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Human Resource Management - PowerPoint

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									HUMAN RESOURCE MANAGEMENT
 HRM is the planning, organizing,

directing & controlling of the procurement, development, motivation, compensation, integration, maintenance & separation of HR to the end that individual, organizational and social objectives are accomplished

UNDERSTANDING DYNAMIC ENVIRONMENT
 IF YOU DON’T GET OUT OF THE BOX IN WHICH YOU HAVE RAISED IN , YOU WON’T BE ABLE TO UNDERSTAND HOW MUCH BIGGER THE WORLD IS



ANGELINA JOLIE

CHAPTER -1
STRATEGIC IMPLICATIONS OF A DYNAMIC CULTURE
HRM MUST BE PREPERED TO DEAL WITH THE EFFECTS OF CHANGING WORLD 1. UNDERSTANDING DIFFERENT CULTURES  WORLD HAS BECOME A GLOBAL VILLAGE. IN THIS BOUNDLESS WORLD MANAGERS NEED TO ADAPT TO CULTURES,SYSTEMS,AND TECHNIQUES DIFFERENT TO THEIR OWN HRM HAS TO ENSURE APPROPRIATE SELECTION OF GLOBAL MANAGERS HAVING ; KNOWLEDGE MIX SKILLS CULTURAL ADAPTABILITY



MOTIVATION WILLINGNESS

 CROSS-CULTURAL

TRAINING IN UNDERSTANDING DIFFERENT VALUES, MORALS,CUSTOMS,POLITICAL AND ECONOMIC SYSTEMS AND LAWS .  CAREER PLANNING  COMMUNICATION  COMPENSATION  REPATRIATION  TEAM WORK

 SELECTION  TRAINING  TEAM WORK
 COMMUNICATION

 COMPENSATION  CAREER PLANNING  REPATRIATION

THE CHANGING WORLD OF TECHNOLOGY
 SHIFT FROM MANUFACTURING JOBS TO SERVICE JOBS IN THE USA

 KNOWLEDGE WORKERS
INDIVIDUALS WHOSE JOBS ARE DESIGNED AROUND THE ACQUISITION AND APPLICATION OF INFORMATION AND PROFESSIONAL KNOWLEDGE I.E.ACCOUNTANTS,LAWYERS,AND ENGINEERS,COMPUTER PROGRAMMERS,SOFTWARE DESIGNERS,AND SYSTEM ANALYSTS. TECHNOLOGICAL ADVANCES MAKE THE ORGANIZATIONS MORE PRODUCTIVE AND HELP THEM CREATE AND MAINTAIN A COMPETITIVE EDGE HUMAN LABOR REPLACED WITH ELECTRONIC AND COMPUTER EQUIPMENT MANUAL LABOR REPLACED DUE TO COMPUTER AIDED DESIGN THOUSANDS OF EMPLOYEES WORKING AT BANK COUNTERS NOW REPLACED WITH ATM MACHINES AND ON –LINE- BANKING SYSTEMS

HOW TECHNOLOGY AFFECTS HRM PRACTICES
 BETTER HR PLANS,FASTER DECISIONS, BETTER

COMMUNICATION WITH EXTERNAL AND INTERNAL CUSTOMERS  WITH NOTEBOOK ANK DESKTOP COMPUTERS,FAX MACHINES,HIGH SPEED MODEMS, INTRANETS,HR MANAGERS CAN DO THEIR WORK ANYPLACE ANYTIME IN DECENTRALISED WORK SITES

HOW TECHNOLOGY AFFECTS HR PRACTICES
          

RECRUITMENT JOB SEARCH WEB SITES ELECTRONIC RESUME SCANNING SELECTION SCREENING TRAINING AND DEVELOPMENT VIRTUAL EDUCATION COMPENSATION, BENEFITS,STOCK OPTIONS COMMUNICATIONS ANYTIME, WITH ANYONE, ANYWHERE VIRTUAL MEETINGS


ETHICS AND EMPLOYEE RIGHTS

 ELECTRONIC SURVEILLANCE

 MOTIVATING KNOWLEDGE WORKERS  UPGRADING THEIR COMPUTER SKILLS
 PAYING EMPLOYEES THEIR MARKET VALUE  SURVEY OF MARKETS FOR COMPETITIVE  DECENTRALISED WORK SITES

Ford Focus Program–The Integration of Suppliers, Manufacturing Facilities, and Markets
 Component Sources of Supply  Design: Germany, Great Britain, and United States  Engineering:  Germany, Great Britain, and United StatesAir Bags

Germany, Spain, and United States  Air Conditioning, Heat: France, Mexico, and United States  Brake systems: Germany, Great Britain, and United States Bumpers Germany and United States  Carpet: France and United State

U.S. affiliates of foreign companies employ 12.3 percent of U.S. manufacturing employees. Many U.S. office buildings are owned by foreign landlords. The opening of plants abroad and in the United States increasingly takes the place of trade. All these developments make us more and more dependent on one another.
 This interdependence, however, is not stable. On virtually a

daily basis, realignments take place on both micro and marco levels that make past orientations at least partially obsolete. For its first 200 years, the United States looked to Europe for markets and sources of supply. Despite the maintenance of this orientation by many individuals, firms, and policymakers, the reality of trade relationships is gradually changing.

McDonald’s is a classic example of a U.S. business organization that capitalized on the opportunities available through global expansion
 Internationally, McDonald’s restaurants offer standard U.S. menu items, but occasionally develop other items which appeal to the host country’s cultural preferences. For example:  Canada – cheese, vegetable, pepperoni, and deluxe pizza.  Uruguay – McHuevo, a hamburger with a poached egg on top.  Thailand – Samurai Porkburger, a sandwich marinated with teriyaki sauce.  Philippines – McSpaghetti, pasta in a sauce with frankfurter bits.

 New Zealand – Kiwi burger, a hamburger with a fried egg and a slice of beet

 Japan – Chicken Tatsuta, a fried chicken sandwich spiced with soy sauce and ginger  Germany – frankfurters, beer, and a cold four-course meal Saudi Arabia and other Islamic countries-a halal menu  India – Maharaja Mac, the traditional Big Mac with lamb in-stead of beef patties, out of respect for the Hindu population

 COMMUNICATION  HR MANAGERS CAN COMMUNICATE ANYTIME,ANYWHERE WITH ANYONE  DECENTRALIZED WORK SITES  EMPLOYEES MAY NOT REGULARLY VISIT OFFICE,THEY MAY WORK AT HOME .IT MAY SAVE TRANSPORTATION TIME ,OFFICE SPACE.EMPHASIS ON FINAL PRODUCT AND NOT EIGHT HOURS A DAY.HRM HAS TO DEAL WITH COMPENSATION,AND PERFORMANCE EVALUATION OF CONCERNED EMPLOYEES.

 SKILL LEVELS  INNOVATION, SUPPLY CHAIN MANAGEMENT,CUSTOMER SATISFACTION  A LEGAL CONCERN  HRM POLICY MUST DEFINE INAPPROPRIATE ELECTRONIC COMMUNICATIONS,RESERVE THE RIGHT TO MONITOR EMPLOYEES INTERNET AND EMAIL USAGE ,AND SPECIFY DISCIPLINARY ACTION FOR VIOLATION.  TRAINING  WORKFORCE DIVERSITY  HRM HAS TO CREATE A CONGENIAL ENVIRONMENT SO THAT PEOPLE OF DIFFERENT RACES, GENDERS,AGES WORK IN HARMONY.THREATS ARE CONVERTED INTO OPPORTUNITIES.

WORK/LIFE BALANCE PEOPLE NOW WANT QUALITY OF LIFE.  HRM SHOULD CATER TO THE NEEDS TO ATTRACT AND RETAIN GOOD EMPLOYEES

THE LABOR SUPPLY
 DUE TO THE SPEED OF TECHNOLOGICAL ADVANCEMENT AND INNOVATIONS IN ADDITION TO GLOBAL COMPETITION THE SKILLS FOR HIGH TECH JOBS ARE NEEDED MORE THAN IN THE PAST.  IN USA THE IMMIGRANTS FROM CERTAIN COUNTRIES ARE UNSKILLED  THERE IS SHORTAGE OF SKILLED WORKFORCE IN HEALTH CARE SECTOR. RETIRED / REEMPLOYED EMPLOYEES DON’T HAVE LATEST SKILLS  THERE IS SHORTAGE OF ENGINEERS IN USA  WHY DO ORGANISATIONS LAY OFF DURING SHORTAGES

THE LABOR SUPPLY
 DOWNSIZING IS DUE TO FLATTER

STRUCTURES AND REDESIGNED WORK  COST CUTS TO MEET RISING EXPENDITURE  RIGHTSIZING IS REDUCING AND ADDING STAFF LEVEL  AS PER PRIORITIES/STRATEGIES  OUTSOURCING MEANS GIVING CERTAIN TASKS TO OUTSIDE AGENCIES TO SAVE COST AND TIME AND REDUCE PERMANENT STAFF

LABOR SUPPLY
 CONTINGENT WORKERS
 PART-TIME,TEMPORARY,AND COTRACT WORKERS 

   

ARRANGED TO; MEET SHORTAGES,BUSINESS EXPANSION,SPECIAL SKILLS,FLEXIBILITY OF WORKING HOURS,LAY OFF AT WILL AND ABOVE ALL CURTAIL COST OF PERMANENT LABOR TYPES OF CONTINGENT WORKERS; PART-TIME ;WHO WORK FEWER THAN 48 HRS A WEEK TEMPORARY;EMPLOYED FOR A SPECIFIC PERIOD CONTRACT;SPECIFIC PROJECTS

ROLE OF HRM IN CONTINUOUS IMPROVEMENT
WHY CHANGE?

management;  CHANGE IN WORK METHODS,TECHNIQUES,REPORTING RELATIONSHIPS  TRAINING  WORK PROCESS ENGINEERING  STRESS MANAGEMENT  CONFLICTS  COMPENSATION  TRAINING

 Change

 HR ISSUES OF CONTINGENT WORKERS;  MOTIVATION  AVAILABITY  SCHEDULING OPTIONS ACCORDING TO

INDIVIDUAL NEEDS  BENEFITS  ORIENTATION AND SOME TRAINING  ATTRACT TALENT BY COMPENSATION, FLEXIBLE HOURS,  RESOLVE CONFLICTS WITH PERMANENT STAFF

FOCUS ON CUSTOMER(INT & EXT) NEVER SATISFIED QULITY:BOTH RESULTS AND PROCESSES MEASURE PERFORMANCE BY STATISTICAL METHODS AND RECTIFY EMPOWERMENT OF EMPLOYEES:AUTONOMOUS TEAMS

CONTINUOUS IMPROVEMENT PROGRAMS

WORK PROCESS ENGINEERING CONTINUOUS IMPROVEMENT IS LIKE CHANGING DECK START WITH SCRATCH RE-ENGINEER e.g.i.pod and ipod in cell phone

CHAIRS ON TITANIC

 PREPARE EMPLOYEES TO CHANGE  WHY CHANGE?WHAT IS EXPECTED?ITS EFFECTS ON EMPLOYEES CHANGES IN WORK PATTERNS,OPERATIONS,REPORTING RELATIONS  HRM HELPS TO OVERCOME BARRIERS THAT MAY CAUSE RESISTANCE TO CHANGE.  OVERCOME THE FEAR TO CHANGE  TRAINING  HRM”s ROLE IN RE-ENGINEERING

 STRESS AND CONFLICT MANAGEMENT  TRAINING FOR NEW SKILLS  INCENTIVES  NEW PERFORMANCE STANDARDS  NEW INCENTIVES/COMPENSATION  EMPLOYEE INVOLVEMENT  DELEGATION  GROUP DECISION MAKING FOR INDIVIDUAL

INVOLVEMENT IN CREATIVITY  WORK TEAMS

FUNDAMENTALS OF HRM CHAPTER -2
    
    

IMPORTANCE OF HRM TO AN ORGANISATION COMPLIANCE WIYH LAWS JOB BOUDARIES ARE NOW BLURRED GLOBAL SELECTION PSYCHOLOGY,SOCIOLOGY,ORGANISATION AND WORK DESIGN,LAW TURBULANT ENVIRONMENT,MOTIVATIONAL CHANGES STATUS OF HRM BRAIN VS BODY WORK LIFE BALANCE CONTINGENT WORKERS SKILLS AND TRAINING THEREOF

 STRATEGIC NATURE OF HRM

 PRO-ACTIVE TOWARDS HUMAN COMPONENET  ATTRACTING AND MAINTAINING TALENT FOR

COMPETITIVE EDGE  SUPPORT LINE MANAGERS IN FOLLOWING BUSINESS STRATEGY,ANALYZING ORGANIZATION AND WORK DESIGN,THE CULTURE,PERFORMANCE SYSTEMS,AND RECOMMENDING AND IMPLEMENTING CHANGE WHEREVER NECESSARY.  HRM SHOULD BE LOW COST,SHOULD CONTRIBUTE TO RETURN ON INVESTMENT,SHOULD ADD VALUE TO THE BUSINESS  HRM CERTIFICATION

Sample HRM organizational chart
Vice President

EMPLOYMENT

TRAINING

& DEVELOPMENT

COMPENSATION

& BENEFITS EMPLOYEE RELATIONS

FUNCTIONS OF HR DEPARTMENT
 STAFFING
 1.ORGANISATION PREPARES STRATEGIC PLAN,DETERMINES ITS GOALS AND OBJECTIVES
 2.RESULTING IN STRUCTURAL CHANGES

 3.CHANGES IN JOB REQUIREMENTS,REPORTING RELATIONSHIPS,GROUPS

 4. JOBS ANALYSED AND KSAs DETERMINED (H.R PLANNING)  5. RECRUITMENT TO PROVIDE ENOUGH INFO TO POTENTIAL CANDIDATES TO ENSURE ADEQUATE POOL OF CANDIDATES,AND HEAD OFF UNQUALIFIED INDIVIDUALS.
 6.SELECTION OF THOSE WHO WOULD BE SUCCESSFUL.

7.HRM PROVIDES INFO (CULTURE,EXPECTATIONS,FROM THE EMPLOYEES)TO CANDIDATES TO ACCEPT OR( NOT TO ACCEPT) 8. CANDIDATE SECTED BY LINE MANAGER. HE/SHE TELLS HR MANAGER TO CALL A CANDIDATE FOR ANOTHER INTERVIEW AFTER PRELIMINARY INTERVIEW. TRG,DEVELOPMENT,CAREER DEVELOPMENT,ORGANIZATIONAL DEVELOPMENT

TRAINING AND DEVELOPMENT
 1.CHANGE MANAGEMENT  2.PREVENTION FROM UNDESIRABLE ACTSe.g.SEXUAL HARRASMENT,PREJUDICEetc  3.CAREER COUNSELLING AND DEVELOPMENT

MOTIVATION
TO ENHANCE ABILITIES AND WILLINGNESS--MATCHING QUALIFICATIONS OF APPLICANTS WITH JOB REQUIREMENTS AND TRAINING AFTER JOINING JOB DESIGN:TOOLS,FACILITIES,OFFICE ENVIRONMENT,EMPOWERMENT,JOB DESCRIPTION PERFORMANCE STANDARDS,PERFORMANCE EVALUATION

 SUGGESTIONS  PAY STRUCTURE  PAY-FOR-PERFORMANCE  PAY DETERMINED AFTER CAREFUL INVESTIGATION

AND ANALYSIS  JOB’s RELATIVE WORTH DETERMINED

MOTIVATION

TO ENHANCE ABILITIES AND WILLINGNESS---MATCHING QUALIFICATIONS OF APPLICANTS WITH JOB REQUIREMENTS AND TRAINING AFTER JOINING
JOB

DESIGN:TOOLS,FACILITIES,OFFICE

ENVIRONMENT,EMPOWERMENT,TASK VARIETY, TASK

SIGNIFICANCE,TASK IDENTITY,AUTONOMY,FEEDBACK.
PERFORMANCE

STANDARDS,PERFORMANCE EVALUATION

 EXTERNAL FACTORS—MARKET CODITIONS,

DEMAND AND SUPPLY MAY AFFECT THE OVERALL RELATIVE JOB WORTH  JOB RATES DETERMINED ON THE BASIS OF EQUITY,SKILL,RESPONSIBILITY,EFFORT, AND ACCOUNTABILITY  COST-EFFECTIVE BENEFITS  FLEXIBLE BENEFITS PROGRAMS  COST CONTAINMENT AND ATTRACTING OF TALENT AND THEIR RETENTION  RETIREMENTS,CHANGING TAX LAWS,PERQUISITES

EMPLOYEE RELATIONS
      

UPWARD COMMUNICATION UNDERSTANDING RULES AND REGULATIONS DISCIPLINE MONITORING PULSE OF EMPLOYEES ON-LINE SURVEYS WHICH INFORMATION TO BE PROVIDED? COMMUNICATION AUDIT:FEEDBACK OF RESULTS OF COMMUNICATION  ACCURATE DATA TO ANSWER FRONTLINE QUESTIONS  DATA ON TURNOVER ,SAFETY AND HEALTH , RECRUITMENT ETC

CONCLUSIONS:CHANGING NATURE OF HRM
 1.STRATEGIC BUSINESS UNITS ARE LOCATED IN THE SAME AREA HAVING DIFFERENT DIVISIONS.AN HRM PROFESSIONAL IS ATTACHED TO THESE UNITS TO HANDLE HR OPERATIONS AND HRM DEPARTMENT OF HQ ONLY COORDINATES.  2.GEOGRAPHICALLY DISPERSED DIVISIONS SHARE SERVICES OF HRM INCLUDING ROUTINE MATTERS SUCH AS RECRUITMENT,TRAINING.  SPECIALISED WORK SUCH AS COMPENSATION AND BENEFITS IS HANDLED BY HQ.HR WORK IS THUS DONE BY1/5THSTAFF.OUTSOURCING OF RECRUITMENT,TRAININGAND COMPENSATION

HRM IN A GLOBAL VILLAGE
 SELECTION OF INDIVIDUALS HAVING RELEVANT PERSONALITY, SKILLS,AND WILLINGNESS

 CROSS-CULTURAL TRAINING  COMMUNICATION  RETENTION  REPATRIATION

LVMU-MOET

LEATHER

GOODS

PERFUME

JEWELS

LUXURY

PRODUCTS

LOCK

HEED MARTIN
TECHNOLOGY

MILITARY

AIRCRAFTS

SPACE

SYSTEMS

SYSTEM INTEGRATION


								
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