. Objectives •Societal •Organizational •Functional •Personal Compensation and Protection Development and Evaluation Employee Relation and Assessment Preparation and Selection Frameworks and Challenges Organizational Feedback Challenges HRM Model and Subsystem
  22. 22. 22 PROACTIVE & REACTIVE HR When your body feel uncomfortable, do you wait until you are sure that you are sick, or you just go & visit your doctor right away? Reactive is when we are responding to the problems Proactive is when we anticipate the problems Should we choose to be proactive?
  23. 23. Inputs Transformation Process Outputs Feedback HR challenges -Education -KSA -Attitude -Commitment HRM activities - Recruiting - Selection - Others HR contributions -Capable workers -Motivated workers -Achieved goals Input/Output in HRM System
  24. 24. 24 EQUAL EMPLOYMENT OPPORTUNITY EEO prohibit specific types of job discrimination (age, sex, disabilities, race, religion, ethnic) in certain workplaces Discrimination should not happen in: hiring; job advertisements; recruitment; testing; compensation, assignment, or classification of employees; transfer, promotion, layoff, or recall; training and apprenticeship programs; fringe benefits; pay, retirement plans, and disability leave;
  25. 25. 25
  26. 26. 1–26 HR Roles in Knowledge-Based Economy Human capital steward Creates an environment and culture in which employees can contribute skills, ideas, and energy Human capital is not “owned” by organization Knowledge facilitator Procures necessary employee knowledge and skill sets that allow information to be acquired, developed, and disseminated Provides competitive advantages Part of strategic employee development plan
  27. 27. 1–27 HR Roles in Knowledge-Based Economy Relationship builder Develops structure, work practices, and culture that allow individuals to work together Develops networks that focus on strategic objectives Rapid deployment specialist Creates fluid and adaptable structure and systems Global, knowledge-based economy mandates flexibility and culture that embraces change
  28. 28. 1–28 SHRM Critical Competencies HR’s success as true strategic business partner dependent on five specific competencies: Strategic contribution - development of strategy Business knowledge - understanding the business’s nature of organization Personal credibility - measurable value demonstrated in programs and policies HR delivery - serving internal customers through effective and efficient programs HR technology - using technology to improve organization’s management of people
  29. 29. 1–29 Lepak & Snell’s Employment Models
  30. 30. 1–30 Traditional HR Versus Strategic HR
  31. 31. 1–31 Barriers to Strategic HR Short-term mentality/focus on current performance Inability of HR to think strategically Lack of appreciation for what HR can contribute Failure to understand line managers’ role as an HR manager Difficulty in quantifying many HR outcomes Perception of human assets as higher-risk investments “Incentives” for changes that might arise
  32. 32. 1–32 Outcomes of Strategic HR
  33. 33. 1–33 Model of Strategic HR Management
  34. 34. 1–34 ONE STEP CLOSER

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