Documente Academic
Documente Profesional
Documente Cultură
Chapter 1
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Outline of Chapter 1
I. The Managers Human Resource Management Jobs
Why is HR Management Important to All Managers? Line and Staff Aspects of HRM Cooperative Line and Staff HR Management: An Example
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Outline of Chapter 1
II. Strategic Planning and Strategic Trends
The Basics of Strategic Planning The Strategic Planning Process Basic Strategic Trends Managerial Consequences of the Basic Trends
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Outline of Chapter 1
III. HRs Strategic Role
HRs Evolving Role Strategic Human Resource Management HRs Role as a Strategic Partner HR and Technology HR and Employee Performance and Commitment Is there a One Best HR Way? Research Insight
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Management Process
Planning
Goals and standards Rules and procedures Plans and forecasting. Tasks Departments Delegating Authority and communication Coordinating
Organizing
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Management Process
Staffing
Hiring Recruiting Selecting Performance standards Compensation Evaluating performance Counseling Training and developing
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Management Process
Leading
Getting the job done Morale Motivation Setting standards Comparing actual performance to standards Corrective action
Controlling
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HRM Function
Human Resource Management is the process of acquiring, training, appraising, and compensating employees and attending to their labor relations, health and safety, and fairness concerns.
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Line Managers
Staff Managers
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Business Strategy
Business Strategy
Business Strategy
Business Strategy
Functional Strategies
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Globalization
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Change Agent
Strategic Partner
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Strategic HRM
Strategic human resource management: linking HRM with strategic goals and objectives to improve business performance and develop organizational cultures fostering innovation and flexibility.
Clarify the business strategy Realign the HR functions and key people practices Create needed competencies and behaviors Realization of business strategies and results Evaluate and refine
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FedEx
HR programs
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HR and technology
Basic HR systems demand paperwork
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HR portals
Employees can answer their own questions
HR moves from reactive to proactive
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HR means performance
Can HR have a measurable impact on a companys bottom line? Better HRM translates into improved employee attitudes and motivation (e.g., working at home) Well run HR programs drive employee commitment
TOYOTA
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A Case Study
Dells dual HR roles OPERATIONS Deals with staff - benefits - compensation - call center MANAGEMENT Deals with management - education - recruitment - planning - training - personnel needs
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Profit sharing programs Results oriented appraisals Employment security Foster informal relationships- promote worldwide communications Develop global executives
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Improving competitiveness Globalizing Technology and internet-based advances Contributing to strategic success
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Chapter 3: Job Analysis Chapter 4: Personnel Planning and Recruiting Chapter 5: Employee Testing and Selection Chapter 6: Interviewing Job Candidates
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Chapter 7: Training and Development Chapter 8: Managing Organizational Renewal Chapter 9: Appraising Performance Chapter 10: Managing Careers and Fair Treatment
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Chapter 11: Establishing Pay Plans Chapter 12: Pay-for-Performance and Financial Incentives Chapter 13: Benefits and Services
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Chapter 14: Labor Relations and Collective Bargaining Chapter 15: Employee Safety and Health Chapter 16: Managing Human Resources in an International Business.