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Human Resource

Management
Prof. Zenaida F. Jesalva
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People who do the actual work in the
organization

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Viewed as cost, hence were treated just the way
treated other costs
The Concept of
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When companies want to improve profits or cut
Human losses, they reduced man pwer

Resources
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But in the early 1990’s , organizations begun to
treat people as assets.
The are treated as investors- they bring in talent,

05 knowledge, skills, competence, values, time, and


effort.

2
Definition of Human
Resource Managment

3
Human Resource Management

• The strategic and coherent approach to


the management
of an organization’s most valued assets –
PEOPLE

• The productive use of people in


achieving the organization’s
Strategic business objectives and the
satisfaction of the individual
HrHRM’S ROLE IN BUSINESS ORGANIZATION
HUMAN RESOURCE
STRATEGY ORGANIZATION
MGT

EMPLOYEE
RELATIONS
/COMMUNICATION

Business REWARDS AND


processes RECOGNITION

Vision Organization
Mission structure RECRUITMENT PERFORMANCE
Values JJOBS AND SELECTION
PERFORMANCE MANAGEMENT
Strategies
Operating Plan Competencies

People TRAINING AND


DEVELOPMENT

Resources

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Assembly line production
Employers focused on consumer demands

THE ORIGIN
AND
DEVELOPEMT Division of labor- work can be made

OF HRM more efficient through specialization and


work can be broken down into
simple tasks.

• Evolved in 17th century before the start of industrial


revolution
• Involved close relationships between mentors and
apprentices
• Advent of the Industrial Age – from guilds to home
shop to steam-driven factories. Repetitive tasks
• 20th century management philosophy by Henry
Ford
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THE ORIGIN • Each part of work should
be analyzed
AND • Workers should be
scientifically chosen
DEVELOPEMT • Managers must
cooperate with the
OF HRM workers
• Division of work and
responsibility between
• Workers and managers
• In the early 1800/s government began to feel
(execution and
pressure from the working masses
implementation
• The working class began to form workplace
organizations to provide a collective voice for their
rights
• Trade unionism started
• Frederick Taylor – principles of management

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THE ORIGIN
AND
DEVELOPEMT • Improved productivity gained
by paying attention to
OF HRM workers referred to as
Hawthorne effect
• Significant role social
relationship played in the
workplace
• The Hawthorne Studies ushered a new era of
managing human resources.
• Conducted in 1927 to 1932 at the Western Electric
Hawthorne plant by Elton Mayo

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Transition from Personnel to
Human Resource Management
Personnel Management Department believed to start at the National
Cash Register
Faced a major strike in 20th century
Defeated the union after a lockout in 1901
After the event, Pres. John Patterson decided to improve worker
relations by organizing personnel department
Handle grievances, discharges, safety and other employee issues. Also
keep track of pending legislation and court decisions and provide
training for supervisors on new laws and practices.

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Transition from Personnel to
Human Resource Management
In 1980 the concept of Human Resource Management began to
permeate through larger corporations.

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Insert an image

IMAGINATION
MEANS
NOTHING
WITHOUT
DOING Eros recusabo ut sit. Possim facilisis adolescens ad duo, at veniam tamquam
principes qui, cu utinam corpora per. Ne pri melius appareat accusata, viris
pertinacia usu ei, ea his omnis quaeque constituam.

The Power of PowerPoint | thepopp.com 11


BELIEFS AND ASSUMPTIONS
DIMENSIONS PERSSONEL AND INDUSTRIAL HUMAN RESOURCE
RELATIONS MANAGEMENT
CONTRACT Careful delineation of written Aim to go “beyond” contract
contracts
Rules Importance of devising clear “can do outlook” impatience with
rules/mutuality rules
Guide to management action Procedures/consistency/control Business need’ flexibility
And commitment

Behavior referent Norms/customs Values, mission

Managerial task vis-à-vis labour Monitoring nurturing

Nature of relations Pluralist unitarist

Conflict Institutionalized De-emphasized


Standardization High (parity issue) Low (not seen as important)

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STRATEGIC ASPECT
DIMENSIONS PERSSONEL AND INDUSTRIAL HUMAN RESOURCE
RELATIONS MANAGEMENT

KEY RELATION Labour management Business-customer

Initiative Piecemeal Integrated

Corporate plan Marginal to Central to

Speed of decision Slow fast

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LINE MANAGEMENT
DIMENSIONS PERSSONEL AND INDUSTRIAL HUMAN RESOURCE
RELATIONS MANAGEMENT

Management role Transactional Transformational leadership

Key management Personnel/HR Specialist General/business/line managers

Prized management skills Negotiation Facilitation

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KEY LEVELS
DIMENSIONS PERSSONEL AND INDUSTRIAL HUMAN RESOURCE MANAGEMENT
RELATIONS
Foci of attention of Interventions Personnel procedures Wide-ranging cultural
Structure and personnel strategies
Selection Separate marginal task Integrated, key task
Play Job evaluation; multiple fixed Performance related, few, if any,
grades grades
Conditions Separately negotiated harmonization
Labour-management Collective bargaining contracts Towards individual contract
Trust of relations with shop Regularized through facilities and Marginalized (with exception of
stewards training some bargaining for exchange
model)
Communication Restricted flow/indirect Increase flow/direct
Job design Division of labour Teamwork
Conflict handling Reached temporary truces Manage climate and culture
Training and development Control access to courses Learning companies

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Keep pace with rapidly changing
environment
Identifying the core competencies of

Summary each job


Competency-based recruitment,
compensation
Performance management and
training and development

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1. Discuss at least two challenges in
the human resource management

REVIEW 2. Explain the HRM role in the

QUESTIONS business organization

3. Briefly discuss the evolution of


HRM

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THANK YOU
ANY QUESTIONS?