Bài giảng QUản trị nguồn nhân lực part 1 eng

Human Resource Management
Session 1
STRATEGIC HUMAN
RESOURCE MANAGEMENT:
AN OVERVIEW

1


HR Branding
• Firm’s corporate image or culture
• Embodies values and standards that guide
peoples’ behavior
• People know what the firm stands for, the
people it hires, fit between jobs and people,
and results it recognizes and rewards
• Important in getting highest quality applicants
to join firm
2


Human Resource Management – 5 Functions

(4) Safety and
Health

Hu
De man
ve
lop R e s
me our

nt ce

ensa
tion

and
oyee ns
mpl
io
(5) E r Relat
o
Lab

Human
Resource
1
Management

(2
)

(3) C
omp

(1)

ing
f
f
Sta

3


(1) Staffing
Staffing - Process through which organization ensures it
always has proper number of employees with
appropriate skills in right jobs at right time to achieve
organizational objectives
• Job Analysis
• Human Resource Planning
• Recruitment
• Selection
4


Staffing (Cont.)
• Job analysis - Systematic process of determining
skills, duties, and knowledge required for
performing jobs in organization
• Human resource planning - Systematic process of
matching the internal and external supply of
people with job openings anticipated in the
organization over a specified period of time .

5


Staffing (Cont.)
• Recruitment - Process of attracting individuals on a

timely basis, in sufficient numbers, and with appropriate
qualifications, to apply for jobs with an organization
• Selection - Process of choosing from a group of
applicants the individual best suited for a particular
position and the organization

6


(2) Human Resource Development
• Training
• Development
• Career Planning
• Career Development
• Organizational Development
• Performance Management
• Performance Appraisal
7


Human Resource Development (Cont.)
• Training - Designed to provide learners with knowledge
and skills needed for their present jobs
• Development - Involves learning that goes beyond
today's job; it has more long-term focus
• Career planning - Ongoing process whereby individual
sets career goals and identifies means to achieve them
• Career development - Formal approach used by
organization to ensure that people with proper
qualifications and experiences are available when needed

8


Human Resource Development (Cont.)
• Organization development - Planned process of
improving organization by developing its structures,
systems, and processes to improve effectiveness and
achieving desired goals
• Performance management - Goal-oriented process
directed toward ensuring organizational processes are
in place to maximize productivity of employees, teams,
and ultimately, the organization
• Performance appraisal - Formal system of review and
evaluation of individual or team task performance
9


(3) Compensation
Compensation and Benefits:
1. Pay
2. Benefits
3. Non-financial Rewards

10


Compensation
• Direct Financial Compensation - Pay that person
receives in form of wages, salaries, bonuses, and

commissions.
• Indirect Financial Compensation (Benefits) - All
financial rewards not included in direct compensation
such as paid vacations, sick leave, holidays, and
medical insurance.
• Nonfinancial Compensation - Satisfaction that person
receives from job itself or from psychological and/or
physical environment in which person works.
11


(4) Safety and Health
Safety and Health:
1. Safety
2. Health

12


Human Resource Research
• Human resource
research is not separate
function.
• It pervades all HR
functional areas.

13


Inter-relationships of HRM

Functions
• All HRM functions are
interrelated
• Each function affects
other areas

14


Environment of Human Resource Management

Customers

Hu
m
De an
ve Res
lop ou
me rce
nt

ensa

Competition

Com
p

Safety and
Health

Other
Functional
Areas

Labor Market

Shareholders

Finance

Human
Resource
1
Management

Operations

tion

ng
i
f
f
Sta

Society

Unanticipated Events

Legal Considerations

Marketing

bor
d La
e an s
loye
n
Emp Relatio

Economy

EXTERNAL ENVIRONMENT
INTERNAL ENVIRONMENT

Technology

Unions

15


Cyberwork
• Possibility of never-ending workday
• BlackBerrys, cell phones, text
messaging, and e-mail create endless
possibilities for communication
• Some workers believe their
employer wants them available 24/7

16


HR’s Changing Role:
Questions That Are Being Asked
• Can some HR tasks be performed more efficiently by
line managers or outside vendors?
• Can some HR tasks be centralized or eliminated
altogether?
• Can technology perform tasks that were previously
done by HR personnel?
• Many HR departments continue to get smaller
17


HR Outsourcing
• Transfers
responsibility to an
external provider
• Market for HR
outsourcing is
growing dramatically
18


Ways HR Outsourcing is Done
• Discrete services
• Multi-process services
• Total HR outsourcing

19


Multi-process Services
• Complete outsourcing of one
or more human resource
processes
• Example: Procter & Gamble
outsourced entire training
operations

20


HR Shared Service Centers (SSCS)
Takes routine,
transaction-based
activities that are
dispersed and
consolidates them in
one location

21


Professional Employer Organization
(PEO - Employee Leasing)
Company that leases
employees to other

businesses.

22


Line Managers Performing
HR Tasks

• Involved with human resources
by nature of their jobs
• Line managers are now
performing some duties
typically done by HR

23


HR as a Strategic Partner
• HR executives must
understand complex
organizational design
• Sharp deviation from
what has traditionally
been an administrative
type role for HR

24


Human Capital Metrics

Measures of HR
performance

25