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INTRODUCTION TO MANAGING THE HUMAN RESOURCE. MANAGEMENT. Top Management. LINE MANAGERS. HR MANAGER. THE PERSONNEL (HUMAN RESOURCE) FUNCTION. This requires co-operation and commitment of all members of staff. TOP MANAGEMENT. Set the underlying philosophies and attitudes of the organisation

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Presentation Transcript
management
MANAGEMENT

TopManagement

LINE MANAGERS

HR MANAGER

THE PERSONNEL (HUMAN RESOURCE) FUNCTION

This requires co-operation and commitment of all members of staff

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top management
TOP MANAGEMENT
  • Set the underlying philosophies and attitudes of the organisation
  • Determine aims of the organisation
  • Establish present and future plansFormulate policies for Human Resource Management
  • Agree terms of reference

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line managers
LINE MANAGERS
  • Operate at departmental level
  • Manage staff in their department
  • Oversee day-to-day operations
  • Have technical knowledge of activities of their department
  • Are aware of working conditions of their staff

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human resource managers
HUMAN RESOURCE MANAGERS
  • Operate at organisational level
  • Possess specialist expertise and advice
  • Implement policy
  • Are aware of broader aspects which may affect all staff and the organisation as a whole

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major activities of human resource department
MAJOR ACTIVITIES OF HUMAN RESOURCE DEPARTMENT
  • Health, Safety and Welfare
  • Development of Human Resource
  • Reward Management
  • Organisation Development
  • Recruiting and Resourcing of Employees
  • Employee Relations
  • Maintaining Personnel (HR) Records

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role of the personnel hr function
ROLE OF THE PERSONNEL (HR) FUNCTION
  • Guiding
  • Supporting
  • Enabling
  • Facilitating
  • Empowering
  • Intervening

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enabling role
ENABLING ROLE
  • Enabling people to do things for themselves rather than doing things for them
  • Providing guidance and support
  • Supporting management to ensure the responsibility of management for human resources is exercised effectively

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guidance role offers guidance on
GUIDANCE ROLE – OFFERS GUIDANCE ON
  • Human resource implications of business strategies
  • Strategies regarding resourcing of staff, staff development, reward management and employee relations
  • Develop strategies to deal with short-term problems, e.g. shortages or surpluses of employees

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facilitating role
FACILITATING ROLE
  • Manage change
  • Advise on implications of new technology
  • Set agreed objectives
  • Measure performance progress towards objectives
  • Offer a supportive environment to encourage staff and reinforce confidence
  • Generate a positive attitude among all employees to encourage change and innovation

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empowering role
EMPOWERING ROLE
  • Ensuring people can use and develop skills for the benefit of both themselves and the organisation
  • Designing job specifications to place responsibility on individuals and teams
  • Providing mechanisms to enable staff to make contributions
  • Developing training programmes to increase staff competence and also staff confidence

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interventionist role
INTERVENTIONIST ROLE
  • Human Resource Managers have to be concerned with implementing and monitoring policies but may have to intervene on occasions in specific circumstances
  • Intervention should be selective

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employment relations and business performance
EMPLOYMENT RELATIONS AND BUSINESS PERFORMANCE
  • People
  • Management
  • Practices
  • Job design
  • Skills development
  • Involvement climate
  • Organisation culture supportive to employees
  • Positive psychological contract
  • Trust
  • Fairness
  • Delivery of the deal

Commitment

Motivation

Willing Contribution

Satisfaction

Productivity

Profitability

Agility

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