B2002

Human Resource Management

Lesson 1

Globalisation & HRM

Personnel Mgt. VS HRM
HRM Model (Unit 1)

Lecturer: Dr. Stephen Or (Email: stephen.or@elitemass.com)

1 B2002 HRM Lecture 1

Theory without practice is

sterile Practice without theory
sterile.
is blind. "Nothing is so
practical as a good theory."

Kurt Lewin (1945)

(German Psychologist, 1890-1947)
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 Course Overview

3 B2002 HRM Lecture 1

Objectives
• To achieve the ability to:
– Gain an understanding of the dynamic role of human
resource management (HRM) policies and practices in
contemporary organizations and their contribution to
organization goals
– Define and examine critically, major philosophies,
policies, procedures, and practices related to HRM
– Gain an understanding of the influence of different
internal and external environments on current
practices
ti and
dddevelopments
l t iin HRM
– Demonstrate the ability to apply knowledge of HRM in
the analysis, diagnosis, as well as solution of
management situations and problems

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Programme Content &
Learning Objectives (1)
• The student should be able to:
– 1. Explain the nature of the HRM process; show how features of
the organization (including leadership & managerial style,
g
organizational culture,, organizational
g climate),
), and its
environment (including social, economic, technological, regulatory,
and political factors) may influence HRM
– 2. Identify the needs & methods for bringing about organizational
change; understand the obstacles to change & possible
approaches to overcome these obstacles
– 3. Demonstrate an understanding of the purposes, main stages,
techniques, and information sources of HR planning; identify the
main factors influencing demand and supply; evaluate policies
and practices adopted to achieve HR plans
– 4. Describe and evaluate policies and practices associated with
employee resourcing including labor market issues, job analysis,
recruitment, selection, transfer, termination, labor turnover, and
absenteeism; explain changes in working patterns & forms of
employment; shift working, part-timer work, flexible working hours,
distance working, and job sharing
5 B2002 HRM Lecture 1

Programme Content &

Learning Objectives (2)
• 5. Explain the importance of HR development in changing situations; describe
and assess the objectives, policies, stages, and practices associated with
systematic HR development including analysis of training needs, design,
implementation, and evaluation of programs; show a critical understanding of
some of the major development issues associated with different manpower
groupings,
i operatives,
ti clerical,
l i l administrative,
d i i t ti supervisors,
i managers, and d new
employees
• 6. Compare and contrast employer and employee compensation objectives,
demonstrate an understanding of the objectives, policies, systems, as well as
methods adopted for the compensation and reward of employees; discuss their
advantages, disadvantages and relevance to different work situations, including
job evaluation, incentive and productivity systems, profit sharing, as well as non-
financial benefits and services
• 7. Identify the factors influencing the efficient and effective utilization of HR;
explain and assess the major policies and practices for monitoring, appraising,
managing and influencing employee performance
managing, performance, including performance
appraisal, employee motivation, communications, design of jobs, counseling, job
satisfaction, maintenance of health and safety; explain the main causes of
disputes, grievances, and conflict in work situations, and discuss and evaluate
policies and practices for their prevention, investigation, and resolution
• 8. With particular reference to any one region, explain and assess the impact of
union/management relationships and agreements on HRM; assess the
knowledge & skill needs to enable managers to control workplace industrial
relations effectively
6 B2002 HRM Lecture 1

3
Weighting of Learning
Experience
Nature – features & influences on HRM 10%
Needs – methods – obstacles – approaches to 10%
orgnaisational change
HR Planning 10%
Employee Resourcing – changes in working patterns 20%
HR Development 15%
Employee Compensation 15%
Utilization of human resources – employee performance 15%
g
Union/Management relationships
p 5%
%
Method of assessment: 3 hour written examination

Examination Requirement:
Answer any 4 of 7 questions. All questions carry equal marks.
7 B2002 HRM Lecture 1

Globalisation & HRM

8 B2002 HRM Lecture 1

4
Discussion –
Globalisation & HRM

• What is the phenomenon of

globalisation?
l b li ti ? Discuss
Di th
the HRM
function and sub-functions in the
global world . [25]

9 B2002 HRM Lecture 1

Globalisation (1)
• Definition
– The phenomenon & process of increasing the connectivity &
interdependence of the world’s markets & businesses
– The phenomenon of globalisation is the process by which the
experience of everyday life,
life marked by the diffusion of commodities and
ideas, can foster a standardization of cultural expressions around the
world. (Source: Encyclopedia Britannica
http://www.britannica.com/eb/article-9344667/globalization)
• 2 Major Driving Forces of Globalisation
– Advances in infrastructure of telecommunications
– Rise of the Internet
• Consequences of Globalisation
– Economies become much more dependent on one another
– Increased:
• Opportunities
• Competition
– Improved productivity
– Relocation of production sites
– Promotion of market economies
– Triggering of more mergers, acquisitions, restructuring, reengineering, and
downsizing
10 B2002 HRM Lecture 1

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Globalisation (2)

• Globalisation & HRM

– Globalisation affects a firm’s corporate
strategies business strategies
strategies, strategies, and functional
strategies
– HR Concerns on Globalisation
• Employees hold the keys to achieving competitive
advantage
• Employees are human capital
• HR policies & procedures can affect & be affected
by the strategic plans of an organization
• If HR planning (HRP) of an organization is included
as part of the strategic planning process, the
organization is more likely to achieve its objectives
11 B2002 HRM Lecture 1

Personnel Management (PM)

VS

Human Resource Management

(HRM)

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Discussion – PM vs HRM

• Distinguish and explain the terms

P
Personnel l Management
M t and
d Human
H
Resources Management. [25]

13 B2002 HRM Lecture 1

Personnel Management (1)

• Definition
– Personnel management is that part of management
concerned with p people
p at work & with their
relationship within an enterprise. (Source: The
Institute of Personnel Management.)
• Features
– Aim
• To bring people together & develop into an effective
organization
– Process
P
• Aims, goals, and well beings of the individual workers are
taken into consideration to enable & empower them to make
their best contributions to the mutual success of the
organization & themselves as individuals

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Personnel Management (2)
• PM is concerned with the development & application of
policies governing:
– HR planning, recruitment, selection, placement, and termination
– Education & training
– Career development
– Terms of employment, methods & standards of remuneration
– Working conditions
– Employee services
– Formal & informal communication & consultation both through the
representatives of employers & employees at all levels throughout the
enterprise
– Negotiation & application of agreements on wages & working conditions,
procedures
d ffor the
th avoidance,
id and
d settlement
ttl t off di
disputes
t
• PM is also concerned with:
– Human & social implications of change in internal organization &
methods of working
– Economic & social changes in the community

15 B2002 HRM Lecture 1

Personnel Management (3)

• Further PM Responsibilities:
– Conducting research into local age levels to ensure that the
firm’s reward system is competitive with those of other
companies
p
– “incentivating” – i.e. devising remuneration systems to
stimulate workers into enhanced effort & efficiency
– Administration of superannuation schemes (in conjunction
with finance department) & advising employees about their
pension & other entitlements
– Maintenance of personnel records & statistics
– Preparation of accurate job descriptions & other recruitment
aids
– Implementation of healthy & safety regulations, accident
prevention & the provision of first-aid facilities
– Management training, development, and succession planning
– Employee communications, transmitting information of
interest to employees via newsletters, notice boards, briefing
sessions, etc.
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Application of Industrial
Psychology in PM
• PM is a range of policies, institutions, and procedures which enable the
principles of industrial psychology to be put into practice.
• Purpose
– To make effective use of people at work
– To
T develop
d l satisfactory
ti f t relationships
l ti hi among people l
– To motivate people by:
• providing them with jobs which are satisfying in themselves, and
• offering them financial & other rewards
• To emphasize the psychological bias of PM, it may be re-defined as that
part of management which deals with people at work as regards:
– Utilization
• recruitment, selection, transfer, promotion, separation, appraisal, training &
development
– Motivation
• job design, remuneration, fringe benefits, consultation, participation,
negotiation, and justice
– Protection
• working conditions, welfare services, safety, implementing appropriate
legislation
• Utilization, motivation, and protection are:
– Related
17 – not self-contained B2002 HRM Lecture 1

Human Resource
Management (HRM)
• Definition
– The utilization of a firm’s human resources to achieve
organizational objectives (Mondy & Noe, 2005)
• Features
– Involve activities related to the recruitment, hiring, training,
promotion, retention, separation, and support of staff
– HRM processes attempt to ensure that employees perform
efficiently and in line with jobs and performance standards
assigned
– In the process, HRM aims to achieve the goals &
objectives of the organization
– Also deals with performance issues
– Ensure personnel & management practices conform to
various statutes and regulations
– Activities would also include managing the approach taken
for employee benefits and compensation, employee records,
and personnel polices
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PM VS HRM (1)
• Personnel Management
– Mostly concerned with administration & implementation of HR &
personnel policies
• HRM
– Has strategic (long-term & holistic) dimensions involving total
deployment of HR within a firm
• Personnel Management
– Tends to be reactive & diagnostic in its approach
• HRM
– Tends to be proactive, seeking new attitudes & acceptance of new
methods
– Provides major inputs in organization development
– These
Th iinputs
t would
ld mainly
i l b
be iin th
the areas off iinformation
f ti regarding
di
the employees of the organization
• Personnel Management
– Tend to take a short-term view
• HRM
– Tend to take a long-term view
19 B2002 HRM Lecture 1

PM VS HRM (2)
Personnel Management HR Management
Time & planning • Short-term • Long-term
perspective • Reactive • Pro-active
• Ad hoc • Strategic
• Marginal • Integrated
Psychological Compliance Commitment
contact
Control systems External control Self-control
Employee relations • Pluralistic • Unitarist
Perspective • Collective • Individual
• Low trust • High trust
Preferred • Bureaucratic/mechanical • Organic
structures/systems • Centralized • Devolved
• Format defined roles • Flexible roles
Roles Specialist/professional Largely integrated into line
management
Evaluation criteria Cost minimization Maximum utilization
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 HR as a
Strategic Partner

21 B2002 HRM Lecture 1

Discussion – Roles of HR
Manager
• It has been argued that the Human
Resource Manager has four key roles.
They are:
– Strategic partner
– Administrative expert
– Employee champion
– Change agent
Explain these roles
roles. Give examples to
support your answer. [25]

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Importance of HRM
• HRM provides competitive edge to an organization
(John Naisbitt, “MegaTrends Asia” book)
• HRM sharpens the quality of competitive edge by
education training
education, training, and management development (John
Naisbitt, “MegaTrends Asia” book)
• HRM is related to training for both managers &
employees. Both individuals & organization learn how to
“doing more with less” (Tom Peters)
• HRM is closely related to a company’s overall corporate
planning processes & systems
• HRM helps getting the right people
people, making sure that
they are active, and keeping them in the organization
• HRM is an integral part of management & affects a
company’s performance
(Source: Managing Human Resources in Hong Kong (3rd ed.), Chan, A. W., Mak,
W. M., and Bannister, B. J., 2002, Sweet & Maxwell Asia, P. 6-7.)
23 B2002 HRM Lecture 1

HRM & Competitive

Advantage
Increase
efficiency

Managing human
Increase Increase
resources to gain
innovation & responsiveness to
a competitive
creativity customers
advantage

(Source: Understanding
and Managing
Organizational Behavior
Increase quality (2nd Ed.), 1999, George, J.
M. and Jones, G. R.,
Addison Wesley, P. 16.)
24 B2002 HRM Lecture 1

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Desirable Tasks of HR: a
CEO Perspective
• As a Strategic Partner
– Make workforce strategies integral to company strategies & goals
– Earn the right to a seat at the corporate table
• As a Change
g Agent
g
– Leverage HR’s role in major change initiatives such as:
• Strategic planning
• Mergers & acquisitions
• Systems implementation
• Reorganizing/downsizing
• As an Administrative Expert
– Develop awareness and/or an understanding of the business
– Understand finance & profits
• As an Employee Champion
– Help line managers achieve their goals
(Source: Human Resource Management (9th ed.) , Mondy & Noe, 2005, Pearson/Prentice
Hall, P. 13.)

25 B2002 HRM Lecture 1

Future of HRM in Hong

Kong
• A number of issues would be increasing important to the
future of HRM in Hong Kong:
– The need for HR managers to adopt an international
orientation in their work
– Growing concern for the application of ethical approaches to
HRM
– Implementation of equal opportunity, data privacy, and
affirmative action policies
– HRM implications of flexible working arrangements (e.g. job
sharing, permanent part-time work, etc.)
– Increased awareness of the need for effective employee
participation in company production systems
– The consequences for HRM for the ageing workforce
– Greater involvement of the legal system in HR issues, including
laws on hiring, firing, equal opportunities, and the conduct of
industrial relations
(Source: Managing Human Resources in Hong Kong (3rd ed.), Chan, A. W.,
Mak, W. M., and Bannister, B. J., 2002, Sweet & Maxwell Asia, P. 6-7.)
26 B2002 HRM Lecture 1

13
 HRM Model

(Unit 1)

27 B2002 HRM Lecture 1

Discussion – HRM Model

• 1(a) Describe the HRM Model outlining the linkages
from environmental influences on the organization right
till the outcome of delivering an effective HRM policies
leading to high productivity,
productivity low turnover,
turnover lower
absenteeism and high job satisfaction. [15]
• 1(b) Support your HRM outline with a diagrammatic
model. [10]

• 2(a)Describe and explain the HRM Model. In your

explanation outline how environmental affects the
organization right till the outcome of delivering an
effective HRM policies leading to high productivity, low
turnover, lower absenteeism and high job satisfaction.
[15]
• 2(b) Support your HRM model with a suitable diagram.
[10]
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 HRM Model (1) – Schematic Diagram
Organization’s Objectives Environment’s influences

HR Planning + Recruitment + Selection + Socialization = Competent employees

who have adapted to
organization’s culture

Competent employees Training Career Competent employees

who have adapted to + & development + development = with up-to-date skills
organization’s culture & knowledge

Competent employees Motivation Performance Rewards & Competent

with up-to-date skills + + appraisal + punishment = employees who
& knowledge desire to exert
high effort

Benefits & Safe & healthy Satisfactory

Competent employees + services + working conditions + union relations
who desire to exert
high effort

Competent employees Effective HRM Changing conditions

= who are committed to
=
• High productivity
• Low turnover
require on-going
the organization & • Low absence
research & concern for
29 satisfied with their jobs B2002
• High HRM Lecture
job satisfaction 1 the future

HRM Model (2) – Features

& Elements
• Features
– The HRM Model depicts how organizations recruit, select, train,
motivate, retain, award, and punish employees in the process of
utilizing them to achieve goals & objectives set by the
organization
– In the utilization process, the HRM model describes how
employees may achieve their personal goals
– The HRM model also describes how the ever-changing
environment forces affect organizations’ goals & objectives
• 6 Elements
– Organisational
g Objectives
j & Environmental Influences
– Acquisition of HR
– Development of HR
– Motivation of HR
– Maintenance of HR
– Research & the Future
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HRM Model (3) – Organizational
Objectives & Environmental
Influences
• Organizational Objectives
– Organizations exist in an environment to achieve its own goals & purposes
– Organizations’ goals & objectives are influenced by the following
environmental influences:
• E i
Environmental
t l IInfluences
fl
– Changes in government regulations (e.g. changes in Labor Laws,
Employment Act & labor regulations)
– Changes in labor regulations which affect how wages are paid (e.g. these
changes may affect how many days leave a year an employee would be
entitled)
– Competition - actions by competitors (e.g. a competitor who reduces the
selling prices of its product/services may cause its competitors to revise
their sales plans & sales objectives)
– Changes in labor or trade union forces. If the labor atmosphere is militant,
it may fforce an organization
i ti tto rethink
thi k it
its objectives
bj ti or constrain
t i d decision-
i i
making of managers
• The 2 forces have a major impact on HRM by constraining the decision-
making discretion of managers in:
– Compensation (payment of wages, etc.)
– Benefits (annual leave, sick leave, etc.)
– Recruitment (who to be employed)
31 B2002 HRM Lecture 1

Organizational Objectives

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Organizational Objectives (1)-
Vision, Mission, Objectives, and
Strategies Vision
Highest Broadest
Mission Level Scope

Objectives

Corporate Strategies

Business Unit Strategies

Functional Strategies
Lowest Narrowest
Level Scope
33 B2002 HRM Lecture 1

Organizational Objectives (2)

- Vision
• Definition
– The aspiration or intended direction
– The organization’s future or ideal state
– Where
Wh d
do we wantt tto be?
b ?
• Characteristics
– Depicts the kind of organization that
• you want to become, or
• how you want to be seen or remembered
– Sets the directions that everyone works toward
• Example
p
– DuPont
• To be the world’s most dynamic science company, creating
sustainable solutions essential to a better, safer and
healthier life for people everywhere
(URL:http://www2.dupont.com/Our_Company/en_US/glance/vision
/)
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Organizational Objectives (3)
- Mission
• Definition
– The purpose of existence of an organization
– Whyy does the organization
g exist?
• Characteristics
– Describes the organization’s works clearly, concisely, and
concretely
– Customer-oriented, focusing on products & services
– Provides a direction and purpose for all
• Example
p
– Microsoft
• At Microsoft, we work to help people and businesses throughout
the world realize their full potential. This is our mission. Everything
we do reflects this mission and the values that make it possible
(URL:http://www.microsoft.com/mscorp/mission/)
35 B2002 HRM Lecture 1

Organizational Objectives (4)

- Objectives
• Definition
– End results of activities of planned activities (Essentials of
Strategic Management, 2001, P.6)
– Vary
y with organizations
g
– What is to be achieved? … By when?
– Categories
• Profitability (e.g. earns 1 million net profit within 1 year)
• Service to customers, clients, or other recipients (e.g. reduce
number of customer complaints to
• Employee needs & well-being
• Social responsibility
• Long-term
g Objectives
j
– Specify the results desired in pursuing the organization’s mission
– Normally extend beyond the current fiscal year
• Short-term Objectives
– Performance targets that management uses to measure progress
toward the achievement of long-term objectives
– Normally of less than 1 year’s duration
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 Environmental Influences
on an Organization

37 B2002 HRM Lecture 1

Discussion –
Environmental Influences

• What are the internal and external

influences that affect organisations? List
and explain these influences. [25]

38 B2002 HRM Lecture 1

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Environment Influence (1)

• Every organization is affected by many forces

in its environment
• Environment influences may be contributed by
either:
– External Environment
• Scan the external environment to know:
– O pportunities
– T hreats
– Internal Environment
• Scan the internal environment to know:
– S trengths
– W eaknesses
39 B2002 HRM Lecture 1

Environment Influence (2) –

External Environment
• Definition
– The factors that affect a firm’s human resources from
outside the organization’s boundaries
• Forces of the external environment
(PESTEL Forces/Factors)
– P = Political forces
– E = Economic forces
– S = Socio-cultural forces
– T = Technological forces
– E = Environmental forces
– L = Legal forces
• These external forces are interrelated to one
another
40 B2002 HRM Lecture 1

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Environment Influence (3) -
PESTEL
• Political • Sociocultural
– Government stability – Population
– Taxation ppolicy
y
demographics
– Foreign trade
regulations – Income distribution
– Social welfare policies – Social mobility
• Economic
– Business cycles
– Lifestyle changes
– GNP trends – Attitudes to work
– I
Interest rates andd lleisure
i
– Money supply – Consumerism
– Inflation
– Unemployment – Levels of education
– Disposable income
41 B2002 HRM Lecture 1

Environment Influence (4) -

PESTEL
• Technological • Environmental
– Government spending – Environmental
on research protection laws
– Government and – Waste disposal
industry focus on
technological effort
– Energy consumption
• Legal
– New discoveries
/developments – Competition law
– Speed of technology – E l
Employment t llaw
transfer – Health and safety
– Rates of – Product safety
obsolescence
42 B2002 HRM Lecture 1

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Environment Influence (5) –
Internal Environment
• Definition
– The factors that affect a firm’s human resources from
inside the organization’s
organization s boundaries (from a
stakeholder perspective)
• Examples of Contributors of Internal Forces
– Employees
– Groups within an organization
– Customers
– Suppliers
– Competitors
– Trade unions
– Shareholders
43 B2002 HRM Lecture 1

Environment Influence (6) –

A Strategic Mgt. Perspective
(PESTEL)
External Environment
Political Technological
o ces
Forces Major Stakeholders Forces
of a Firm
Shareholders Suppliers
Internal
Economic Environment Employees
Environmental
Competitors
Forces Structure Forces
Culture
Resources Groupsp within
Customers an organization

Socio-cultural Trade Unions

Legal
Forces Forces
Source: Adapted from Hunger &
Wheelen, “Essentials of Strategic
44 Management”, 2000, P. 33. B2002 HRM Lecture 1

22
Exercise: Scanning External
Environment of Hongkong Electric

Political Forces
Societal Environment Technological Forces
__________________ __________________
__________________ __________________
__________________ Task Environment __________________
__________________ __________________
(Industry)
Stockholders Suppliers
Economic Forces Environmental Forces
_________________ Government Employees/ __________________
_________________ Special-interest Internal Labor unions __________________
_________________ Groups Environment __________________
_________________ __________________
Customers Competitors
Socio-cultural Forces Legal Forces
__________________ Creditors Trade Associations __________________
__________________ __________________
__________________ Communities __________________
__________________ __________________
45 B2002 HRM Lecture 1

Acquisition of HR (1)
• Acquisition of HR
– Manpower Planning (HR Planning)
– Recruitment
– Selection
– Socialization
• Manpower Planning (HR Planning)
– The mgt. ensures that
• It has the right number & kinds of people,
• At the right places,
• At the right time
time,
• Capable of effectively & efficiently completing the work that is
required for the organization to achieve its overall objective
– HR plans evolve out of overall objectives & strategies
of an organization
46 B2002 HRM Lecture 1

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Acquisition of HR (2)
• Recruitment
– If HR planning revels that demand of HR
> supplyl off HR,
HR an organization
i ti needs
d tto
hire additional employees (Recruitment)
– Questions to ask:
• Who to hire & in what numbers?
• When to hire?
• Where to deploy these new recruits?
• Which branch?
• Which factory?
• Which country?
47 B2002 HRM Lecture 1

Acquisition of HR (3)
• Selection
– Potential applicants must be screened to identify
jjob applicants
pp who are likely
y to be successful if
hired (Selection)
• Socialization
– Selected employees are placed in an
organization and have adapted to the culture of
the organization & work environment
– Organizational culture conveys how things are
done & what matters
• When employees have adapted to an
organization’s culture, they have “learned the
ropes”
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Development of HR (1)
• Development of HR
– Training & Development
– Career Development
• Training
T i i &D Development
l t
– Competent employees will NOT remain in one state forever
– Some employees are minimally competent on entering an
organization
• They require additional training or education
– Some employees entering an organization are capable of
performing at an optimum level but
• They face obsolescence in skills over time
– An organization’s needs change over time
– Management must ensure that there is an appropriate
match of individual abilities with organizational needs for
many years into the future
49 B2002 HRM Lecture 1

Development of HR (2)
• Training & Development (…continued)
– Questions to ask:
• Is there a training need?
• If so,
so who to train & why do you we need to train?
• Training is necessary sometimes because of changing
organization needs
• Skills of workers may become obsolete
• Training may be needed to meet employees needs &
aspirations - career development
• Or training is needed because new recruits are minimally
competent
• Career Development
p
– Employees have different needs & aspirations
– Managers need to match the career needs of employees with the
requirements of an organization
• When HR have been developed effectively, an organization gets
competent employees with up-to-date skills & knowledge

50 B2002 HRM Lecture 1

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Motivation of HR (1)
• Motivation of HR
– Motivation
– Performance Appraisal
– Rewards & Punishment
• Motivation
– Managers must pay attention to the motivation of their staff
– Competence ≠ Satisfatory performance
– High Performance depends on:
• Ability
• Motivation
• Performance Appraisal (PA)
– The PA process & its outcome will affect an employee’s
motivation
– People expect their work to be objectively evaluated
– If employees think that their efforts is unfairly appraised
(judged), their motivation will decrease
51 B2002 HRM Lecture 1

Motivation of HR (2)

• Rewards & Punishment

– Rewards or punishment following
performance appraisal will influence
employees’ motivation
• If employees are effectively motivated,
they will have up-to-date skills &
knowledge;
g ; an organization
g can expect
p
these competent employees to have the
desire to exert high effort

52 B2002 HRM Lecture 1

26
Maintenance of HR

• To keep people who are performing at

high levels. This requires:
– S
Satisfactory
ti f t benefits
b fit & services
i
– Safety & healthy working conditions
– Satisfactory union relations
• If maintenance of HR is effectively
performed, an organization expects to
h
have competent
t t employees
l who
h are
committed to the organization & satisfied
with their jobs
53 B2002 HRM Lecture 1

Research & the Future

• Effective HR Practices lead to:
– High productivity (i.e. how much output or services produced by
employees, usually measured on a per head basis)
– Low turnover ((turnover is how frequently
q y staff leaves company
p y
& how frequently new staff is being recruited)
– Low Absenteeism (low absenteeism usually mean staff are
happy)
– High Job satisfaction
• Managers need to perform ongoing research & keep an eye on
the future
• Research:
– Allows managers to keep abreast of the latest findings in HRM
– Provides a framework by which solutions can be found to unique HRM
problems
• It is needed to continually monitor & review HR plans. Reasons:
– The ever-changing environmental changes would continue to influence
a company’s goals & objectives
– The best plans & goals of an organization may fail to be realized for
various reasons
54 B2002 HRM Lecture 1

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English – Chinese Glossary

English Chinese English Chinese

Environmental 環境力量 Organisational 組織目的／目標
Forces Objectives
Globalisation 全球化 Personnel 人事管理
Management
Human Resource 人力資源管理 Recruitment 招聘
Management

HRM Model 人力資源管理 Selection 選拔

模型
Manpower Planning 人力資源 Strategies 策略／戰略
規劃
Mission 使命／抱負 Training & 培訓及發展
Development
Motivation 激勵 Vision 願景／遠景
55 B2002 HRM Lecture 1

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