HRM

• Other terminologies of Human Resource Management

  • Human Capital management
  • Human Asset management
• The organizational function of managing and handling one of the most valuable assets of the organization - its employees


  Human Resource Management (HRM)
• It tackles various undertakings performed by a business firm to make certain that workers are handled and managed as human beings worthy of respect and compassion 


  Human Resource Management (HRM)
• It is composed of human resource (HR) practices that aid the firm in leading its people successfully and reasonably throughout their journey during the three stages of the employment cycle.

  Human Resource Management (HRM)
• Three stages of the Employment Cycle

  1. Pre-hiring
  2. Hiring
  3. Post-Hiring
• Organizations determine the right number and type of people needed to fill-up position; It includes activities prior to hiring such as human resource planning and job analysis.

  Pre-Hiring
• Companies establish policies that will help managers fulfill the staffing needs of the eventually leading to recruiting and selecting.

  Hiring
• Companies carry out certain HRM practices and other productivity programs that enhance employee's performance level, such as training and development, performance appraisal, compensation and benefits administration, employee health and safety and separation.

  Post-hiring
• Не pioneered the study of scientific management; the father of scientific management


  Frederick Taylor
• He addressed the critical issues on incentives that encouraged the compensation of workers for meeting and/or surpassing performance criteria.

  Frederick Taylor
• In this book, he introduced people management which featured the proper selection and training of employees in a scientific way.


  Shop Management
• 1890-1910


  Scientific management
• 1910-1930 


  Employment tests & selection techniques
• 1930-1945


  Worker productivity and level of performance
• 1945-1965


  Union membership
• 1965-1985


  Equal employment opportunity
• 1985-Present


  Diversity globalization strategic HRM
• Basic Features of HRM

  1. it is prevalent in nature
  2. it is dynamic
  3. it is individually oriented
  4. it is employee oriented
  5. it is forward-looking
  6. it is growth-oriented
• HRM is present and performed in all operational functional areas of management within an organization on a continuous basis; it is not an "on-off" function


  It is prevalent in nature
• It does not depend on written rules and policies to solve problems; It focuses on what can be done through logical and well-grounded decisions. solutions; It constantly finds ways to change situations and events for betterment of the organization and its employees


  It is dynamic
• HRM works toward getting the best out of each employee by seeing to it that they are continually offered the opportunity to be equipped with new skills through training


  it is individually oriented
• Employees are the doing individuals of an organization; Rewarding them for their contributions to organizational success is a strong reinforcement to increase the level of job performance. 

  It is employee-oriented.
• it should effectively envision and assess labor needs for a given period of time; Doing so will assure the managers that only the competent, motivated people with the right match of qualifications are joining the company.


  It is forward-looking
• For an organization's HRM process to yield success, it should constantly enhance the conceptual and analytical skills of its employees; A carefully planned design for employee development is almost compulsory if the organization aims for excellence.

  It is growth-oriented.
•  one way for employees to learn various skills.

  Job rotation
• Objectives of HRM

  1. Personal Objectives
  2. Organizational Objectives
  3. Societal Objectives
• Optimum utilization of the human resources; Creation of conditions in which each employee is encouraged to make his best possible contribution to the effective working of the undertaking

  Personal Objectives
• Recognizes the role of HRM in bringing effectiveness; Assists the organization with its primary objective. HRM exists to serve the rest of the organization.

  Organizational objectives
• Ethically and socially responsible to the needs and challenges of the society while minimizing the negative impact of demands upon the organization.

  Failure of the organization to use their resources for the society's benefit in ethical way may lead to restrictions.

  Societal objectives
• What is unique about HRM?

  •  It applies the discipline of Economics, Psychology, Sociology and Law
  • HR is embedded within the work of all managers and most individual contributors due to the need of managing people
• Who completes the HR tasks?

  • Line Managers
  • Human Resource Managers
  • Shared Service Centers
  • Outsourcing firms
  • Techonology interfaces
• Key activities of Human Resources

  • Human resource planning
  • Human rights and labor laws
  • Training and staff development
  • Human resource policies
  • Recruitment, selection & orientation
  • Communications and counseling
  • Salary and benefit administration
  • Performance management
• Skills needed in HRM

  1. Organization
  2. Multi-tasking
  3. Human Capital Development Skills
  4. Strategic Thinking Skills
  5. Leadership Skills
  6. Workplace Culture Development Skills
• It is being able to prioritize tasks, maximize efficiency, maintain structure throughout a workday or a project's lifespan.

  Organization
• Organization

  1. Physical Organization
  2. Digital Organization
  3. Planning
  4. Time Management
  5. Communication
• It is the ability to work on multiple tasks at once and complete them simultaneously

  Multi-Tasking
• Multi-Tasking

  • It saves time.

  • It can save money

  • It increases productivity
• "Human Capital" of the organization - defined as "the collective skills, knowledge, or other intangible assets of individuals that can be used to create economic value for the individuals, their employers, or their community."

  Human Capital Development Skills
• Human resource managers must be very aware of the strategic needs of the organization, at all levels and in all departments, and must have the skills to find and retain people that meet those needs.

  Strategic Thinking Skills
• Human resource managers must be effective leaders that can coach employees and develop them into leaders themselves

  Leadership Skills