Human Resource
Human resource management 1
Model of strategic Human resource management
3W 1H = Strategic Human resource management
What -> aligning HR to strategic goals and objectives to improve business performance?
Why -> providing organisations with sustainable competitive advantage
Who -> HR taking role of the consultant to support and assist line managers in their operation? (People are assets to the company)
How -> Developing HR programmes that enhances organisational performance through human capital management
Human capital
The knowledge, skills, abilities and capacity to develop and innovate possessed by people in an organisation.
The set of skills which an employee acquires on the job, through training and experience, and which increase that employee’s value in the marketplace.
Human resources or human capital
Resources
Capital
Money, time, inventory, raw materials, manpower…
Assets that can grow and increase in value an investment
Human resources
Human capital
Resources used to produce work, implying that human resources are:
Finite (limited opposite of infinite)
Usable
Fixed value
Easily replaced
Employees regarded as assets to the company that can
Grow
Increase in value
Not interchangeable
Strategic Human resource management
Linking it all together
Organisational strategies
External factors
Competition – more than one company fighting for business
Government regulations – employment act and other labour laws
Market trends – increasing competition due to demand for goods
Economic situation – good economic leading to abundant jobs
Technology – RandD lead to better equipment (business and consumers)
Internal factors
Cultural - Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits.
Structure and size – local and regional expansion
Politics – development and retention (retain) of human capital
Employee skills – high-skilled, customer service
Past strategy –
Model of strategic Human resource management
3W 1H = Strategic Human resource management
What -> aligning HR to strategic goals and objectives to improve business performance?
Why -> providing organisations with sustainable competitive advantage
Who -> HR taking role of the consultant to support and assist line managers in their operation? (People are assets to the company)
How -> Developing HR programmes that enhances organisational performance through human capital management
Human capital
The knowledge, skills, abilities and capacity to develop and innovate possessed by people in an organisation.
The set of skills which an employee acquires on the job, through training and experience, and which increase that employee’s value in the marketplace.
Human resources or human capital
Resources
Capital
Money, time, inventory, raw materials, manpower…
Assets that can grow and increase in value an investment
Human resources
Human capital
Resources used to produce work, implying that human resources are:
Finite (limited opposite of infinite)
Usable
Fixed value
Easily replaced
Employees regarded as assets to the company that can
Grow
Increase in value
Not interchangeable
Strategic Human resource management
Linking it all together
Organisational strategies
External factors
Competition – more than one company fighting for business
Government regulations – employment act and other labour laws
Market trends – increasing competition due to demand for goods
Economic situation – good economic leading to abundant jobs
Technology – RandD lead to better equipment (business and consumers)
Internal factors
Cultural - Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits.
Structure and size – local and regional expansion
Politics – development and retention (retain) of human capital
Employee skills – high-skilled, customer service
Past strategy –