OBHR 428
Chapter 1 Managing Human Resources
1.1 Define human resource management, and explain how HRM contributes to an organization’s performance.
Human Resource Management (HRM) – The policies, practices, and systems that influence employees’ behavior, attitudes, and performance Organization’s “people practices”
Strategic HRM
1. Analyzing work and designing jobs
2. Determining how many employees with specific knowledge and skills are needed (Human resource Planning)
3. Attracting potential employees (Recruiting)
4. Choosing employees (Selection)
5. Teaching employees how to perform their jobs and preparing them for the future (Training and development)
6. Evaluating their performance (Performance management)
7. Rewarding employees (Compensation)
8. Creating a positive work environment (Employee relations)
Best company performance (Satisfaction, innovation, productivity, reputation in community)
Human Capital – An organization’s employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight. the employee characteristics that can add economic value to the organizations
Employees in today’s organizations are not interchangeable, easily replaced parts of a system but the source of the company’s success or failure.
CAT – by having right people in the right positions, employee engagement and sales&profit rose.
Impact of Human Resource Management
Sustainable competitive advantage from HRM.
Human Resources are,
1. Valuable – high-quality employees provide a needed service as they perform many critical functions.
2. Rare – person with high levels of the needed skills and knowledge is not common
3. Cannot be imitated
4. Have no good substitutes – Well trained employees are highly committed. It is difficult to find resource to match the same level of commitment.
High-Performance Work System – HRM provides the basis. An organization in which technology, organizational structure, people, and processes all
1.1 Define human resource management, and explain how HRM contributes to an organization’s performance.
Human Resource Management (HRM) – The policies, practices, and systems that influence employees’ behavior, attitudes, and performance Organization’s “people practices”
Strategic HRM
1. Analyzing work and designing jobs
2. Determining how many employees with specific knowledge and skills are needed (Human resource Planning)
3. Attracting potential employees (Recruiting)
4. Choosing employees (Selection)
5. Teaching employees how to perform their jobs and preparing them for the future (Training and development)
6. Evaluating their performance (Performance management)
7. Rewarding employees (Compensation)
8. Creating a positive work environment (Employee relations)
Best company performance (Satisfaction, innovation, productivity, reputation in community)
Human Capital – An organization’s employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight. the employee characteristics that can add economic value to the organizations
Employees in today’s organizations are not interchangeable, easily replaced parts of a system but the source of the company’s success or failure.
CAT – by having right people in the right positions, employee engagement and sales&profit rose.
Impact of Human Resource Management
Sustainable competitive advantage from HRM.
Human Resources are,
1. Valuable – high-quality employees provide a needed service as they perform many critical functions.
2. Rare – person with high levels of the needed skills and knowledge is not common
3. Cannot be imitated
4. Have no good substitutes – Well trained employees are highly committed. It is difficult to find resource to match the same level of commitment.
High-Performance Work System – HRM provides the basis. An organization in which technology, organizational structure, people, and processes all