...Human resource management (HRM) is the effective management of people at work. HRM examines what can or should be done to make working people more productive and satisfied (p.1). HRM also works with recruiting, management, and providing for the direction of the employees of an organization. HRM deals with issues such as compensation, hiring, safety, benefits, communication, orientation, and training. One of the concepts that I learned from this class is that of the importance of HRM in the planning process of an organization. Planning is the logical setting of a series of goals. These goals focus on differing aspects of an organization. Planning is important at all levels of management. Characteristics of planning vary from company to company and from different levels of management within a company. In light of the four functions of management, planning, organizing, leading and controlling, planning is the fundamental function of management from which the other four stem. Prior to developmental planning, many companies contemplate internal and external factors that significantly impact the planning phase of the four functions of management. These factors set the course for everything the company considers throughout the planning phase. The internal factors include organizational direction, human and asset management. The external factors include collaboration, political issues, technological advances, legislative issues, environmental issues and globalization...
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...Chapter 2: Strategy and Human Resources Planning If nothing else, my students should learn that… • It is important for HRM to align its policies and processes with the business strategy in order to provide value to the organization (external fit), and that the policies and processes are mutually reinforcing (internal fit). HR planning follows the same pattern as organizational strategic planning, and hence the two processes are complementary. • In order to evaluate the effectiveness of strategy, it is imperative to take the ‘people side’ into consideration. Sole reliance on financial documents (e.g., financial statements, cash flow statements, income statements) largely ignores investment in human capital. Learning objectives • Identify the advantages of integrating human resources planning and strategic planning. • Understand how an organization’s competitive environment influences its strategic planning. • Understand why it is important for an organization to do an internal resource analysis. • Describe the basic tools used for human resources forecasting. • Explain the linkages between competitive strategies and human resources. • Understand what is required for a firm to successfully implement a strategy. • Recognize the methods for assessing and measuring the effectiveness of a firm’s strategy. Why is this chapter important? The purpose of this chapter is to highlight the nexus of strategy and HR planning...
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...Chapter 01 Human Resource Management: Gaining a Competitive Advantage True / False Questions 1. | Companies have historically looked at HRM as a means to contribute to profitability and quality. True False | 2. | Orientation and skills training are responsibilities of HR personnel involved in analysis and design of work. True False | 3. | The three product lines of HR as a business are administrative services and transactions, business partner services, and strategic partner roles. True False | 4. | The amount of time that the HRM function devotes to administrative tasks is decreasing, and its role as a strategic business partner is increasing. True False | 5. | Advances in technology have decreased HRM's role in providing self-service to employees. True False | 6. | HR functions related to benefits administration such as health plan eligibility status, relocation, and payroll are usually not outsourced. True False | 7. | When a firm shifts to evidence-based HRM, it should stop using workforce analytics. True False | 8. | Evidence-based HR refers to the demonstration that human resources practices have no impact on the company's bottom or key stakeholders. True False | 9. | Intangible assets are equally or more valuable than financial and physical assets, but they are difficult to duplicate or imitate. True False | 10. | In a learning organization, improvements...
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...begins by describing the intensive succession-plan for the new CEO at Quest Diagnostics. The process of human resource planning, and its connection to overall strategic organizational planning is described. Next, key notions are that a firm must know its mission and goals, and its strengths, weaknesses, opportunities, and threats (SWOT). Then human resources must describe jobs that will perform tasks necessary to meet the goals. Factors to consider, such as the skills of current employees, available tools, and management information systems, are presented in the discussion on how labor supply and demand are matched. Job analysis, which is used to determine the knowledge, skills and abilities required for each job, is described, and the importance of job analysis for almost all HRM activities is emphasized. Finally, current issues in human resource planning, which today must deal with downsizing and rightsizing, are presented. Additional Features of this Chapter Exhibit 5-2 is s sample replacement chart. Examples from various job analysis techniques are provided and Exhibit 5-4 outlines the steps in a job analysis. Exhibit 5-9 gives a sample job description for a benefits manager. “Ethical Issues in HRM” discusses various competitive intelligence activities and the difference between ethical vs. legal. ADDITIONAL LECTURE OR ACTIVITY SUGGESTIONS Environmental Scanning: Bring to class (or have students bring to class) news articles about general trends...
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...disposal in order to to execute the HR function successfully. These resources are financial, physical, informational and human resources. The most important job of the PSM is to ensure that these resources are used efficiently. Financial resources - salaries, wages, petty cash funds Physical resources - buildings, lecture rooms, computers, cell phones, tables and chairs Informational resources - annual reports, research reports, data on survey questionnaires, post records, leave records, remuneration systems, human resource planning systems, service records, training records, statutes, regulations and instruction codes Human resources - HRM, line function personnel, technical and administrative personnel and other human resource specialists It can be said that human resources plays a larger and more important role than the other resources because PSM in any public sector institution have the responsibility to take decisions on how to use the other resources. All the activities of any enterprise are started and determined by the people who make up the institution. Plants, offices, computers, automated equipment and everything else that a modern firm uses are unproductive except for the human effort and direction of all the tasks of management, managing the human element is the central and most important task, because all...
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...Course Title: Fundamentals of Management (Final Revision – Part 1 [Q & A] ) Question 1: What’s an organization? & why are managers important to an organization’s success? Ans: An Organization is a deliberate arrangement of people brought together to accomplish a specific purpose. (Examples: NOKIA, University). Why are Managers important? Because they have an impact on both employees & the organizations in which they work. For the following reasons: I. Organizations need managerial skills & abilities more than ever in these uncertain, complex & chaotic times. II. Managers are critical to getting thing done. Question 2: Is business management a profession? Why or why not? Do some external research answer this question? Ans: Management is a profession according to the Occupational Outlook Handbook published by BLS (Bereau of Labor Statistics). In addition to the concept of an administrative manager, this handbook lists a variety of managerial positions (such as: Management analysis/ Management Consultants) According to BLS; administrative services managers held over 200,000 jobs in 2006. Question 4: What are Fayol’s 14 Principles of management? Ans:1. Division of work 3. Unity of Command 5. Discipline 7. Remuneration 2. Authority 4. Unity of direction 6. Centralization 8. Scalar Chain 10. Subordination of individual to the general interest 11. Equity 12. Espirit De Corps 13. Initiative 14. Order Question 4:- What’s planning? & what are the types of planning? Ans: Planning...
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...Havard model HRM is generally considered to be either Hard or Soft where hard HRM is quantitative, calculative and treats people as a factor of production (an object). Soft HRM on the other hand draws from the Human Resource school of thought which treats people as strategic resources who can provide an organisation with strategic flexibility through being committed, innovative and working in a team so as to achieve a competitive advantage. The Harvard Model is considered to be more soft in nature because it views individuals as potential assets or human assets rather than variable costs. [pic] The Harvard map of HRM A large part of this section in Human Resource Management, 4th edition is devoted to the Harvard 'map' of HRM. This is probably the most seminal model of HRM and has had a major influence on academic debate on the subject. 'We noted that the Harvard Business School generated one of the most influential models of HRM. The Harvard interpretation sees employees as resources. However, they are viewed as being fundamentally different from other resources - they cannot be managed in the same way. The stress is on people as human resources. The Harvard approach recognizes an element of mutuality in all businesses, a concept with parallels in Japanese people management, as we observed earlier. Employees are significant stakeholders in an organization. They have their own needs and concerns along with other groups such as shareholders and customers.' The Harvard...
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...[pic] Course Title: Human Resource Management Course ID: HRM 604 Program: EMBA Prepared for: Abu Saleh Md. Sohel-Uz-Zaman, Course Instructor, Department Business of Administration, United International University. Names of the Members with IDs |Name |ID | |S. M. Tahmidur Rahman |113122005 | |Md. Fokhrul Islam |113122008 | Topic: Managing HR for Better Performance Letter of Transmittal Date: 06/12/12 Abu Saleh Md. Sohel-Uz-Zaman, Course Instructor, Department of Business Administration, United International University Subject: Submission of term paper. Dear Sir, We have to honor to state that according to the subject of the term paper, here we are trying to find the key factors to improve personnel performance that develop a performance plan that directs the employee's efforts toward achieving specific results, to support organizational growth as well as the employee's professional growth.. We have tried to find out the methods of improving performance. Here we try to match...
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...Describe the Innovation Process: Imagining Designing Experimenting Assessing Scaling Innovation is the process of creating new ideas and putting them into practice, and it must be nurtured, championed, and supported as a core organizational value. Some innovation killers are: • Lengthy development times • Poor coordination • Risk-averse cultures • Avoidance of customer feedback As a manager, how do I foster innovation in a company?: Change the culture of the company. SWOT analysis: Strengths, Weaknesses, Opportunities, Threats in the external and internal environment. Define Management: Understand that management is a process of utilizing resources, efficiently and effectively, working with and through others, in a dynamic environment to achieve organizational objectives. If your company moved into the international arena what would you do to prepare your staff?: Global sourcing, exporting/importing, and licensing and franchising are the usual ways to begin. Strategic alliances, joint ventures, and wholly owned subsidiaries are direct investment strategies. Global Sourcing is the process of purchasing materials, manufacturing components, or locating business services around the world. What is an objective, and write one.: A specific statement of what you need to do to carry out a goal, with a deadline. Ex: Increase sales by 50% by December 25th 2013. The 8 Functions of management: 1) Organizing – Deciding on the human resources structure of the organization ...
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... T his subject/course is designed to teach the basic principles of Human Resource Management (HRM) to diverse audience/students, including those who are studying this as a supporting subject for their bachelor degree program. This course is designed to provide you the foundations of HRM whether you intend to work in HRM or not, most of these elements will affect you at some point in your career. Either you will be working with some organizations or having people working for you, in both cases you will be dealing with people. To be understandable and lively means that we need to communicate you. We start every chapter with learning objectives. The most important thing you will get out of this course are the basic skills required to succeed in today’s environment which are, you must be able to communicate, think creatively, plan effectively and deal with people. Copyright © Virtual University of Pakistan 1 Human Resource Management (MGT501) INTRODUCTION TO HRM After studying this chapter, students should be able to understand the following: Describe HRM? Explain why are we concerned about HRM? Discuss Road-map of HRM VU Lesson 1 LESSON OVERVIEW This chapter introduces the students with the basic concepts of the human resource management (HRM). During the lecture, we will be discussing the three main things, i.e. the introduction to HRM, the importance of HRM, and a brief discussion of the Resource topics that will follow today’s lecture. A basic concept of...
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... T his subject/course is designed to teach the basic principles of Human Resource Management (HRM) to diverse audience/students, including those who are studying this as a supporting subject for their bachelor degree program. This course is designed to provide you the foundations of HRM whether you intend to work in HRM or not, most of these elements will affect you at some point in your career. Either you will be working with some organizations or having people working for you, in both cases you will be dealing with people. To be understandable and lively means that we need to communicate you. We start every chapter with learning objectives. The most important thing you will get out of this course are the basic skills required to succeed in today’s environment which are, you must be able to communicate, think creatively, plan effectively and deal with people. Copyright © Virtual University of Pakistan 1 Human Resource Management (MGT501) INTRODUCTION TO HRM After studying this chapter, students should be able to understand the following: Describe HRM? Explain why are we concerned about HRM? Discuss Road-map of HRM VU Lesson 1 LESSON OVERVIEW This chapter introduces the students with the basic concepts of the human resource management (HRM). During the lecture, we will be discussing the three main things, i.e. the introduction to HRM, the importance of HRM, and a brief discussion of the Resource topics that will follow today’s lecture. A basic concept of...
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...quite innovative; which could count as priceless asset to an organization. Unfortunately, it has come to the observation that this valuable characteristic of people has been far from being optimally exploited. In certain other cases, the attribute has not seen the light of day let alone put to use. On account of the initially stated, the apparent conjecture of the soft model is that people will be inclined to work to the best of their abilities and by extension bring positive returns to the organization they work for if they by any means become committed to their organization (Beaumont, 1992; Dunham and Smith, 1979; Lundy, 1994). Hope (1994, p.3) stated that when people, of their own will, feel persuaded to work under the direction of an HRM system, they would passionately offer their services with full measure such that the aims and values of the overseeing officers are met, thereby offering added value via self-motivated performance rather than by trying to abide by the rules and regulations of the management of the organization or...
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...result of a deliberate plan and sometimes the result of emergent actions based on reactions to environmental changes or shifting of assumptions iii. Ploy: specific manoeuvre at the tactical level with a short time horizon iv. Position: the location of an organization relative to its competitors and other environmental factors v. Perspective: gestalt or personality of the organization HR Planning Notebook 1.1 – Description of Strategy Strategy: declaration of intent (considered as both plan and purpose) Strategic Intent: tangible corporate goal; point of view about the competitive positions a company hopes to build over a decade Strategy Formulation: entire process of conceptualizing the mission of an organization, identifying the strategy, and developing long-range performance goals Strategy Implementation: activities that ees and managers of an organization undertake to enact the strategic plan and achieve the performance goals Objectives: the end, the goals Plans: product of strategy, the means to the end Strategic Plan: written statement that outlines the future goals of an organization, including long-term performance goals Policies: broad guidelines to action, which establish the parameters or rules Strategic Planning: systematic determination of goals and the plans to achieve them (requires thinking about future) - must be viewed as a dynamic process that can respond to changes in the environment (Logical Incrementalism) Figure 1.1 – The Reality...
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...REsouRcE infoRmation systEms The Role of InfoRmaTIon Technology Mohan ThiTe, Michael J. Kavanagh, and RichaRd d. Johnson EDITORS’ NOTE The purpose of this chapter is to provide an introduction to the fields of human resource management (HRM) and information technology (IT) and to the combination of these two fields into human resource information systems (HRIS). The history of the field of HRM and the impact of computer technology on HRM will be covered, as well as the advent of using a human resource information system and the subsequent effects on both HR and IT professionals. The different types of HR activities will be discussed as well as the different types of information systems used in HRIS. A central focus of this chapter is the use in managerial decision making of results and reports from an HRIS. The development of the HRIS field has been seen to have a significant impact on the emergence of strategic human resource management (Strategic HRM), as is discussed in this chapter. This first chapter will lay the groundwork for the remainder of this book, and, consequently, it is important to understand thoroughly the concepts and ideas it presents. This chapter contains definitions for a number of terms in common use in the HRM, IT, and HRIS fields. (Note that a glossary defining these terms is also provided at the back of this book.) The central themes 2 Chapter 1 Evolution of Human Resource Management and HRIS 3 of this book in terms of the development...
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...Chapter 1 1. Introduction “A highly successful organization is built on the strengths of exceptional people. No matter how much technology and mechanization is developed, no organization could survive and prosper without them”. --- Luszez and Kleiner, 2001 The most important corporate resource over the next few years will be talent: smart, sophisticated business people who are technologically literate, globally astute, and operationally agile. And even as the demand for talent goes up, the supply of it will be going down (Fishman, 1998 cf. Trank et al., 2002). This seems to particularly hold true in case of the motor vehicle industry in Bangladesh which requires high quality and highly skilled labour force to cater to the rapidly increasing global demand for communication services but is currently facing an increasing shortage of skills supply. Moreover, due to shortages of skilled workers, high turnover rates, and rapid business growth in the service sectors, it has been noted that recruiting, selecting, and placing applicants are among the top three priorities of human resource professionals (Bureau of National Affairs, 2000; Straus, Miles, and Levesque, 2001 cf. Bauer et al., 2004). Since the motor vehicle industry in Bangladesh is faced with these three challenges, recruitment and selection comprises an important human resource practice in this industry. Further, in this industry, human resources comprise...
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