SHRM

• Human Resource Management


  Strategic and coherent approach to the management of an organization's most valued assets - the people, who individually and collectively contribute to the achievement of its objectives
• Management of work and people

  Towards desired ends
• HRM


  • Strategic / Coherent Approach
  • Logical or Theoretical
  • Employer
  • Organization
  • Corporate
  • Development
• Employee has a greater contribution to the variety of company's most valued assets
• HRM


  Bridge between employer and board of trustees (higher authorities)
• HRM (according to John Storey)

  HR can be regarded as a set of interrelated policies with an ideological and philosophical underpinning
• Meaningful version of HRM (according to John Storey)

  • A particular constellation of beliefs and assumptions
  • A strategic thrust informing decisions about people management
  • The central involvement of line managers
  • Reliance upon a network of levers to shape the employment relationship
• Line manager


  Has direct contact to management head or department / from leader
• Matching model of HRM by Michigan, School

  HR system and the organization structure should be managed in a way that is congruent with organizational strategy
• Human resource cycle


  • Selection
  • Appraisal
  • Rewards
  • Development
• Reward system is one of the most underutilized and mishandled managerial tools for driving organizational performance</b>
• Reward system must reward short or well as long-term achievements, bearing in mind that business must perform in the present to succeed in the future
• Types of rewards


  • Tangible
  • Non-tangible
• Increase in performance


  Increase in rewards
• Decrease in performance


  Decrease in rewards
• Intrinsic rewards


  Rewards that come from within the individual, such as a sense of achievement or personal growth
• Extrinsic rewards


  Rewards that come from external sources, such as pay, benefits, or recognition
• Harvard Framework


  Developed by Beer et al (1989), it involves general managers developing a viewpoint of how they wish to see employees involved in and developed by the enterprise, and of what HRM policies and practices may achieve those goals
• Harvard Framework


  • Incorporates recognition of a range of stakeholder interests
  • Recognized the importance of trade-offs between the interests of owners and those of employees, as well as between various interest groups
  • Widened the context of HRM to include employer influence, the organization of work and the associated question of supervisory style
  • Acknowledged a broad range of contextual influences on management's choice of strategy, suggesting a meshing of both product market and socio-cultural logics
  • Emphasized strategic choice rather than environmental determinism
• Components of Human Resource Systems

  • HR philosophies
  • HR strategies
  • HR policies
  • HR processes
  • HR practices
  • HR programmes
• Aims for HRM


  Overall purpose is to ensure that the organization is able to achieve its goals through people
• Ulrich and Lake (1990) remark HRM system can be the source of organizational Capabilities that allow firm to learn and capitalize on new opportunities
• Dryer and Holder (1988) analyse management's HR goals under the dimension of contribution, composition, competence, and commitment
• HR (Human Resource)


  General term for person
• HRM (Human Resource Management)

  Central management / may bawak to employer
• Competitive advantage


  Gives the company an advantage over competitors
• Flexible


  Adaptable in change or environmenty
• Teamwork


  Cooperation across internal organizational boundaries
• HAM have power to manage organization
• Customer-First philosophy


  Prioritize customers (to survive the Firm)
• Self-development and learning


  Reward that can be provided by the company
• Performance-driven culture


  In line with strategic reward
• Employee involvement


  Relationship of employer / Hard to achieve due to Iouiviale Darriers
• Employee commitment


  Building greater commitment to the organization
• Management responsibility for HR policies

  Recreaking the responsibility
• Facilitating role of managers


  Enablers the organization, giver Power, the manager to execute the plan
• Objectives of HRM


  Organizational effectiveness
• HRM aim to support programmes for improving organizational effectiveness by developing, policies in such areas at knowledge management, talent management, and generally creating "great place of work! (positive work environment)
• Human Capital


  The human factor in the organization; the combined intelligence, skills, and expertise that gives the organization its distinctive character
• Human capital can be regarded as the prime asset of an organization, and business need to invest in that asset to ensure, their survival and growth