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CHAPTER 1: THE PROCESS OF STRATEGIC HUMAN RESOURCE MANAGEMENT

INTRO
Introduction to the essential elements of HRM, and later it presents the continuous-improvement HRM Model.

Nature, origins and implications of HRM
HRM is the part of the organization responsible for all aspects related with people. In recent years it is recognize that better outcomes can be achieved when line managers (different from HR managers) share the responsibility of HRM. HRM includes strategy development and analysis, policy making, systems, processes and procedures. Activites: People Audit to check behavioral quality.

Safeguarding people’s wellbeing, to ensure safe and healthy. Research, to monitor, evaluate and innovate employer’s attitude. Job analysis, evaluation and classification of the necessary skills and attitudes. Job design and work design to clarify work performance scheduling and relationships. HR planning, to match labour demand and resources

Recruitment and selection of the right people
Induction, training and development
Performance management, to provide proper feedback so employees can nurture their qualities to make them and the organization succeed. Managing compensation, rewards and benefits, to ensure acquiring and retaining the right people that can make the organization succeed. HR departments will vary among organizations, and can do more or less than the above, but always with the focus on making the individuals and the organization to thrive/succeed.

The Hystory of HR

The scientific management perspective: Taylorism (1911). Argues that there is one best way for people do their tasks; for that uses specific method and time standards. Focuses on efficiency and production, but is deshumanizing. It is still used today in some extent. The human relations movement: 1920. A joint focus on people and production, with emphasis on communication, respect and dignity. Organizational behavior: 1960. Evolution of the previous, study individual’s and...