Hrm Chapter - 3
Human Resource Management
TENTH EDITON
SECTION 1
Nature of Human Resource Management
Robert L. Mathis John H. Jackson
Chapter 2
Strategic Human Resource Strategic Human Resource Management Management
© 2003 Southwestern College Publishing. All rights reserved.
PowerPoint Presentation by Charlie Cook
Learning Objectives Learning Objectives After you have read this chapter, you should be able to:
– Discuss why human resources can be a core competency for organizations. – Define HR planning, and outline the HR planning process. – Specify four important HR benchmarking measures. – Identify factors to be considered in forecasting the supply and demand for human resources in an organization. © 2002 Southwestern College Publishing. All rights reserved. 2–2
Learning Objectives (cont’d) Learning Objectives (cont’d)
– Discuss several ways to manage a surplus of human resources. – Identify what a human resource information system (HRIS) is and why it is useful when doing HR planning.
© 2002 Southwestern College Publishing. All rights reserved.
2–3
Human Resources as a Core Competency Human Resources as a Core Competency
Strategic Human Resources Management
– Organizational use of employees to gain or keep a competitive advantage against competitors.
Core Competency
– A unique capability in the organization that creates high value and that differentiates the organization from its competition.
© 2002 Southwestern College Publishing. All rights reserved.
2–4
Possible HR Areas for Core Competencies Possible HR Areas for Core Competencies
© 2002 Southwestern College Publishing. All rights reserved.
2–5
Figure 2–1
HR-Based Core Competencies HR-Based Core Competencies
Organizational Culture
– The shared values and beliefs of the workforce
Productivity
– A measure of the quantity and quality of work done, considering the cost of the resources used. – A ratio of the inputs and outputs that
TENTH EDITON
SECTION 1
Nature of Human Resource Management
Robert L. Mathis John H. Jackson
Chapter 2
Strategic Human Resource Strategic Human Resource Management Management
© 2003 Southwestern College Publishing. All rights reserved.
PowerPoint Presentation by Charlie Cook
Learning Objectives Learning Objectives After you have read this chapter, you should be able to:
– Discuss why human resources can be a core competency for organizations. – Define HR planning, and outline the HR planning process. – Specify four important HR benchmarking measures. – Identify factors to be considered in forecasting the supply and demand for human resources in an organization. © 2002 Southwestern College Publishing. All rights reserved. 2–2
Learning Objectives (cont’d) Learning Objectives (cont’d)
– Discuss several ways to manage a surplus of human resources. – Identify what a human resource information system (HRIS) is and why it is useful when doing HR planning.
© 2002 Southwestern College Publishing. All rights reserved.
2–3
Human Resources as a Core Competency Human Resources as a Core Competency
Strategic Human Resources Management
– Organizational use of employees to gain or keep a competitive advantage against competitors.
Core Competency
– A unique capability in the organization that creates high value and that differentiates the organization from its competition.
© 2002 Southwestern College Publishing. All rights reserved.
2–4
Possible HR Areas for Core Competencies Possible HR Areas for Core Competencies
© 2002 Southwestern College Publishing. All rights reserved.
2–5
Figure 2–1
HR-Based Core Competencies HR-Based Core Competencies
Organizational Culture
– The shared values and beliefs of the workforce
Productivity
– A measure of the quantity and quality of work done, considering the cost of the resources used. – A ratio of the inputs and outputs that