Unit 10 Strategic Human Resource Management
Unit 10 Strategic Human Resource Management
Unit 10 Strategic Human Resource Management
Task no 1
The Managers Human Resource Management Jobs
Management process
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.
Personnel Mistakes
Basic HR Concepts
Getting results
-The bottom line of managing
A coordinative function
HR managers also coordinate personnel activities, a duty often referred to as
functional control.
HR and Authority:
Authority
The right to make decisions, direct others work, and give orders.
Implied authority
The authority exerted by an HR manager by virtue of others knowledge that he
or she has access to top management.
Line authority
The authority exerted by an HR manager by directing the activities of the people
in his or her own department and in service areas.
Employee Advocacy
HR must take responsibility for:
Job analysts
-Collect and examine information about jobs to prepare job descriptions.
Training specialists
-organize, and direct training activities.
Took over hiring and firing from supervisors, payroll, and benefit plans
administration.
In the 1930s added protecting the firm in its interaction with unions
responsibilities (labour relations).
Assumed organizational responsibilities for equal employment and
affirmative action.
A Changing HR Environment
Globalization
Technological Advances
Exporting Jobs
The Nature of Work
Workforce Demographics
The companys long-term plan for how it will balance its internal strengths
and weaknesses with its external opportunities and threats to maintain a
competitive advantage.
Top management wants to see, precisely, how the HR managers plans will
make the company more valuable.
HR and Technology
Benefits of technological applications for HR
HR proficiencies
Business proficiencies
Leadership proficiencies
Learning proficiencies
Note:
Length of bars represents prevalence of activity among all surveyed employers.
Conclusion:
R creates value by engaging in activities that produce the employee behaviors
the company needs to achieve its strategic goals. Line and Staff Aspects of HRM
Line manager a manager who authorized to direct the work of subordinates an is
responsible for accomplishing the organizations tasks. Staff manager a manager
who assists and advises line managers Placing the right person the right job
Starting new employees in the organization (orientation) Training employees for
jobs new to them Improving the job performance of each personGaining creative
cooperation and developing smooth working relationships Interpreting the firms
policies and procedures Controlling labour costs Devloping the abilities of each
person Creating and maintaining department morale Protecting employees helth
and physical condition