Free download ppt on training and development in hrm

Human Resource Management Introduction. Definition The implementation of the strategies, plans, and programs required to attract, motivate, develop, reward,

) 資源無法被模仿 (The resources must be difficult to imitate) Goals of HRM  “ ARM ” 吸引 (attract), 保留 (retain) 並激勵 (motivate) 員工  Integrate individuals goals to meet organization ’ s goals. 結合公司發展計畫及 員工個人生涯計畫 HRM Functions  Staffing Planning, recruitment, and selection  Training and development Socialization, orientation, training, and development  Motivation Job design, compensation, benefits, performance evaluation, and employee involvement  Maintenance Employee commitment, communication, employee relation/


Strategy for Human Resource Management Lecture 6

Management 8e, DeCenzo and Robbins Goals of the Training and Development Function Activities in HRM concerned with assisting employees to develop up-to-date skills, knowledge, and abilities Orientation and socialization help employees to adapt Four phases of training and development Employee training Employee development Organization development Career development Fundamentals of Human Resource Management 8e, DeCenzo and Robbins The Motivation Function Activities in HRM concerned with helping employees/


Part 3: Organizing Chapter 6 Staffing and Human Resource Management (HRM) 用人與人力資源管理 Staffing and Human Resource Management (HRM) 用人與人力資源管理.

human resources. 2.Assessing future human resources needs and developing a program to meet those needs. Forecast Supply of Employees Forecast Demand for Employees Strategic Direction of the Organization 6–7 Management─ Staffing and HRM 吳明泉博士 2008 Employee Assessment Human resource inventory report 人力資源盤點 報告  A report listing the name, education, training, prior employer, languages spoken, and other information about each employee in the organization Job analysis 工作分析  An assessment of/


7/16/2015 1 Roadmap to the Future: Product Strategy for UM Enterprise Systems Michigan Administrative Information Services (MAIS) HRMS Unit Liaison Meeting.

Management System Development/Alumni Systems Two Factor Authentication/M-Token Security My LINC Documentation & Training Repository 5 7/16/2015 What is MAIS Product Strategy? Formalized process to: Identify potential enhancements, expansions and improvements to / Computing Initiative ITSS University IT Security Program “Difficult and uncertain financial circumstances require us to further sharpen our business-like approach in both our planning and our operations. ” Excerpt from FY08 Budget remarks to/


Prepared by Grace Amin, M.Psi, Psikolog. 1. Understand HRM at work 2. Understand why HRM important to all managers. 3. Understand line HR duties & HR.

other s department. 6. Understand the changing environment of HRM 1. Understand HRM at work 2. Understand why HRM important to all managers. 3. Understand line HR duties /in the organization (orientation) 3. Training employees for jobs that are new for them 4. Improving the job performance of each person 5. Gaining cooperation and developing smooth working relationship 6. Interpreting the company’s policies and procedures 7. Controlling labor costs 8. Developing the abilities of each person 9. Creating and/


©Prentice Hall, 2001Chapter 61 Staffing and Human Resource Management.

Planning Recruitment or Downsizing Selection of Employees Orientation Training and Development Performance Appraisals Safety and Health Compensation and Benefits Competent High-Performing Workers ©Prentice Hall, 2001Chapter 65 The Legal Environment of HRM Affirmative Action EmploymentTrainingRetention ©Prentice Hall, 2001Chapter 66 / 614 Employee Training Determine strategic goals Identify essential tasks Determine critical behaviors Assess deficiencies in skills, knowledge, and abilities ©Prentice/


TRAINING & DEVELOPING EMPLOYEES

first shown good management techniques in a film, are asked to play roles in a simulated situation and are then given feedback and praise by their supervisor. In-house development centre A company-based method for exposing prospective managers to realistic exercises to develop improved management skills. Off-the-Job Management Training and Development Techniques (cont’d) Chapter 8 HRM (Gary Dessler) Off-the-Job Management Training and Development Techniques (cont’d) Executive coaches/


Session 2.1: Human Resource Management Systems Module 2: Managing Human Resources Leadership and Management Course for ZHRC Coordinators and HTI Principals,

Training Develops staff and organizational capacity Addresses gaps in knowledge, skills, & performance Improves motivation, morale, & commitment 15 Training, cont’d  Management & Leadership Development Key for sustainability Help to address organizational challenges Develop management & leadership skills at all levels Prepare for leadership succession  Links to External Training Pre-service or In-service training based on skills needed in the workplace Allows up-grading of skills and knowledge 16 HRM/


HUMAN RESOURCE MANAGEMENT Course Objective : To ensure a clear understanding of Personnel Policies and Practices in order to have maximum and effective.

add-ons like training programmes could be invoked in HRM A routine activity meant to hire new employees having fixed grades & to maintain personnel records. HRM OBJECTIVES AND FUNCTIONS HRM Objectives Supporting Functions Societal ObjectivesLegal Compliance SAILs basic objective is customer satisfactionBenefits Union Management Relations Organizational ObjectivesHRP TVS Suzuki- emphasis of the company areEmployee Relations People and quality through qualitySelection circlesTraining and Development Appraisal/


Introduction to Human Resource Management. Objective Explain the Scope of Human Resource Management Explain What is Human Resource Management (HRM) Define.

in detail. HRM in Personnel Management HRM in Employee Welfare HRM in Industrial Relations Scope of Human Resource Management HRM in Personnel Management: HRM in Personnel Management is typically direct manpower management that involves manpower planning, hiring (recruitment and selection), training and development, induction and orientation, transfer, promotion, employee productivity, compensation, layoff and retrenchment. Scope of Human Resource Management HRM in Personnel Management: HRM in Personnel/


Human Resource Management. The function performed in organizations that facilitates the most effective use of people (employees) to achieve organizational.

Competencies Needed by HR Professionals: Communication skills Problem solving Leadership Recruiting/staffing Employment law Training and development Technology Forecasting Compensation design Benefits design and administration Accounting and finance Record keeping The HR department has a responsibility to be a proactive, integral component of management and the strategic planning process HRM’s Place in Management HRM must: –ascertain specific organizational needs for the use of its competence –evaluate the/


Introduction to Human Resource Management. HRM is the management of people working in an organization HRM is a managerial function that tries to match.

benefits  Opportunities to excel To Develop People  Careful need assessment for training  Selecting effective training methods and tools  Continuous development of workforce To Motivate  Influence performance of others  Redirect the efforts in desirable direction  Using different motivational tools To Keep Talented People HRM Basic Goals 1. Integrating HRM into corporate strategy,  Selecting appropriate HRM options  Innovation & Creativity in HRM Practices  Rationale cost reduction 2. Securing/


© 2005 McGraw-Hill Ryerson Ltd. Chapter 6 Training Employees 1.Discuss how to link training programs to organizational needs. 2. Explain how to assess.

Recruiting, selecting, and training replacements Lost productivity Lawsuits Workplace violence Recruiting, selecting, and training replacements Lost productivity /in decision making Reinforce ethical behaviour Performance measures Provide channels Provide training 13 of 17 © 2005 McGraw-Hill Ryerson Ltd. HRM’s Contribution 9 of 2114 of 17 HRM’sContribution To High Performance Job Design Reinforcement & Selection Training & Development Performance Management Total Rewards © 2005 McGraw-Hill Ryerson Ltd. HRM/


HRM and Business Wednesday/Friday 08/23-25/06 “Life-Long Learning Gem” Investopedia’s Term for 8/23/06: True Cost Economics.

Sciences  Employment Legislation/Court Decisions  HR as Strategic Partners in Successful Firms Strategic HRM View J.M. Smuckers  Managing People –Taking care of the HR functions –Communicating effectively –Motivating effectively –Strategic HRM HR Functions  HR Planning  Job Analysis/Job Descriptions  EEO/AA  Recruiting  Selection  Training and Development  Performance Management  Compensation  Benefits  Safety and Health  Labor Relations  Organizational Exit Communicating Effectively Formal/


Strategic Role of HRM Firm’s ability to survive and prosper is increasingly a function of the human resources they have Managers’ career success depends.

All managers – even outside the HR department – must be able to: Recruit and select the right people Effectively socialize and train people in your unit Evaluate their performance Determine reward systems that will motivate them to perform at a high level Help subordinates further develop to advance in their careers General Framework of HRM Environment External Internal Environment External Internal Organization Strategy Competitive Advantage Competitive Advantage Human/


Copyright © 2002 by Harcourt, Inc. All rights reserved. Topic 25 : Strategic HRM By Zhu Wenzhong.

, training and support Motivating, training and support Coordination with other functions Coordination with other functions Developing a flexible workforce Developing a flexible workforce © PhotoDisc Copyright © 2002 by Harcourt, Inc. All rights reserved. Advantages and disadvantages of Strategic HRM Advantages: Help gain a competitive edge Help solve HRM problems Make the efficient use of employees and reduce costs Help anticipate and plan for changes Benefit long term Disadvantages: Difficulty in/


Challenges in Modernizing Statistical Production Irena Krizman Director-General SURS member of the HGL-BAS.

from IOs Mission: “to direct and guide strategic developments in ways official statistics are produced” Workshop on HRM and Training, Budapest, 5-7 September 2012 4 Where is our position in the information society? Workshop on HRM and Training, Budapest, 5-7 September 2012 5 Link between the HLG-BAS and working groups Workshop on HRM and Training, Budapest, 5-7 September 2012 6 Statistical Business Model Workshop on HRM and Training, Budapest, 5-7 September 2012/


Steen/Noe et al., © 2013 McGraw-Hill Ryerson HRM Practices Human resource management (HRM) is defined as the practices, policies, and systems that influence.

work system LO1 Steen/Noe et al., © 2013 McGraw-Hill Ryerson Impact of HRM LO1 Steen/Noe et al., © 2013 McGraw-Hill Ryerson What are the responsibilities of HR departments?. Strategic partner Business partner services Administrative services & transactions Handling administrative tasks Efficiency and commitment to quality Requires expertise in tasks Developing effective HR systems Must understand the business Contributing to company’s strategy Must/


-concepts - Functions - Features - challenges. Some definitions…  Human resource management (HRM), or staffing, is the management function devoted to.

select, retain and motivate people Understanding of HRMHRM is a management function concerned with Hiring, Motivating, and Maintaining people in the organisation.  It focuses on people in the organisation.  HRM is broad concept Personnel Management (PM) & Human Resource Development are part of HRM. Traditional HR Functions The Context of HRM The HR Functions Functions of HRM  Human Resource Planning  Job Analysis & Design  Recruitments & selection  Orientation  Training & development  Performance/


Chapter 2: Fundamentals of HRM. 2/33 Management Essentials Management involves setting goals and allocating scarce resources to achieve them. Management.

to accept an offer 15/33 Goals of the Training and Development Function Activities in HRM concerned with assisting employees to develop up-to-date skills, knowledge, and abilities Orientation and socialization help employees to adapt Four phases of training and development  Employee training  Employee development  Organization development  Career development 16/33 The Motivation Function Activities in HRM concerned with helping employees exert at high energy levels. Implications are:  Individual/


Intro to HUMAN RESOURCE MANAGEMENT. Objectives What is HRM? What is HRM? Its need / importance Its need / importance Its scope / functions Its scope /

Training and development, Performance & potential management, Career management, 360 degree feedback COMPENSATION & MOTIVATION Job design, Work scheduling, Job evaluation, Compensation administration, Incentives and benefits Operative functions of HR (contd.) MAINTENANCE Health, Safety, Welfare, Social security INTEGRATION Employment relations, Grievance, Discipline, Trade unions, Participation, Collective bargaining The 4 aspects of HRM/ labourTeam work Diverse HR Practices in India Name ….. your dream /


Training and Developing Employees Chapter 7. How training and development are linked to competitive advantage Recognize the difference between training.

Process – The Evaluation Phase The Evaluation Phase (Monetary): ROI HRM Issues and Practices Managing the Training Process – The Evaluation Phase The Evaluation Phase: Legal Issues in Training The major requirement here is that employees must have access to training The major requirement here is that employees must have access to training and development programs in a nondiscriminatory fashion and development programs in a nondiscriminatory fashion HRM Issues and Practices Employee Orientation – a Type of/


© Robert C. Hughes, MS 2005 Technology Applications in Human Resources Slide 1 HRMS/HCMS Implementation Robert C. Hughes, M.S. MGMT 364 Unit/Week 9 Golden.

only Project Team assembly but also specific Task Assignments, Resource Allocations and Timeline(s). © Robert C. Hughes, MS 2005 Technology Applications in Human Resources Slide 6 HRM Information Systems Implementation HRMS/HCMS Implementation Projects have many important phases or sub-projects. Hardware and Software installation, customization of Data Elements, Development of Reports, Data Migration, User Training and Adapting of Business Procedures are all Key Issues to be dealt/


Advances in Human Resource Development and Management Course code: MGT 712.

/Responsibilities of HRM Analysis and design of work Recruitment and selection Training and development Performance management Compensation and benefits Employee relations Personnel policies Compliance with laws Support for strategy Roles of HRM Administrative role of HRM Operational role of HRM Strategic role of HRM Skills of HRM Professionals Human relations skills Decision making skills Leadership skills Technical skills Summary of Lecture 1 Definition of HRM Importance of HRM HRM and company performance/


HRM in Context Session 1. Concept of HRM Management is the process of efficiently completing activities with and through other people Primary functions.

basis – Measure performance such as profitability, return on investment, market value of share etc. – Assess the current inventory of talents working in organizations for HR planning – Identify the training and development needs by identifying strengths and weaknesses of the HR 104 Strategic Role of HRM 3. Strategic Rewards Link rewards to the long-term business objectives & strategies Can be done by introducing various forms of rewards/


This is our revision session on HRM Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–1 George R.Bell BscEcon.,BAOPEN Hons.,Msc., MCMI,MIBC,FRSA,FHEA.

and training new employeesOrienting and training new employees Managing wages and salariesManaging wages and salaries Providing incentives and benefitsProviding incentives and benefits Appraising performanceAppraising performance CommunicatingCommunicating Training and developing managersTraining and developing managers Building employee commitmentBuilding employee commitment HR Mistakes Why are the concepts and techniques of HRM/, an organization chart like the one in Figure 1-1 that follows would be typical/


Copyright Atomic Dog Publishing, 2007 Chapter 1 Human Resource Management and Competitive Advantage.

aim is to identify a suitable pool of applicants quickly, cost efficiently, and legally.  Selection: Involves assessing and choosing job candidates -To be effective, selection processes must be technically sound and legal Copyright Atomic Dog Publishing, 2007 1-1c HRM Postselection Practices Practices used to maintain or improve their workers’ job performance levels Training and Development  Planned learning experiences that teach workers how to perform their current/


Session One Concepts and perspectives of Human Resource Management – Functions, Changing Boundaries and Trends. Jayendra Rimal.

acquisitions Enhanced emphasis on proper recruitment/outsourcing Introduce performance management system Initiating and managing quality initiatives Conducting a variety of surveys Restructuring salary and reward system Leadership development programmes Introducing new technologies of training Emphasis on in-house training Use assessment centers Initiate mentoring and coaching 8 June 20165Jayendra Rimal Major Trends Affecting HRM Trend 1 - The increased globalization of the economy Opportunity for global/


Www.AssignmentPoint.com Chapter 2 Fundamentals of HRM Fundamentals of Human Resource Management Eighth Edition DeCenzo and Robbins.

decision to accept an offer www.AssignmentPoint.com Goals of the Training and Development Function Activities in HRM concerned with assisting employees to develop up-to- date skills, knowledge, and abilities Orientation and socialization help employees to adapt Four phases of training and development Employee training Employee development Organization development Career development www.AssignmentPoint.com The Motivation Function Activities in HRM concerned with helping employees exert at high energy levels/


HRM 531 Final Exam By www.uopehelp.comwww.uopehelp.com Copyright. All Rights Reserved by www.uopehelp.com www.uopehelp.com.

can begin actually doing the work, she must complete a series of activities including role playing and virtual reality interactions. What type of training method does Mary’s new employer use? Simulation On-the-job training Organizational development Information presentation Want to see the complete Individual Assignment Check..?? Click HRM 531 Final Exam Study MaterialsHRM 531 Final Exam Study Materials Copyright. All Rights Reserved by/


© The McGraw-Hill Companies, 2005 Management & Organisational Behaviour 2e Chapter 17 The Role of Human Resource Management in the Organisation.

resource needed to achieve organisational goals. "Soft" HRM characterised by the Harvard model is seen as a method of developing strategies to encourage employee commitment. © The McGraw-Hill Companies, 2005 Summary continued 3 The functions of HR include: planning and resourcing; recruitment and selection; training and development; pay and reward and employee relations. Understanding the HR context in relation to the organisational and external context is important for an effective HR/


13 Febuary 2008GEO CBC Hannover Transfer of Regional NWP Capabilities to Developing Countries Detlev Majewski, Deutscher Wetterdienst, Germany e-mail:

process at the service. Regional NWP Training in Botswana: 3 – 9 April 08 Next Regional NWP Training Workshop at DWD: 14 - 25 July 08 13 Febuary 2008GEO CBC Hannover Building blocks for regional NWP Topographical data of region at ~ 1 km x 1 km resolution Regional NWP model (e.g. ALADIN, HRM, MM5/WRF/ETA, RAMS) Initial and lateral boundary data from global NWP model/


HUMAN RESOURCE MANAGEMENT and DEVELOPMENT An Overview of the HR Initiatives of the Civil Service Commission for the Philippine Bureaucracy.

Assessment HR Records Management Recruitment, Selection and Placement Training and Development ADVANCE LEVEL OBJECTIVES: Assess the HRM practices and capabilities of agencies; Serve as search mechanism for best practices in HRM; Promote and serve as a venue for exchange and development of expertise in the area of human resource management between and among government agencies; Empower agencies in the performance of HRM functions; and Promote and reward excellent human resource management practices. Seal/


Human Resource Management Gaining a Competitive Advantage

firms to better achive their compensation goals with considerably less effort. Training and Development - Technology allows firms to deliver training and development for at least some skills or knowledge faster, more efficiently, and possibly more effectively. Since the mid 1990’s, HRM functions sought to play a more strategic role in organizations. The first task was to eliminate transactional tasks in order to free up time to focus on traditional/


Human Resource Management

., ministries of public service, education, finance, and local government). • Organizations and agencies from outside the public sector (e.g., HR managers in FBOs, NGOs, private-sector associations, regulatory and professional bodies) • Training institutions . • Development partners. key steps in a typical assessment approach. Agree on aim/key question: Establish the aim of the assessment from the beginning by framing the overarching HRM issue or key question that you are/


Human Resources Management 12e Gary Dessler

of a Manager’s Job Conducting job analyses Planning labor needs and recruiting job candidates Selecting job candidates Orienting and training new employees Managing wages and salaries Providing incentives and benefits Appraising performance Communicating Training and developing managers Building employee commitment Managers are involved daily with many of the personnel aspects of HRM in accomplishing the organization’s goals, and managing the efforts of the organization’s people. Copyright © 2011 Pearson/


HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Human Resource Management (HRM) What? …the functional area of an organization that is responsible.

during the break for CHF 10 HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Topics HRM: Leading teams HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Core functions of HRM Job analysis and design Recruitment and selection Training and development Performance management and compensation Labor and employee relations HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Examples in the news – HR implications? Bonus payments in banks Swiss Re: CEO Aigrain quits/


Topics HRM B: Leading teams

Training and development e.g. focus on current vs. future skills, train few vs. all employees Performance management and compensation e.g. behavioral vs. results criteria, internal vs. external equity Labor and employee relations z.B. GAV vs. individual contracts Linkage between HRM and company strategy Administraive (no) linkage HRM as purely administrative task One-way linkage HRM implements strategic goals, but is not involved in strategy formulation Two-way linkage HRM/


Human Resources Management. What are the functions of HRM? Hiring, firing, evaluation, diversity, laws, motivation, discipline, supervision, orientation,

HRM? Hiring, firing, evaluation, diversity, laws, motivation, discipline, supervision, orientation, training & development/compensation and benefits. –35% cited dissatisfaction with potential career development./training & development…$$$  Internal T & D….cross training –Viable when expertise is within the agency Organizational Capacity  Existing staff levels –Work allocation  Structural problems  Redundancy in jobs  Unnecessary jobs – ie. middle level managers  Under staffed in one area, overstaffed in/


1 Human Resource Management Systems Chapter 11: Managing an HRMS Joseph Y-W. Deng

as someone who can either provide or research the answer to problems and challenges Keep well informed about the developments in HRMS and human resources (and IT) 48 Resolving Conflicting Priorities and Perceptions Point out the conflict and develop alternative solutions When the desired application are overextending user skill, put more training budget and time into getting users up to speed 49 Keeping the Management Committee Active The management steering committee/


HRMS UL Meeting Non-Student Temporary Unit Readiness Coordinator April 15, 2011.

System Demo – Manage Applicants Security Roles and Assignments April / May Tasks Questions Project Updates Development continuing End-to-end testing begins in April Sandbox available May 15 Training materials being developed -On target for June 1 delivery -Labs open week of June 27 Central Offices getting ready Unit Readiness on target? 3 Communication Plan (cont.) April Video Production HRMS Business Managers Story on UHR Website May/


Chapter 2 Fundamentals of Strategic HRM HOSP2030.

the past 30 years. The goal is to have competent, adapted employees. The HRM Functions training and development orientation: teach the rules, regulations, goals, and culture employee training: acquiring better skills for the job employee development: prepare for future position(s) in the company organizational development: help adapt to the company’s changing strategic directions career development: helping employees realize career goals The goal is to have competent, adapted employees/


人力資源管理 : 概論 國立中山大學企管系 1-1 1 人力資源管理概論 定義 (Define the term human resource management) HRM 的策略重要性 (The strategic importance of HRM ) HRM 的事業生涯機會 (Career opportunities.

, Selection, Motivation, and Orientation) 績效評估與報償 (Performance Evaluation and Compensation) 訓練與發展 (Training and Development) 勞資關係 (Labor Relations) 員工安全、健康與福祉 (Safety, Health, and Wellness) 人力資源管理 : 概論 國立中山大學企管系 1-11 人力資源管理工作的分類 ( 一 ) S.A.R.D. 四分法 : Selection ( 招、選 ) Appraisal ( 評核 ) Reward ( 蕔酬 ) Development ( 訓練發展 ) 人力資源管理 : 概論 國立中山大學企管系 1-12 人力資源管理工作的分類 ( 二 ) 選才 用才 育才 留才 人力資源管理 : 概論 國立中山大學企管系 1-13 人力資源管理 發展發展 維持維持 羅致 人力資源管理工作的分類 ( 三 ) 人力資源管理 : 概論 國立中山大學企管系 1-14 人管實務 (HRM Practice) 應為 : 行動導向 (ACTION/


HOSP2030 Hospitality Human Resource andDiversity Management HOSP2030 Hospitality Human Resource and Diversity Management Paul Bagdan, Ph.D.

 Employee Selection  Training and Development  Ethics and Employee Rights  Motivating Knowledge Workers  Paying Employees Market Value  Communication  Decentralized Work Sites  Skill Levels  Legal Concerns Workforce Diversity HRM has moved from a “melting pot” concept to: -celebrating workforce diversity. -”mixed salad” concept. The Civil Rights Acts of 1964 and 1991 Equal Pay Act of 1963 Americans with Disabilities Act of 1990 The Age Discrimination in Employment Act The/


HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Human Resource Management (HRM) What? …the functional area of an organization that is responsible.

Personnel selection Performance appraisal / Compensation Personnel development Task / Work process HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Topics HRM: Leading teams HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Core functions of HRM Job analysis and design Recruitment and selection Training and development Performance management and compensation Labor and employee relations HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Examples in the news – HR implications? Bonus payments/


HRM: Work Process Design – G. Grote ETHZ, Fall08 Human Resource Management (HRM) What? …the functional area of an organization that is responsible for.

tasks, specific vs. generic job descriptions  Recruitment and selection –external vs. internal recruitment, specific vs. general skills  Training and development –current vs. future skills, train few vs. all employees  Performance management and compensation –internal vs. external equity, input/behavior/output control  Labor and employee relations –GAV vs. individual contracts HRM: Work Process Design – G. Grote ETHZ, Fall08 Contingencies in strategic HRM (Snell & Youndt, 1995; Lepak & Snell, 1999/


Skills of Interviewing. 2 HRM Domain  Key skill & activity for managers & HRM  Interpersonal communication  Cognition/information processing  Perception.

– visualise with others  Education, training, learning & development  Personal & domestic topics - relevance/irrelevant  Applicant’s questions about  the organisation and the job - current & prospective  terms of employment GASP - Journey 18 HRM  cutting it short (horns/halo/of self and biases Use productive silences & seamless asking of questions. Counteracts habituated boredom in interviews 21 HRM Yourself as an interviewer? Good Points? Weaknesses? Interview exercise and analysis. 22 HRM  Premature/


Staffing and Human Resource Management (HRM) 用人與人力資源管理

helping the organization achieve its goals Steps in the planning process: Assessing current human resources. Assessing future human resources needs and developing a program to meet those needs. Management─ Staffing and HRM 吳明泉博士 2006 Management─ Staffing and HRM 吳明泉博士 2006 Employee Assessment Human resource inventory report人力資源盤點報告 A report listing the name, education, training, prior employer, languages spoken, and other information about each employee in the organization Job analysis工作分析 An assessment of/


HRM: Work Process Design – G. Grote ETHZ, HS07 Human Resource Management (HRM) What? …the functional area of an organization that is responsible for all.

die sie dem Arbeitenden bietet. Die Arbeit ist dem Menschen unentbehr- lich in ganz anderem Sinn. Nicht weil die Notdurft des Lebens sie erzwingt, sondern /HRM: Work Process Design – G. Grote ETHZ, HS07 Integration of "fit human to task" and "fit task to human"  Strive for dynamic relationship between people and work to keep people and organization moving  Select people that want to and can develop => learning ability and willingness as important selection criterion  Personnel development via training and/


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