1. Human Resource Management
Pakistan Institute of Management Human Resource Management Professional Diploma Course Session: Sep 2016 – Jan 2017
Human Resource Management
Introduction
Chapter 01
Sir. Mallick Mustafa Imam

2. Human Resource Management
Managerial function that tries to match an organization’s needs to the skills and abilities of its employees.

3. Human Resource Management
The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising.
Pakistan Institute of Management 3

4. Human Resource Management
Acquiring, training, appraising, and compensating employees
Attending to labor relations, health and safety, and fairness concerns

5. Human Resource People Who work in Organization. Also called Employees,
Workforce, Personnel etc.

6. Point of Differentiation
Personnel vs. HRM
Point of Differentiation
Personnel
HRM
Focus
Employee Relations
Partnership with internal & external Customers
Role of HR
Change follower and respondent
Change Leader and Initiator
Initiative
Slow and reactive
Fast and proactive
Time horizon
Short-term
Short, medium or long-term, depending on requirement
Controls
Bureaucratic
Flexible
Job design
Specialization
Broad and flexible
Accountability
Cost center
Investment center

7. Line and Staff Aspects of HRM
Line manager
A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organization’s tasks.
HR manager
A manager who assists and advises line managers.

8. Line Managers’ HRM Responsibilities
Placing the right person on the right job
Starting new employees in the organization (orientation)
Training employees for jobs that are new to them
Improving the job performance of each person
Gaining creative cooperation and developing smooth working relationships
Interpreting the firm’s policies and procedures
Controlling labor costs
Developing the abilities of each person
Creating and maintaining department morale
Protecting employees’ health and physical condition

9. The Human Resource Manager’s Proficiencies
New Proficiencies
HR proficiencies
Business proficiencies
Leadership proficiencies
Learning proficiencies

10. Human Resource Managers’ Duties
Functions of HR Managers
Line Function Line Authority Implied Authority
Staff Functions Staff Authority Innovator Employee Advocacy
Coordinative Function Functional Authority

11. Human Resource Specialties
Recruiters
EEO Coordinators
Labor Relations Specialists
Training Specialists
Job Analysts
Compensation Managers
Human Resource Specialties

12. Human Resources Management Areas

13. Recruitment

14. Selection

15. Discipline

16. Employment Legislation

17. Trade Unions

18. Training

19. Development

20. Rewards Systems

21. Productivity

22. Human Resource Management Process

23. The Changing Environment of Human Resource Management
Globalization Trends
Technological Trends
Trends in the Nature of Work
Workforce Demographic Trends
Changes and Trends in Human Resource Management

24. The Changing Role of Human Resource Management
New Responsibilities for HR Managers
Measuring the HRM Team’s Performance
Managing with the HR Scorecard Process
Creating High- Performance Work Systems
Strategic Human Resource Management

25. Strategic HRM
Formulating and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims.

26. The HR System
Consists of interrelated and jointly supportive HR practices that together enable HRM goals to be achieved.
One of the defining characteristics of SHRM has been the proposition that HR systems and not individual HRM practices are the sources of competitive advantage.

27. HR System An HRM system also develops
HR strategies that define the direction in which HRM intends to go;
HR polices that provide guidelines defining how these values, principles and strategies should be applied and implemented in specific areas of HRM;
HR processes that provide the formal procedures and methods used to put HR strategic plans and policies into effect;
Linked HR practices that consist of the approaches used in managing people;
HR programs that enable HR strategies, policies and practices to be implemented according to plan.

28. High-Performance Work System
An integrated set of human resource management policies and practices that together produce superior employee performance. These practices include:
Employment security
Selective hiring
Extensive training
Self-managed teams/decentralized decision making
Reduced status distinctions
Information sharing
Contingent (pay-for-performance) rewards
Transformational leadership (e.g. in terms of inspirational motivation)
Measurement of management practices
Emphasis on high-quality work

29. Benefits of a High-Performance Work System (HPWS)
Generate more job applicants
Screen candidates more effectively
Provide more and better training
Link pay more explicitly to performance
Provide a safer work environment
Produce more qualified applicants per position
Hiring based on validated selection tests
Provide more hours of training for new employees
Conduct more performance appraisals