PDF Drive is your search engine for PDF files. Taken from: Strategic Human Resource Management, Second Edition by Charles R. Greer An Investment. Human Resource Management, Twelfth Edition Changing Nature of Human Resource Management 2 .. HR professionals, the book is extensively used to. This book is not just one of the many introductions to Human Resource Management that are published, year after year, for use in HRM classes. Authors of those.
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This work is licensed under a Creative Commons-ShareAlike International License. Human Resource Management. What is Human Resource Management? Find the answers you need in these books. The titles in this category concentrate on the most important topics and. PDF | On Jul 3, , Omotayo Adewale Osibanjo and others published Human Resource Enumerate the Human resource management models Therefore, this book tends to equip students with rich and current.
Personnel managers must comply with the law by employing, training and promoting women and persons from minority groups. The problem in doing so is that many of these employees have not had appropriate experience and education in the past. Most employees, whether or not represented by labor unions, continue to seek improvements in direct compensation, employee benefits, and working conditions. All commitments must be based upon what the firm can afford, comply with current practices of other employers, and be understood and accepted by the employee.
To do this, all employee policies and operating procedures should be developed and negotiated with great care. Some employees may not perform satisfactorily simply because their firm offers competitive compensation, benefits, and working conditions.
In addition to these financial or physical compensations, they want responsibility, the opportunity to develop, and recognition of accomplishment in their jobs. The law have established requirements for pension and other benefit plans, and also bar mandatory retirement at age Complying with such changes presents real challenges.
Human resource management works to achieve practical solutions to such problems. In large firms, it generally provides support to line management. In this staff capacity, the personnel department has the responsibility to develop and implement policies, procedures, and programs for recruitment, selection, training, placement, safety, employee benefits and services, compensation, labor relations, organization planning, and employee development.
Often, the owner-manager of a firm also has to be the personnel manager. Should we do away with HR? In recent years, a number of people who study and write about business—along with many who run businesses—have been debating that question. It is often ineffective, incompetent, and costly; in a phrase, it is value sapping. The competitive forces that managers face today and will continue to confront in the future demand organizational excellence.
The efforts to achieve such excellence—through a focus on learning, quality, teamwork, and reengineering—are driven by the way organizations get things done and how they treat their people.
Those are fundamental HR issues.
To state it plainly: achieving organizational excellence must be the work of HR. The question for senior managers, then, is not Should we do away with HR?
The answer is: create an entirely new role and agenda for the field that focuses it not on traditional HR activities, such as staffing and compensation, but on outcomes. More specifically, HR can help deliver organizational excellence in the following four ways: First, HR should become a partner with senior and line managers in strategy execution, helping to move planning from the conference room to the marketplace.
Second, it should become an expert in the way work is organized and executed, delivering administrative efficiency to ensure that costs are reduced while quality is maintained.
Make no mistake: this new agenda for HR is a radical departure from the status quo. In most companies today, HR is sanctioned mainly to play policy police and regulatory watchdog. It handles the paperwork involved in hiring and firing, manages the bureaucratic aspects of benefits, and administers compensation decisions made by others. When it is more empowered by senior management, it might oversee recruiting, manage training and development programs, or design initiatives to increase workplace diversity.
But the fact remains: the activities of HR appear to be—and often are—disconnected from the real work of the organization. Can HR transform itself alone?
Absolutely not. In fact, the primary responsibility for transforming the role of HR belongs to the CEO and to every line manager who must achieve business goals. The reason? Line managers have ultimate responsibility for both the processes and the outcomes of the company. They are answerable to shareholders for creating economic value, to customers for creating product or service value, and to employees for creating workplace value. Indeed, to do so, they must become HR champions themselves.
They must acknowledge that competitive success is a function of organizational excellence. More important, they must hold HR accountable for delivering it. Of course, the line should not impose the new agenda on the HR staff. Rather, operating managers and HR managers must form a partnership to quickly and completely reconceive and reconfigure the function—to overhaul it from one devoted to activities to one committed to outcomes. The process will be different in every organization, but the result will be the same: a business era in which the question Should we do away with HR?
Collectively, these challenges require organizations to build new capabilities. Who is currently responsible for developing those capabilities? Everyone—and no one. That imperative requires them to move people, ideas, products, and information around the world to meet local needs.
They must add new and important ingredients to the mix when making strategy: volatile political situations, contentious global trade issues, fluctuating exchange rates, and unfamiliar cultures. They must be more literate in the ways of international customers, commerce, and competition than ever before. In short, globalization requires that organizations increase their ability to learn and collaborate and to manage diversity, complexity, and ambiguity. Profitability Through Growth.
During the past decade, most Western companies have been clearing debris, using downsizing, reengineering, de-layering, and consolidation to increase efficiency and cut costs. The gains of such yard work, however, have largely been realized, and executives will now have to pay attention to the other part of the profitability equation: revenue growth. The drive for revenue growth, needless to say, puts unique demands on an organization.
Companies seeking to acquire new customers and develop new products must be creative and innovative, and must encourage the free flow of information and shared learning among employees.
They must also become more market focused—more in touch with the fast changing and disparate needs of their customers. From videoconferencing to the Internet, technology has made our world smaller and faster. Ideas and massive amounts of information are in constant movement. The challenge for managers is to make sense and good use of what technology offers. Not all technology adds value.
But technology can and will affect how and where work gets done. In the coming years, managers will need to figure out how to make technology a viable, productive part of the work setting. They will need to stay ahead of the information curve and learn to leverage information for business results.
Otherwise, they risk being swallowed by a tidal wave of data—not ideas. Intellectual Capital. Knowledge has become a direct competitive advantage for companies selling ideas and relationships think of professional service, software, and technology-driven companies and an indirect competitive advantage for all companies attempting to differentiate themselves by how they serve customers.
From now on, successful companies will be the ones that are the most adept at attracting, developing, and retaining individuals who can drive a global organization that is responsive to both its customers and the burgeoning opportunities of technology.
Thus the challenge for organizations is making sure they have the capability to find, assimilate, develop, compensate, and retain such talented individuals. Change, Change, and More Change. Perhaps the greatest competitive challenge companies face is adjusting to—indeed, embracing—nonstop change. They must be able to learn rapidly and continuously, innovate ceaselessly, and take on new strategic imperatives faster and more comfortably. Constant change means organizations must create a healthy discomfort with the status quo, an ability to detect emerging trends quicker than the competition, an ability to make rapid decisions, and the agility to seek new ways of doing business.
To thrive, in other words, companies will need to be in a never-ending state of transformation, perpetually creating fundamental, enduring change.
Sooner or later, traditional forms of competitiveness—cost, technology, distribution, manufacturing, and product features—can be copied. They have become table stakes. You must have them to be a player, but they do not guarantee you will be a winner. In the new economy, winning will spring from organizational capabilities such as speed, responsiveness, agility, learning capacity, and employee competence.
Successful organizations will be those that are able to quickly turn strategy into action; to manage processes intelligently and efficiently; to maximize employee contribution and commitment; and to create the conditions for seamless change. The need to develop those capabilities brings us back to the mandate for HR set forth at the beginning of this article. Becoming a Partner in Strategy Execution. To be full-fledged strategic partners with senior management, however, HR executives should impel and guide serious discussion of how the company should be organized to carry out its strategy.
Creating the conditions for this discussion involves four steps. First, HR should be held responsible for defining an organizational architecture. Several well-established frameworks can be used in this process. Which of the following is an example of operative function of HR managers? Machine B. Question: What is Project Management? Answer: Project Management is the collection and application of skills, knowledge, processes, and activities to meet a specific objective that may take the form of a product or service.
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