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Introduction to Human Resource Management in Myanmar ContextTRANSCRIPT
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.
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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.
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1–12
The Changing Environment Of HR Management
• Globalization
• Technological Advances
• Exporting Jobs
• The Nature of Work
• Workforce Demographics
• Outsourcing
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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
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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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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
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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
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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