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    HRM: Some Basic Concepts ةيساسلأا ميهافملا ضعب ةلماعلا ىوقلا

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    Hatem A. Abealem
    HRM has four basic overlapping functions: staffing, training and development, motivation, and maintenance. Some contemporary trends in HRM include job enrichment, empowerment, teams, job rotation, and alternative workplaces like telecommuting. The international HRM process involves recruitment, selection, training, performance appraisal, compensation, labor relations, and contributing to organizational effectiveness.

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    HRM: Some Basic Concepts ةيساسلأا ميهافملا ضعب ةلماعلا ىوقلا

    Uploaded by

    Hatem A. Abealem
    22 views24 pages
    HRM has four basic overlapping functions: staffing, training and development, motivation, and maintenance. Some contemporary trends in HRM include job enrichment, empowerment, teams, job rotation, and alternative workplaces like telecommuting. The international HRM process involves recruitment, selection, training, performance appraisal, compensation, labor relations, and contributing to organizational effectiveness.

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    Strategic HR

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    HRM has four basic overlapping functions: staffing, training and development, motivation, and maintenance. Some contemporary trends in HRM include job enrichment, empowerment, teams, job rotation, and alternative workplaces like telecommuting. The international HRM process involves recruitment, selection, training, performance appraisal, compensation, labor relations, and contributing to organizational effectiveness.

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    22 views24 pages

    HRM: Some Basic Concepts ةيساسلأا ميهافملا ضعب ةلماعلا ىوقلا

    Uploaded by

    Hatem A. Abealem
    HRM has four basic overlapping functions: staffing, training and development, motivation, and maintenance. Some contemporary trends in HRM include job enrichment, empowerment, teams, job rotation, and alternative workplaces like telecommuting. The international HRM process involves recruitment, selection, training, performance appraisal, compensation, labor relations, and contributing to organizational effectiveness.

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    of 24

    ‫‪HRM: Some Basic Concepts‬‬

    ‫القوى العاملة‪ :‬بعض المفاهيم األساسية‬


    Readings From the Textbook
    .pp 14 -15: Governance -
    p 40: OB Issues in Healthcare Organizations.111111111 -
    .pp 61 – 65: Situational Assessment -
    .p 70: Data Collection Methods (Table 4-1) -
    .p 82 -84: Defining Quality in Healthcare -
    .p 95: Deming’s 14 Points (Table 5-1) -
    .p 111: Healthcare as High Hazard Industry 111111111111 -
    .p 142: Health Information Technology and Applications11111111 -
    .p 147: The Role of the Health Manager -
    .p 231 – 232: Introduction -
    ?p 304 – 305: What is a Team -
    .p 344 – 345: Ethical Concepts -
    ?pp 358 – 359 : What is Fraud and Abuse -
    Environmental
    Factors
    Educational
    Affecting HRM
    Systems

    & Political HRM Legislation


    Managerial
    Thought

    Labor
    Organizations
    )Internet(
    HRM Functions

    HRM has four basic overlapping


    :‫متداخلة‬functions

    4
    3 Personnel
    2 & Training
    Maintenance
    Motivating Development
    1
    Staffing
    HRM Activities
    Recruitment
    Selection
    Productivity

    Trade
    Unions Legislation

    Motivation
    Discipline

    Rewards Training Development


    Strategic Planning and Human Resources

    :Strategic Planning
    Procedures for making decisions about the
    organization’s long-term goals and
    .strategies
    :Human Resources Planning (HRP)
    Process of anticipating and making
    provision for the movement (flow) of
    people into, within, and out of an
    .organization
    Strategic Planning and HR Planning
    Strategic Human Resources Management (SHRM):
    The pattern of human resources deployments *
    and activities that enable an organization to
    .achieve its strategic goals
    Strategy formulation—providing input as to *
    what is possible given the types and numbers
    .of people available
    Strategy implementation—making primary *
    resource allocation decisions about structure,
    .processes, and human resources
    Linking Strategic Planning and HRP

    :Strategic Analysis
    What human resources are needed and what are
    ?available
    Strategic Formulation:
    What is required and necessary in support of
    ?human resources
    :Strategic Implementation
    ?How will the human resources be allocated

    Human
    HumanResources
    Resources Strategic
    Strategic
    Planning
    Planning Planning
    Planning
    Linking Strategic Planning & Human Resources
    The Five Forces Competition Model

    10–2
    Composition: The Human Capital Architecture
    ‫هندسةرأس المال البشري‬
    :Strategic Knowledge Workers
    Employees who have unique skills that are
    .directly linked to the company’s strategy
    .Example: R&D scientists
    Core Employees:
    Employees with skills to perform a predefined
    job that are quite valuable to a company, but not
    .particularly unique or difficult to replace
    .Example: salespeople
    Composition: The Human Capital Architecture (cont’d)

    :Supporting Labor
    Employees whose skills are of less strategic value
    .and generally available in the labor market
    .Example: clerical workers
    Alliance Partners:
    Individuals and groups with unique skills, but
    those skills are not directly related to a company’s
    .core strategy
    .Example: consultants
    Forecasting: A Critical Element of Planning

    :Forecasting Involves *
    .a. Forecasting the demand for labor
    .b. Forecasting the supply of labor
    c. Balancing demand and supply
    .considerations
    Model of HR Forecasting

    14–2
    An Executive Replacement Chart
    An Executive Replacement Chart

    16–2
    Employee Turnover Rates

    :Computing Turnover Rates


    The U.S. Department of Labor suggests the following
    :formula for computing turnover rates

    Thus, if there were 25 separations during a month and


    the total number of employees at mid month was 500,
    :the turnover rate would be
    Employee Absenteeism Rates
    Computing Absenteeism Rates:
    Contemporary Trends in Human Resources
    ‫ات حـديثـة‬
    ‫تـــ‬
    ‫وـجه‬ Management

    Job training Empowerment


    Extensive and *
    .varied Giving *
    Two of Deming’s 14* employees authority
    points refer to employee .to make decisions
    education and training
    Cross Training Teams
    An employee learns * Group of *
    .more than one job employees work on
    ‫شتغل كـم‬ ‫ يـ‬Job rotation
    ‫نـوعـ مـن وـظيفـة‬ problems in their
    Horizontal * immediate work
    movement between two .area
    or more jobs. according
    .to a plan
    Changing Nature of Human Resources
    Management
    Scientific Management • Assembly-line •
    Breaking down jobs into – Production meshed with –
    elemental activities and principles of scientific
    .simplifying job design .management
    Jobs • Advantages of task •
    Comprise a set of tasks, – specialization
    elements, and job motions High output, low costs, and –
    .(basic physical movements) .minimal training
    In a piece-rate wage • Disadvantages of task •
    system, pay is based on specialization
    .output Boredom, lack of –
    motivation, and physical
    .and mental fatigue
    Contemporary Trends in Human Resources
    Management (cont.)

    & Job enrichment Alternative workplace


    Job Enlargement .nontraditional work location
    vertical enlargement Telecommuting
    allows employees control Employees work
    .over their work electronically from a
    Horizontal enrichment: .location they choose
    an employee is assigned a
    complete unit of work with Temporary and part-
    .defined start and end time employees
    Flexible time Mostly in fast-food and
    Part of a daily work restaurant chains, retail
    schedule in which companies, package delivery
    employees can choose .services, and financial firms
    time of arrival and
    .departure
    The International Human Resource Management
    Process

    HRM’s Strategic Content

    Recruitment and Selection

    Training and Development

    Performance Appraisal

    Compensation and Benefits

    Labor Relations

    Contribution to Organizational Effectiveness


    22-20
    Culture Shock
    Culture shock is a psychological phenomenon
    that may lead to feelings of fear, helplessness,
    irritability, and disorientation, which is
    commonly experienced by new expatriates
    who may experience a sense of loss regarding
    their old cultural environment as well as
    confusion, rejection, self-doubt, and
    decreased self-esteem from working in a new
    .and unfamiliar cultural setting

    23-20
    Functions of Performance Appraisals

    To provide feedback to individuals


    about how well they are doing

    To provide a basis for rewarding top performers

    To identify areas in which additional


    training and development may be needed

    To identify problem areas


    that may call for a change in assignment
    24-20
    International Staffing Needs

    Managerial/Executive
    employees

    Nonmanagerial
    employees

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