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Chapter 1

Chapter 1. Meeting Present and Emerging Strategic Human Resource Challenges. Planning. Controlling. Organizing. Staffing. Leading. Management Process. Human Resource Management. LEGAL ENVIRONMENT. COMPENSATION& INCENTIVES. SELECTION& RECRUITMENT OF PERSONNEL. PERFORMANCE

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Chapter 1

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  1. Chapter 1 Meeting Present and Emerging Strategic Human Resource Challenges

  2. Planning Controlling Organizing Staffing Leading Management Process

  3. Human Resource Management LEGAL ENVIRONMENT COMPENSATION& INCENTIVES SELECTION& RECRUITMENT OF PERSONNEL PERFORMANCE EVALUATION PERFORMANCE DEVELOPMENT& TRAINING

  4. Interrelationships of HRM Functions • All HRM functions are interrelated • Each function affects other areas

  5. Terms for the people who are working in an organization? • Worker • Employee • Labor • Staff • Personnel • HUMAN RESOURCES • The workers are the most valuable and irreplaceable resources of an organization

  6. HRM RESPONSIBLES • Top Management Team • HR-Manager • Manager of Each Department

  7. Authority • The right to make decisions, to direct the work of others and to give oreders. • Line Authority • Subordinates are generally involved in producing goods and delivering the services • Mannufacturing/Sales D. • Staff Authority • Subordinates are generally involved in work that supports the products or services • Purchasing/Accounting/Legal Issues D.

  8. Line and Staff Authority • Line manager • A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organization’s tasks. • Staff manager • A manager who assists and advises line managers.

  9. Authority of HR- Manager • Staff Authority within the whole organization • Line authority, only within the HR Department HOW DO HR-MANAGERS AND DEPARTMENT MANAGERS WORK TOGETHER?

  10. The Human Resource Manager’s Proficiencies • New Proficiencies • HR proficiencies • Business proficiencies • Leadership proficiencies • Learning proficiencies

  11. Self- Evaluation OF HR Department • HR Audit • A periodic review of the effectiveness with which a company uses ist human resources. • Is the turnover rate high or low? • How well is the company managing diversity? • Is the firm complying with regulations? • Why do people choose to quit? • An evaluation of HR Department

  12. Key HR Challenges for Today’s Managers Environmental • Rapid Change * • The Internet Revolution * • Workforce Diversity * • Globalization * • Legislation • Work/Life Balance • Skill Shortages and the Rise of the Service Sector

  13. PERKS • Employee benefits • Benefits in cash (wage and salary) • Benefits in kind (fringe benefits,perqs or perks) • various non-wage compensations provided to employees in addition to their normal wages or salaries • Housing; Extra Insurance, Retirement Benefits,  Vacation, Profit sharing, Funding of education, • The purpose of the benefits is to increase the economic security of employees. • Often, perks are given to employees who are doing notably well. • Common perks are take-home vehicles, hotel stays, free refreshments, leisure activities on work time.

  14. Key HR Challenges for Today’s Managers Organizational • Competitive Position * • Decentralization • Downsizing • Organizational Restructuring * • Self-Managed Work Teams • The Growth of Small Businesses • Organizational Culture • Technology * (Telecommuters, e. monitoring, medical testing) • Internal Security * (background checks) • Outsourcing *

  15. Key HR Challenges for Today’s Managers • Individual • Matching People and Organizations • Ethics and Social Responsibility * • Productivity • Empowerment * • Brain Drain * • Job Insecurity *

  16. TURNOVER • The rate at which an employer gains and loses employees. • How long employees tend to stay? • Turnover is measured for individual companies and for their industry as a whole. • High turnover can be harmful to a company's productivity if skilled workers are often leaving

  17. HR Strategy • No HR strategy is „good“ or „bad“ • The success of a HR-Strategy is always dependent on how well it fits with other factors. • With firms corporate level strategy • With firms business level strategy

  18. STRATEGY as a link between… • THE FIRM • Goals and • Values • Resources and • Capabilities • Structure and • Systems • THE INDUSTRY • ENVIRONMENT • Competitors • Customers • Suppliers STRATEGY

  19. Corporate vs. Business Strategy • Which industries should we be in? • Evolutionary Business Strategy • Decentralization, Flexibility, Risk Sharing • Steady-State Strategy • Interunit Coordination, Control, Innovation • How should we compete? • Differentiation • Cost Leadership • Focus

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