human capital management.pptx

This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.

Strategic Human Resource Management (SHRM) - Meaning, Importance, Benefits, Traditional and Strategic HR, Challenges, Obstacles, 5P model of SHRM

The document discusses the evolving strategic role of human resource management in organizations. It outlines how HR is increasingly seen as a critical strategic partner rather than just handling clerical tasks. It emphasizes that people are the most important resource and how properly managing them can help organizations achieve extraordinary results and meet their goals. Finally, it discusses the importance of HR for attracting and retaining talent, developing employees, and helping organizations gain competitive advantage.

The document discusses the functions of human resource management which include planning, organizing, staffing, directing, and controlling as managerial functions and employment, human resource development, compensation management, and employee relations as operational functions. It also outlines the roles of HR executives as service providers, administrative experts, facilitators, consultants, auditors, change agents, and employee advocates.

Chapter Review/ Discussion Questions (CRQs) – 10% marks At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form. MBA 423 Human Resources Management (Elective Course) The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme. http://www.usp.ac.fj/index.php?id=mba423 Students: Stuart Gow Amrish Narayan Chaminda Wanninayake Graduate School of Business Faculty of Business and Economics University of the South Pacific, Private Bag, Laucala Campus, Suva, Fiji. Tel: (679) 323 1391/323 1392 Fax: (679) 323 1397

Human Resource Development (HRD) and Human Resource Management (HRM) both focus on developing employees but with different aims. HRD aims to develop employees' full potential and improve organizational performance through opportunities like training and mentoring. HRM aims to improve productivity and focuses on issues like compensation and hiring. Both are influenced by factors like business strategies, legislation, and social change. While HRM views employees as costs, HRD believes all employees have potential that can be developed to benefit both the employee and organization.

Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, distinctive HR practices, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and contexts.

This paper discusses the issue of leadership human resources management. While providing a descriptive and comparative analysis of typology of leadership strategies, the paper also accounts for the best managerial strategies vis-a-vis human capital, underlying the case of IBM company as an example.

The document discusses human resource audits, including their definition, significance, objectives, benefits, and approaches. A HR audit examines policies, practices, procedures, compliance, effectiveness, and efficiency. It identifies gaps, makes recommendations for improvements, and helps ensure HR activities align with organizational goals. The audit scope includes functions like planning, staffing, development, motivation and more. Objectives include assessing performance, implementation, corrective actions, evaluations, and strategy modification. Benefits are improving the HR department, responsibility, uniform policies, and legal compliance.

Explain why human resource management is important to an organization? How external influences affect human resource management . Explain environmental factors affecting human resource management.

The document provides an overview of recruitment and selection processes within an organization. It discusses key topics such as the importance of recruitment, factors influencing recruitment, sources of recruitment, recruitment methods, the selection process, and barriers to effective selection. The recruitment process involves job analysis, planning, developing strategies, searching for candidates, screening applicants, and evaluating the process. Selection involves differentiating among applicants using tools like interviews, tests, background checks, and making offers to the most qualified candidates.

This document discusses career planning and development. It defines key terms like career, career planning, and career path. It also discusses factors that affect career planning like life stages and career anchors. The document outlines individual career planning techniques like self-assessments. It also discusses organizational career planning and different types of career paths employees may take, like traditional, network, or lateral paths. Finally, it examines developing different generations of employees, like Generation X, factory workers, and future Generations Y and I.

Human Resource Planning is the process of determining manpower requirements and meeting those requirements to achieve organizational goals. The objectives of HRP include ensuring optimal human resource use, avoiding imbalances in distribution, assessing future skill needs, and providing control measures. HRP involves analyzing current staffing levels, projecting future needs, and developing programs for recruitment, training, and staffing changes. Both internal factors like company policies and external factors like technology and regulations affect HRP. Benefits of HRP are reduced costs, improved employee development, identification of skills gaps, and improved business planning.

The document discusses the importance of human knowledge and human capital. It defines knowledge as familiarity with information gained through experience or education. Human capital refers to the economic value that employees provide through their skills, knowledge, and experience. Human capital is considered the stock of competencies, knowledge, and attributes that allow people to perform work. The document emphasizes that human capital and knowledge are valuable intangible assets for companies and that continuous investment is needed to develop employees' skills and knowledge in order to gain competitive advantages.

Human Capital Management .

This document discusses global human resource management (GHRM). It defines GHRM as procuring, allocating, and utilizing human resources in multinational corporations. GHRM activities include determining HR strategy, staffing, performance evaluation, management development, compensation, and labor relations on a global scale. The document outlines different approaches to GHRM like ethnocentric, polycentric, regiocentric, and geocentric. It also discusses factors affecting GHRM like culture, economics, laws, and multicultural workforces. Key GHRM areas like staffing, training, performance appraisal, compensation, and international labor relations are summarized.

This document provides an overview of human resource management (HRM). It defines HRM as the process of acquiring, retaining, terminating, developing and using human resources to achieve organizational objectives. The document outlines the meaning, definitions, objectives, nature, features, importance, process, recent trends, roles, duties, scope and functions of HRM. It also discusses the qualifications needed for a human resource manager.

HRM plays a key role in organizational effectiveness. It is responsible for implementing people practices like recruitment, learning and development, and performance management to build workforce capabilities. This includes employee engagement, competencies, and leadership. HRM also contributes to the organization's key performance drivers and objectives by developing high-quality internal processes and resources to help the organization achieve its strategic goals. Measuring organizational effectiveness requires considering multiple perspectives like whether goals are met, resources obtained, and stakeholders satisfied. HRM is central to organizational effectiveness as it is responsible for advising on and executing initiatives to reduce issues like high turnover and ensure business continuity.

HRM plays a key role in organizational effectiveness. It does so through establishing goals and vision, implementing processes like training and compensation, and engaging employees. Measuring effectiveness can be complex, using models like assessing goals, resources, processes, and stakeholder satisfaction. HRM contributes by developing workforce capabilities through practices like recruitment, performance management, and rewards. This helps drive key performance areas and ultimately organizational objectives, leading to successful firms.

Talent management is a set of processes that ensures an organization has the quality and quantity of people needed to meet current and future business goals. To create an effective talent management practice, companies should develop a talent philosophy, strategy, and model. This includes defining processes for acquisition, performance management, development, engagement, and succession. The goal is to build an integrated approach that aligns talent practices with business needs.

This document provides an overview of a webinar on developing effective HR key performance indicators (KPIs) and metrics. The webinar will discuss how to: 1. Develop organization-centric HR KPIs and measures 2. Partner with organizational leaders to pursue superior performance 3. Track, manage, and use organizational performance data to support decisions 4. Adjust KPIs and measurements as organizational factors change 5. Work strategically with leadership for long-term HR alignment It emphasizes the importance of aligning HR strategies and metrics with business strategies and initiatives. The webinar will also explore how to interpret metrics for timely performance adjustments and integrate metrics into an organizational "system for management."