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Lecturer: Maurice M. Lewin Email: [email protected] Contact #: Ground Rules:
– No cell phones– Class attendance is expected– Lecture will be on time so please be on time – Be courteous at all times– Respect for each other
After studying this chapter, After studying this chapter, you should be able to:you should be able to:After studying this chapter, After studying this chapter, you should be able to:you should be able to:
1. Explain what human resource management (HR) is and how it relates to the management process.
2. Illustrate the HR management responsibilities of line and staff (HR) managers.
3. Provide a good example that illustrates HR’s role in formulating and executing company strategy.
4. Understand the HR Scorecard Approach and identifying other HR measurements used
1. Explain what human resource management (HR) is and how it relates to the management process.
2. Illustrate the HR management responsibilities of line and staff (HR) managers.
3. Provide a good example that illustrates HR’s role in formulating and executing company strategy.
4. Understand the HR Scorecard Approach and identifying other HR measurements used
– 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.
Management process
– The five basic functions of planning, organizing, staffing, leading, and controlling.
Strategic Human Resource Management Strategic Management
– The process of identifying and executing the organization’s mission by matching its capabilities with the demands of its environment.
Strategic Human Resource Management– The linking of HRM with strategic goals and
objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility.
– Formulating and executing HR systems—HR policies and activities—that produce the employee competencies and behaviours the company needs to achieve its strategic aims.
HR helps top management formulate strategy in a variety of ways by.
– Supplying competitive intelligence that may be useful in the strategic planning process.
– Supplying information regarding the company’s internal human strengths and weaknesses.
– Build a persuasive case that shows how—in specific and measurable terms—the firm’s HR activities can and do contribute to creating value for the company.
Michael Porter– Emphasizes the “fit” point of view that all of the
firm’s activities must be tailored to or fit its strategy, by ensuring that the firm’s functional strategies support its corporate and competitive strategies.
Gary Hamel and C. K. Prahalad– Argue for “stretch” in leveraging resources—
supplementing what you have and doing more with what you have—can be more important than just fitting the strategic plan to current resources.
– Identify the basic courses of action that each department will pursue in order to help the business attain its competitive goals. For example, HR could engage in
• Training & Development• Employee Empowerment• Job Enrichment• Job Enlargement