Hrm Chapter 1 Notes
Chapter 1 – STRATEGIC HRM
• Hrm – involves the productive use of people in achieving the organisation’s strategic objectives and the satisfaction of individual employee needs. • Objectives – Measurable targets to be achieved within a certain time frame. • Maximise human capital – focus on selecting, developing and rewarding top talent, encouraging open communication, team work and collaboration; and refusing to tolerate poor performance. • Job design, employee participation, open communication, eeo, anti harassment practises are associated with higher work life satisfaction. • HR management policies + practices generate profitability gains, share price increases, higher company survival rates, increased sales, higher export growth and lower labour turnover • Hr managers will never be accepted as strategic business partners until they fully understand the orgs business and align high-performance hr strategies, policies and practices • Management – marketing, management info systems, research and development + accounting + finance. • Hrm – improve the productive contribution of people and the management of an orgs human resources • HRM activities – job analysis, HR planning, recruitment, • Hr specialist – directly handle all negotiations with unions • Instrumental HRM – stresses the rational, quantitive and strategic aspects of managing human resources. Performance improvement and improved competitive advantage are highlighted • Humanistic HRM – recognises the need for the integration of HR policies and practices with the organisation strategic objectives, places emphasis on employee development, collaboration, participation, trust and informed choice.
Strategic partner – hr managers being an essential part of the management tram running an organisation and contributing to the achievement of the organisation’s objectives by translating business strategy into action. • Hr manager must ask
• Hrm – involves the productive use of people in achieving the organisation’s strategic objectives and the satisfaction of individual employee needs. • Objectives – Measurable targets to be achieved within a certain time frame. • Maximise human capital – focus on selecting, developing and rewarding top talent, encouraging open communication, team work and collaboration; and refusing to tolerate poor performance. • Job design, employee participation, open communication, eeo, anti harassment practises are associated with higher work life satisfaction. • HR management policies + practices generate profitability gains, share price increases, higher company survival rates, increased sales, higher export growth and lower labour turnover • Hr managers will never be accepted as strategic business partners until they fully understand the orgs business and align high-performance hr strategies, policies and practices • Management – marketing, management info systems, research and development + accounting + finance. • Hrm – improve the productive contribution of people and the management of an orgs human resources • HRM activities – job analysis, HR planning, recruitment, • Hr specialist – directly handle all negotiations with unions • Instrumental HRM – stresses the rational, quantitive and strategic aspects of managing human resources. Performance improvement and improved competitive advantage are highlighted • Humanistic HRM – recognises the need for the integration of HR policies and practices with the organisation strategic objectives, places emphasis on employee development, collaboration, participation, trust and informed choice.
Strategic partner – hr managers being an essential part of the management tram running an organisation and contributing to the achievement of the organisation’s objectives by translating business strategy into action. • Hr manager must ask