HRM Unit-I (1) (1) - 2
HRM Unit-I (1) (1) - 2
HRM Unit-I (1) (1) - 2
Figure 1–1
Source: Adapted from BNA Bulletin to Management, June 29, 2000.
1–15
Employment and Recruiting—Who Handles It?
(percentage of all employers)
Note: length of bars represents prevalence of activity among all surveyed employers.
Figure 1–3
Source: HR Department Benchmarks and Analysis,” BNA/Society for Human Resource Management, 2002.
1–16
Changing Role of HRM
Strategy
– The company’s long-term plan for how it will balance
its internal strengths and weaknesses with its external
opportunities and threats to maintain a competitive
advantage.
• HR managers today are more involved in partnering with
their top managers in both designing and implementing their
companies’ strategies.
Strategic HRM
– Formulating and executing HR policies and practices
that produce the employee competencies and behaviors
the company needs to achieve its strategic aims.
Creating High-Performance Work System Practices
Benefits of a HPWS
• Employment security • Generate more job
• Selective hiring applicants
• Screen candidates more
• Extensive training effectively
• Self-managed teams/decentralized• decision
Provide more and better
making training
• Link pay more explicitly to
• Reduced status distinctions performance
• Information sharing • Provide a safer work
• environment
Contingent (pay-for-performance) rewards
• Produce more qualified
• Transformational leadership applicants per position
• Measurement of management practices
• More employees are hired
based on validated selection
• Emphasis on high-quality work
tests
Functions of HRM
Managerial Operative
Managerial Functions
Planning
Organizing
Directing
Controlling
Planning
Remuneration
Reward system
Motivation
Industrial relations
Separation
Recruitment