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PARE 7.11.2002

PARE 7.11.2002. CHANGING EXPECTATIONS OF HRM: A COMPARATIVE STUDY OF FINLAND AND ESTONIA. THE CONCEPT OF MAN BEHIND HUMAN RESOURCE MANAGEMENT. Man has a value himself, he is not only a resource

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PARE 7.11.2002

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  1. PARE 7.11.2002 CHANGING EXPECTATIONS OF HRM: A COMPARATIVE STUDY OF FINLAND AND ESTONIA

  2. THE CONCEPT OF MAN BEHIND HUMAN RESOURCE MANAGEMENT • Man has a value himself, he is not only a resource • HRM should take into account the different sides of a man and support the comprehensive growth of him • Total wellness / well being should be an objective including • professional condition • physical condition • mental condition • social condition • spiritual condition HRM 2010 P. Sydänmaanlakka

  3. WHAT IS HUMAN RESOURCES MANAGEMENT? HRM is an approach to people management which is shared between line managers and HR specialists and which emphasizes - the importance of human resources as assets - the strategic nature of human resource management as a process which exists to enable the organization and its employees to achieve their objectives. HRM 2010 P. Sydänmaanlakka

  4. PLAYERS IN HUMAN RESOURCE MANAGEMENT TOPMANAGEMENT SHAREHOLDERS THE BOARD LINEMANAGEMENT COMPETITORS SELF-SERVICE/EMPLOYEES HRM OUTSIDESERVICEPROVIDERS HR-FUNCTION MEDIA LABOURUNIONS SOCIETY EMPLOYERASSOCIATIONS HRM 2010 P. Sydänmaanlakka

  5. THE VISION FOR HUMAN RESOURCE MANAGEMENT • HRM CREATES, DEVELOPS AND MAINTAINS • EFFICIENT ORGANISATIONS • in order that they are competitive • LEARNING ORGANISATIONS • in order that they are successful also in the future • WELLBEING ORGANISATIONS • in order that their employees are motivated and are able to work efficiently in long term PA CONSULTING GROUP

  6. Feedback is affected by the service level of the hr-function and the expectations of the line management Line management’s expectations • BIG DIFFERENCE • expectations are not materialized • poor feedback Line management’s expectations • SMALL DIFFERENCE • expectations are materialized • good feedback organization A organization B HR-function’s level of service in objective measures HR-function’s level of service in objective measures PSYKO 2002

  7. THE DIFFERENT ROLES OF HR SPECIALIST INNOVATOR VISIONER VISIONER - expert in strategic management - expert in change management is credible and convincing DOER DOER DEVELOPER - developer of organisation and personnel - the basic provider of services HRM 2010 P. Sydänmaanlakka

  8. VISIONER INNOVATOR DEVELOPER DOER THE ROLES OF HR SPECIALIST HRM 2010 P. Sydänmaanlakka

  9. THE ROLES AND TASK AREAS IN HRM StrategicHRM ValueManagement Managementconsulting VISIONER Managementsystems & processes Managementtraining CompetenceManagement Totalwellness Feedbacksystems KnowledgeManagement INNOVATOR HR-policies Training &development Performancemanagement Organizationaldevelopment Teammanagement DEVELOPER Recruitment Induction DOER HRservices HRadministration Payroll andemployment HR proceduresand systems Cooperativematters Healthcare HRM 2010 P. Sydänmaanlakka

  10. HOW HR FUNCTION DEVELOPED FROM ADMINISTRATOR TO TREND-SETTER? 1970 1980 1990 2000 2010 Trend-Setterfunction Adm.function Steeringfunction Servicefunction Supportfunction We are adjusting people to work according to the needs of companies and markets We are shaping companies / work communities according to needs of both people and company HRM 2010 P. Sydänmaanlakka

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