selection

Introduction to Human Resources ManagementMin Khaung ( EMPA – 8 )

Min Khaung ( EMPA - 8 )

Human Resources Management

• Human • Resources • Management

Min Khaung ( EMPA - 8 )

Human

Min Khaung ( EMPA - 8 )

Resources

Min Khaung ( EMPA - 8 )

Management

• Management process– The five basic

functions of planning, organizing, staffing, leading, and controlling.

Min Khaung ( EMPA - 8 )

Human Resource Management

• What Is Human Resource Management (HRM)?– The policies and practices involved in carrying

out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising.

Min Khaung ( EMPA - 8 )

Human Resource Management

• What Is Human Resource Management (HRM)?– Human resource management (HRM) is a

strategic and coherent approach to the management of an organization's most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives.

Min Khaung ( EMPA - 8 )

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Personnel Management and HRM

Personnel Management HRM Administrative Not central to the

organization Mediating role between

management and workforce Emphasis on written rules

and procedures Management hierarchy Employees must be

monitored Controlled access to training

Strategic Seen as essential A central management role Stress on flexibility Team-based structure Employees are to be

nurtured The learning organization

Changing Nature of HRM

Min Khaung ( EMPA - 8 )

Changing Nature of HRM

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HR as Business Partner

Role of Human Resources is much wider than just supporting the manager and

it has to build a regular HR Business Partnering concept as it seen by the

managers as the valuable partner for the business.

The HR Business Partnering is about changing the focus of Human Resources.

About the proactive approach of both partners, it is not about the requests of

the business leader and potential solutions finding from Human Resources.

Human Resources has to act the proactive role in the organization as it is

partially responsible for the corporate culture and the performance

management in the organization.

HR has to fight for its position as the department valuable to listen to. It is not

built from a day to day, it takes months and years to implement the concept.

Have to learn the details about their partners.

Min Khaung ( EMPA - 8 )

1–12

The Changing Environment Of HR Management

• Globalization

• Technological Advances

• Exporting Jobs

• The Nature of Work

• Workforce Demographics

• Outsourcing

Min Khaung ( EMPA - 8 )

Attract Effective Workforce

Maintain Effective Workforce Develop

Effective Workforce

Major Functions of HRM

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1

Human Resource

Management

Human Resource

Development

Co

mp

ensa

tio

n

and

Ben

efit

s

Staffing

Em

plo

yee and

Lab

or R

elation

s

Safety and Health

The Human Resource Management Functions

Min Khaung ( EMPA - 8 )

THE HRM SYSTEMHuman resource management:

philosophy, strategy, policies, processes and practices

Organization

Design

Development

Job design

People resourcing

Learning anddevelopment

Reward management

Employeerelations

Human resourceplanning

Recruitment &selection

Talent management

Organizationallearning

Individuallearning

ManagementDevelopment

Job evaluationand market surveys

Grade and paystructures

Contingentpay

Employeebenefits Health and safety

and welfareHR services

Performance management

Industrial relations

Employee voice

Communications

Knowledgemanagement

Corporatesocial

responsibility

Humancapital

management

Min Khaung ( EMPA - 8 )

THE MATCHING MODEL OF HRM

SelectionPerformancemanagement

Rewards

Development

Performance

Adapted from Fombrun et al, Strategic Human Resource Management, Wiley, 1984

The matching model of HRM as developed by Fombrun, Titchy, and Devanna (1984) is illustrated below.

Min Khaung ( EMPA - 8 )

THE DAVID GUEST MODEL OF THE LINK BETWEEN HRM AND PERFORMANCE

Business strategy

HR strategy

HR practices

HR outcomes:employee

competence, commitment and flexibility

Quality ofgoods and

services

Productivity

Financialperformance

HReffectiveness

Source: Guest et al, Effective People Management, CIPD, 2000

Min Khaung ( EMPA - 8 )

The role of the HR function is to enable the organization to achieve its objectives by taking initiatives and providing guidance and support on all matters relating to its employees.

The basic aim is to ensure that management deals effectively with everything concerning the employment and development of people and the relationships that exist between management and the workforce.

A further key role for the HR function is to play a major part in the creation of an environment that enables people to make the best use of their capacities and to realize their potential to the benefit of both the organization and themselves.

ROLE OF THE HR FUNCTION

Min Khaung ( EMPA - 8 )

A NEW MANDATE FOR HUMAN RESOURCES

1. HR should become a partner with senior and line managers in

strategy execution.

2. HR should become an expert in the way work is organized

and executed.

3. HR should become a champion for employees.

4. HR should become an agent for continuous transformation.

Source: D Ulrich, A new mandate for human resources, Harvard Business Review, Jan–Feb 1998

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20

The Human Resource Organization Structurein a Small Business

The Human Resource Organization Structure

Manager/Owner

Sales Operations Finance

Human Resource Organization Structure in aMedium-Sized Firm

President

SalesManager

OperationsManager

FinanceManager

HumanResourceManager

22

Human Resource Organization Structure in a Large Firm

President

MarketingManager

ProductionManager

FinanceManager

HumanResourceManager

Human Re-source De-velopment

Compen-sation andBenefits

Employ-ment

Safetyand

Health

LabourRelations

Dream HR Organization Structure

Min Khaung ( EMPA - 8 )

Vice Chairman ( HR )

Recruitment &

Selection

Training & Development or Business

Partner

Compensation &

Benefit

Employee Relation

HR Administration & HRIS

Compliance

Conclusion

• HR management is the responsibility of every manager—not just those in the HR department.

• HR managers must always stand ready to defend their plans and contributions in measurable terms.

• An HR department’s performance is measured relative to achieving the company’s strategic aims.

• HR managers increasingly rely on IT to help support the company’s strategic aims.

• Virtually every HR-related decision managers make has legal implications.

• Globalization and diversity are important HR issues today.

Major HR Organization and Certification

Society for Human Resources Management ( SHRM )

• HRCI ( Human Resource Certification Institute)

• SPHR (senior professional in HR)

• PHR (professional in HR) certificate

American Society for Training & Development ( ASTD )• CPLP ( Certified Professional in Learning &

Performance )

Min Khaung ( EMPA - 8 )

Major HR Organization and Certification

• Chartered Institute of Personnel & Development

( CIPD ) – Certificate in HR Practice ( CHRP ) – Certificate in Learning & Development Practice ( CLDP ) – Certificate in Training Practice ( CTP ) – CIPD Advanced Level Diploma– CIPD Advanced Level Certificate– Masters (MA)

• Human Resource Management (HRM)• Human Resource Development (HRD)

Min Khaung ( EMPA - 8 )

Min Khaung ( EMPA - 8 )

Thank You