Human Resource

Management
Human Resource m
Management is the
organizational
function that deals
with issues related
to people such as
compensation,
hiring,
performance
management,
organization
development,
safety, wellness,
benefits, employee
motivation,
communication,
administration, and
training
HRM Model
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Rts features
included
m µrganizational
mangement
m Personnel
management
m Manpower
management
m Rndustrial
management
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 is the
(planning,
implementation
and) application of
information
technology for both
networking and
supporting at least
two individual or
collective actors in
their shared
performing of HR
activities


 
 

  
 

m 

 
 

 

m  
 
 

 

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µperational e-
e-hram

µperational E-
E-HRM is concerned with
administrative functions - payroll and
employee personal data for exampleÉ
exampleÉ

  
 
 

 
Relational E-
E-HRM is concerned with
supporting business processes by
means of training, recruitment,
performance management and so
forth.
÷  
  
   
   or       is a
collection of related, structured activities or tasks
that produce a specific service or product (serve
a particular goal) for a particular customer or
customers.
There are  types of business processes:


  
    the processes that govern the
operation of a system. Typical management processes
include "Corporate Governance" and "Strategic
Management".


 

    processes that constitute the core
business and create the primary value stream. Typical
operational processes are Purchasing, Manufacturing,
Marketing and Sales.


 
   , which support the core processes.
Examples include ccounting, Recruitment, Technical
support


     

  
  
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: Rt must have clearly defined boundaries,
input and output.
µ
: Rt must consist of activities that are ordered
according to their position in time and space.
  : There must be a recipient of the process'
outcome, a customer.
 


 : The transformation taking place within
the process must add value to the recipient,
either upstream or downstream.




 :  process can not exist in itself, it
must be embedded in an organizational structure.
 



 
:  process regularly can, but not
necessarily must, span several functions.
 
 
 
 

 

E-HRM is concerned with

strategic HR activities such as
,knowledge management
strategic re-
re-orientation. n
organization may choose to
pursue E-
E-HRM policies from any
number of these tiers to achieve
.their HR goals
j 

E-HRM is seen as offering the potential

to improve services to HR
department clients (both employees
and management), improve
efficiency and cost effectiveness
within the HR department, and allow
HR to become a strategic partner in
achieving organisational goals.
E-HRM is also giving very good pricing
strategics, which is one of the P in
marketing.

E-HRM Barriers

m Budget
m Rnabelitty to prove and communicate
needs & potential payback.
m Rnadequate allocation of internal
resources
m Security fears
m Technical infrastructure not in place
m HRM policies are not ready
m Rnadequate training


 

dvantages of the e-e-HRM solution:

m Gradual implementation
m daptability to any client
m Collection of information as the basis for
strategic decision-
decision-making
m Rntegral support for the management of
human resources and all other basic and
support processes within the company
m Prompt insight into reporting and analysis
m  more dynamic workflow in the business
process, productivity and employee
satisfaction
m  decisive step towards a paperless office
m Lower business costs
m Encourage HR Transformation practice
E-HRM risks

m RT implication is very critical: its

success directly reflects in the
success of company
m Errors have major impact, they
felt throughout the whole system
m Rnflexibility: (you don't replace an
RT system very easily)
m (often) difficult integration issues
with other suppliers
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