BUST 200 Intro to Human Resource Management PDF

BUST 200 HUMAN RESOURCE MANAGEMENT Managing Our Most Important Resource WHAT IS HUMAN RESOURCE (HR) MANAGEMENT  Managing  Efficiency  Leveraging  Effectiveness  Motivating  Performance  Comp...

BUST 200 HUMAN RESOURCE MANAGEMENT Managing Our Most Important Resource WHAT IS HUMAN RESOURCE (HR) MANAGEMENT  Managing  Efficiency  Leveraging  Effectiveness  Motivating  Performance  Competencies  Productivity  Capabilities  Strategies  Competitive Advantage  Goals  Knowledge, Skills &  Objectives Abilities 4 DEFINITION OF HRM  Human Resource Management (HRM) is a strategic approach to managing employment relations, which emphasizes that leveraging people’s capabilities is critical to achieving competitive advantage (Bratton and Gold, 2007).  HRM is a comprehensive approach to managing people and the workplace, culture and environment. NAME OR LOGO 10 DEFINITION OF HRM HRM is the strategic approach to the effective and efficient management of people in a company or organization such that they help their business gain a competitive advantage. It is designed to maximize employee performance in service of an employer's strategic objectives. DEFINITION OF HRM HRM refers to a set of programmes, functions and activities designed and carried out with a view to maximizing both employee and organizational effectiveness. 7  Objectives of Human Resource Management  Increased competencies;  Employee commitment;  Increased flexibility and innovation;  Employee effectiveness & efficiency;  Rewards and incentives linked to performance;  Recognition of HR at the strategic level;  Employee satisfaction, self-actualization and motivation; EVOLUTION OF HRM ROLES 1990-2005 ULRICH ROLES OF HR PROFESSIONALS  We see HR professionals working as Employee Advocates to make sure the employer- employee relationship is one of reciprocal value.  As Human Capital Developers, they build the workforce of the future. 11  ROLES OF HR PROFESSIONALS  They are also Functional Experts who design and deliver HR practices that ensure individual competence and organization capability.  As Strategic Partners, they help line managers at all levels to reach their goals. 13  ROLES OF HR PROFESSIONALS  And to tie it all together, they must be genuine Leaders who are credible both within their HR functions and to those outside 14 COMPETENCIES FOR HR PROFESSIONALS 15  ULRICH COMPETENCIES FOR HR PROFESSIONALS 16 17  ULRICH HR COMPETENCIES 2021 18  PHASES OF HUMAN RESOURCE MANAGEMENT Environmental Acquisition Development Motivation Maintenance/Retention scanning This involves This involves HR This deals with the This covers job Seeks to ensure interpreting and Planning, Job training of design, employee analyzing changes Analysis employees, performance commitment, in the environment Recruitment, management management and safety and health, and developing the Selection, development and appraisal, rewards, employee relations appropriate employee career compensation, and and industrial policies and orientation and development. job evaluation. relations. 19 strategies. socialization.  HRM FUNCTIONS  Strategic HRM  Training & Development  Strategic Planning  Performance Management  HR Planning  Compensation Management  Job Analysis  Employee Relations  Recruitment  Industrial Relations  Selection  Occupational Safety & Health 20  STRATEGIC HUMAN RESOURCE MANAGEMENT SHRM is the linking of HRM with strategic goals and objectives in order to achieve business performance and develop organizational cultures that foster innovation and flexibility. It means accepting the human resource function as a Strategic Partner in formulating the company’s strategies as well as in executing those strategies through HR activities such as Recruitment, Selection, Training & Development and Compensation and Rewards.  STRATEGIC PLANNING The process by which top management determines overall organizational purposes and objectives and how they are achieved. Strategic planning is an ongoing process that is constantly changing to find a competitive advantage. HUMAN RESOURCE PLANNING The process used by an organisation to assess the demand for and supply of future human resources. It is the process used to determine the numbers and kinds (KSAs) of employees an organisation will recruit or retrench, consistent with the business strategy or strategic plan. Is performed by both line managers and HR managers.  JOB ANALYSIS The process of gathering, analyzing and synthesizing information about jobs. It involves the development of the Job Description and Job Specification, which are so essential to HR planning activity (especially recruitment and selection). 24  RECRUITMENT  The set of activities an organisation uses to ATTRACT job candidates who have the abilities, skills, experiences, attitudes and competencies needed to do a job or jobs and to help the organisation achieve its objectives.  A strategy that ATTRACTS the right people, at the right time, with the right skills, to be placed in the right jobs. 25  SELECTION The process of CHOOSING from a group of applicants the individual best suited for a particular position and the organization. The process that involves programmes to IDENTIFY the applicants who have the highest chance of meeting the organization's standards of performance. 26  TRAINING & DEVELOPMENT Training provides learners with the knowledge and skills needed for their present jobs. Development involves learning that goes beyond today’s job and has a more long-term focus. It prepares employees to keep pace with the organization as it changes and grows. 27  TRAINING & DEVELOPMENT A set of systematic and well-planned activities designed by an organisation to provide its members with the necessary skills to meet current and future job demands, in a dynamic and often complex business environment. 28  PERFORMANCE MANAGEMENT Performance Management (PM) is a goal-oriented process directed toward ensuring that organizational processes are in place to maximize the productivity of employees, teams, and ultimately, the organization. 29  PERFORMANCE APPRAISAL Performance Appraisal (PA) is a formal system of review and evaluation of individual or team task performance. A critical point in the definition is the word formal, because managers should be reviewing an individual’s performance on a continuing basis. 30  COMPENSATION MANAGEMENT Compensation Management or Reward Management is concerned with the formulation and implementation of strategies and policies which are to reward people fairly, equitably and consistently in accordance with their value to the organizations and to help the organization to achieve its strategic goals. 31  COMPENSATION MANAGEMENT  Compensation Management is the design, implementation and maintenance of reward systems which aim to meet the needs of both the organization and its shareholders.  Compensation is the total of all rewards provided to employees in return for their work. 32 EMPLOYEE RELATIONS  Employee Relations refer to those Human Resource Management (HRM) activities associated with the movement of employees within the organization. 33 EMPLOYEE RELATIONS  Employee Relations includes activities such as promotion, transfer, demotion, resignation, layoff and retirement.  Discipline and disciplinary action are also crucial aspects of internal employee relations. 34 EMPLOYEE RELATIONS  Termination  Demotion  Transfers  Promotions  Resignations  Retirements  Discipline/Disciplinary Action NAME OR LOGO 35 LABOUR RELATIONS  Labour Relations is the term used to define the process between employers and employees, management and unions in order to make decisions regarding wages, working conditions, hours of work, safety at work, security and grievances. 36  LABOUR LEGISLATION (BARBADOS)  Employment Rights Act  Employment of Women  Employment Sexual (Maternity Leave) Act Harassment (Prevention) Act  Protection of Wages  Safety And Health At Work  Severance Payments Act  Holiday with Pay Act  Trade Unions Act 37  SAFETY & HEALTH  Safety involves protecting employees from injuries caused by work-related accidents.  Included within the umbrella definition of safety are factors related to musculoskeletal disorders, stress injuries, and workplace and domestic violence. 38  SAFETY & HEALTH  Health refers to employees’ freedom from physical or emotional illness.  Problems in these areas can seriously affect a worker’s productivity and quality of work. They can dramatically lower a firm’s effectiveness and employee morale. 39 “HRM IS NOTHING MORE THAN OLD WINE IN A NEW BOTTLE”  GROUP DISCUSSION