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HUMAN RESOURCE MANAGEMENT. Introduction Human Resource Strategy Human Resource Planning Recruitment and Selection Training and Development Performance Management Compensation Employee Benefits Employee Relations Career Planning. HUMAN RESOURCES MANAGEMENT IS ALL ABOUT:.

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Human resource management
HUMAN RESOURCE MANAGEMENT

Introduction

Human Resource Strategy

Human Resource Planning

Recruitment and Selection

Training and Development

Performance Management

Compensation

Employee Benefits

Employee Relations

Career Planning


HUMAN RESOURCES MANAGEMENT

IS ALL ABOUT:

GROUP EFFICIENCY

INDIVIDUAL

EFFECTIVENESS

INDIVIDUAL PERFORMANCE

INDIVIDUAL EFFICIENCY

Doing the right

things

Doing things the right way


Individual performance outputs of a high quality and quantity

Doing things the right way:

Executing a task correctly

Doing more than the standard

Rendering outputs of high quality and quantity

Restricting wastage and interruptions

Doing the right things:

Involvement in goals set for work groups and organisation

Positive attitude

High morale

Innovation

Individual Performance – Outputs of a high quality and quantity


Hr predictions for 2008 definition of jobs
HR Predictions for 2008: Definition of jobs

  • Organisations will not pay for the value of the job but for the value of the person

  • Versatility will be a key factor in determining employee value

  • Compensation systems will be linked to business outcomes

  • All jobs will require higher levels of computer skills

  • Positions will be organised in teams focused on a task

  • Positions will be defined by competencies needed to be performed (Grobler et al, 2006)


Hrm issues and challenges
HRM Issues and Challenges

  • Worker productivity

  • Quality improvement

  • Downsizing, delayering, decruiting

  • Changing workforce

  • Globalisation

  • Impact of legislation

  • Quality of working life (QWL)

  • Technology and training

  • HIV Aids


Human resource strategy
Human Resource Strategy

  • A strategic approach to HRM:

    recognises impact of external environment

    recognises impact of competition

    recognises impact of labour market dynamics

    a long range focus (3 – 5 years)

    focuses on choice and decision-making

    considers all personnel

    is integrated with overall corporate strategy


Strategic human resource management
Strategic Human Resource Management

  • Strategic Human Resource Management

    • The process by which managers design the components of a human resource system to be consistent with each other, with other elements of organizational structure, and with the organization’s strategy and goals.

    • The objective of strategic HRM is the development of an HRM system that enhances the organization’s efficiency, quality, innovation, and responsiveness to customers.


Human resource planning
Human Resource Planning

  • HRP as part of strategic organisational planning

  • The impact of good HRP

  • Steps in the planning process

    Forecasting demand

    Estimating supply – skills inventories



Recruitment and selection
Recruitment and Selection

  • Factors that influence recruitment

  • Recruitment sources

  • Recruitment methods

  • Legal considerations

  • Factors that influence the selection decision

  • Selection Process

  • Employment tests

  • Checks



Training and development
Training and Development

  • Training

  • Development

  • Strategic Training Approaches:

    Traditional training vs Virtual Training

    3 principles of VT:

    Employees are responsible for their growth

    Most powerful learning takes place on the job

    Improved performance hinges on the relationship between manager and employee


Performance management
Performance Management

  • Purpose of Performance Management

  • Performance Evaluation

  • Legal considerations

  • Performance management and QA:

    “if the system itself prevents good work, individuals will not be able to improve their performance, even if they want to” (Deming)


Compensation
Compensation

  • Why compensation?

  • Factors influencing compensation

  • Elements of total compensation

  • Job hierarchies – evaluation systems

  • Tenets of dynamic compensation:

    Pay is a people issue

    Pay is a communication tool

    Pay must support vision, values, strategies

    Pay must be aligned to a work culture

    No single pay strategy is right for everyone


Employee benefits
Employee Benefits

  • Types of benefits – mandatory

    voluntary

  • Benefit planning


Employee relations
Employee Relations

  • Addresses the employer-employee relationship

  • Three parties in this relationship-

    directly – employee and employer

    indirectly – the state

  • Rights of workers

  • Rights of management


Career planning
Career Planning

  • By the individual:

    An individual sets career goals and identifies the means to achieve them

  • By the organisation: (HR Planning)

    Recruitment and Selection

    Grooming people for posts

    Career Development


Assignment
Assignment

  • Case Study

  • 5 questions


Examination questions
Examination Questions

  • HRM professional will need to focus on the creation of value for the organisation.

    With reference to this, discuss the current issues and challenges facing Human Resource Managers in contemporary business organisations.

  • Critically discuss the factors influencing human resource recruitment and selection policies within an organisation.


Examination questions1
Examination Questions

  • Instructional Systems Design (ISD) is the basis for the most commonly used training and development process used within organisations.

    Discuss the five phases of a training process based on ISD.


Examination questions2
Examination Questions

  • Discuss compensation as a human resource practice under the following headings:

    4.1 The nature of compensation (5)

    4.2 Factors influencing the determination of compensation (14)

    4.3 Job-based compensation structures (6)

  • Critically discuss the following statement:

    “Performance appraisal is the human resource function most often criticised and whose systems carry the greatest risk of either failing, falling into disuse or degenerating towards a meaningless, paperwork exercise.”


Examination questions3
Examination Questions

  • Define the concept “employment relations” (4)

    Describe the parties involved in employment relations and their roles, rights and duties (12)

    Discuss the approaches to employment relations (9)


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