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What is Human Resource
Management?
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ŒÔ ery manager must be concerned
with people, whether or not there is
a human resources department
 








 

   

 

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mimension Personnel/IR HRM
Beliefs and assumptions
1. Contract Careful delineation of Aim to go 'beyond
written contracts contract'
2. Rules Importance of 'Can-do' outlook;
de ising clear impatience with
rules/mutuality 'rule'
3. Guide to Procedures 'Business need'
management
action

4. Beha iour referent Norms/custom and Values/mission


practice
5.Managerial task Monitoring Nurturing
is a is labour
6. Nature of relations Pluralist Unitarist
trategic aspects
Personnel /IR HRM

6. Key relations Labour Customer


management

7. peed of low Fast


decision
Line management
è   

8. Management role Transactional Transformational


leadership

9. Key managers Personnel/IR General/business/lin


specialists e managers

10. Communication Indirect mirect

11. tandardisation High Low

12. Prized Negotiation Facilitation


management
skills
O) 
Personnel / IR HRM
13. election eparate, marginal Integrated, key task
task
17. Communication Restricted flow Increased flow
18. Job design mi ision of labour Teamwork
19. Conflict handling Reach temporary Manage climate and
truces culture
20. Training and Controlled access to Learning companies
de elopment courses
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| 
 
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å   and retain talent
å ppeople for challenging roles
å m   skills and competencies
å è team spirit
u 
  
å m  loyalty and commitment
å |  producti ity and profits
å | ob satisfaction
å Ô standard of li ing
Image and Quality of
HR/Personnel Manager
Image and Quality of
HR/Personnel Manager
ΠFairness and firmness

ΠTact and resourcefulness

Πympathy and consideration

ΠKnowledge of labor and other terms

ΠBroad social outlook

ΠAcademic qualifications
r 
  
P/HRM

Managerial V 


functions:
Procurement me elopment: Moti ation and Maintenance: Integration: Ômerging
Compensation: Issues:
r 
  
P/HRM

Managerial V 


functions:
Procurement me elopment: Moti ation and Maintenance: Integration: Ômerging
o Planning
Compensation: Issues:
Job Analysis Training Grie ances
Job design Health Personnel
HR planning Ôecuti e records
Work miscipline
± Organizing Recruitment de elopment
scheduling afety Teams and Personnel
election Career teamwork audit
Moti ation
planning Personnel
Placement Job e aluation Welfare Collecti e
uccession bargaining research
± mirecting
Induction Performance HR
planning and potential ocial Participation
Internal accounting
mobility appraisal security
Human Ômpowerment HRI
± Controlling resources Compensation
de elopment administration Trade unions Job stress
strategies Mentoring
Incenti es Ômployers¶
benefits and associations International
ser ices HRM
Industrial
relations
      




 
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HR ubsystem
Procurement
Finance Training  

ubsystem Compensation #
Appraisal
Rewards

Technical
ubsystem
A Brief History of HRM
Œ HRM can be traced to Ôngland, where craftspeople
organized guilds
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ΠThe Industrial Re olution in the 18th century laid the


basis for a new, comple industrial society
Œ › 
  

  
   
         
Πmuring the world wars era, scientific management,
welfare work, and industrial psychology merged


 
ΠFrederick W. Taylor, the father of scientific
management, summarized    
  as:
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Π
  
Π|   
 initiated in 1913, focused on:
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ΠThe Hawthorne studies (1924 to 1933):
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ΠUntil the 1960s, the personnel function was concerned
only with blue-collar employees
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Concept What is it all about?

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