HUMAN RESOURCE

MANAGEMENT
Fanny Marcia 3303017054
Birgitta Alun S. 3303017041
Yoan Elisa Gunawan 3303017030
The Strategic Role
Of Human Resource Management
• Human Resource management has shed its old personnel
image and gained recognition as a vital player in corporate
strategy

• HRM departments not only support the organization’s

strategic objective but actively pursue an ongoing,
integrated plan for furthering the organization’s
performance

●Higher employee productivity

●Stronger financial results
●Achieve organization’s strategic goals
●Key players on management team
 Human Resource Management

Matching
All managers Employees process,
are resource are integrating the
managers viewed as organization’s
assets goals with
employees’
needs
How a company manages its workforce may be
single more important factor in sustained
competitive success
Current Strategic Issues

Determine a company’s need for skills and employees

• Becoming more competitive globally
• Improving quality, productivity, & customer service
• Managing mergers & acquisitions
• Applying new information technology for e-business
 Human Resource Management
Goals
HRM
Company Environment
Strategy Legislation
Trends in society
International
Attract an Effective Workforce events
Changing
HRM planning technology
Job analysis
Forecasting
Recruiting
Selecting
Maintain an Effective
Workforce
Wage and salary Develop an Effective Workforce
Benefits
Labor relations Training
Terminations Development
Appraisal
METHODS OF COLLECTING
JOB ANALYSIS
INFORMATION
1. INTERVIEW

Individual interviews
Group interviews
Supervisor interviews
THE PROS OF INTERVIEWS

Relatively simple
Quick way to collect information
The employee can vent their
frustrations
 THE CONS
• “JOB ANALYSIS IS OFTEN A PRELUDE
TO CHANGING A JOB’S PAY RATE”
-OR SO THEY SAID
 Interview Guidelines
1. THE JOB ANALYST AND
SUPERVISOR SHOULD WORK
TOGETHER

2. QUICKLY ESTABLISH RAPPORT WITH

THE INTERVIEWEE

3. FOLLOW A STRUCTURED GUIDE OR

CHECKLIST
2. QUESTIONNAIRES
THE PROS & CONS OF QUESTIONNAIRES

Pros:
 Quick and efficient for a large number of employees

Vs

Cons:
 Developing the questionnaires can be expensive and time
consuming
3. OBSERVATION
OBSERVATION & INTERVIEWING?

YES!
4. PARTICIPANT DIARY/LOGS
5. QUANTITATIVE JOB ANALYSIS
TECHNIQUE
2 POPULAR QUANTITATIVE METHODS

1. Position Analysis

Questionnaire
2. Functional Job Analysis
 Environmental Influences
On HRM
• Competitive Strategy
• Building Human Capital
• Information Technology
• Federal Legislation
Three Ways HR Is Changing

Focus on building human capital

1

2 Development of
global HR strategies
3 IHRM

The using of
information technology
Human Capital - IHRM
• Human Capital = economic value of the
knowledge, experience, skills, and
capabilities of employees

• IHRM = addresses the complexity that

results from recruiting, selecting,
developing, and maintaining a diverse
workforce on a global scale
Information Technology
• Human resource information technology = an
integrated computer system designed to
provide data and information used in HR
planning and decision making
• Traditional HR to e-HR significantly affected
every area of human resource management
• Some organizations are close to a paperless
HRM system – saves time, money, frees staff
Federal Legislation
• Discrimination = hiring or promoting of
applicants based on criteria that are not
job relevant
• Affirmative action = policy requiring
employers to take positive steps to
guarantee equal employment
opportunities for people within protected
groups
Major Federal Laws - HRM
• Equal Opportunity/Discrimination
Laws
• Compensation/Benefits Laws
• Health/Safety Laws
The Changing Social Contract
New Contract Old
Contract

Employe Employability, personal Job security

e responsibility Partner in business A cog in the machine
improvement Learning Knowing

Employe Continuous learning, lateral Traditional compensation

career package
r
movement, incentive
compensation Standard training program
Creative development Routine jobs
opportunities Limited information
Challenging assignments
Information and resources
 HR ISSUES IN THE NEW
WORKPLACE
• Teams and Projects

• Temporary Employees

• Technology

• Work-Life Balance

• Downsizing
HR issues present many challenges for organizations
and HR managers as they work toward the three
primary HR goals

● Attracting

● Developing

● Maintaining an effective workforce

 Choose
HR Recruiting
Planning Sources
Retirements Want ads
Growth Headhunters
Resignations Internet
Select the
Welcome
Candidate
New
Application
Employee
Interview
Tests
 Company Needs Matching
Employee
Strategic goals
Model
Contributions
Current & future competencies Ability
Market changes Education
Employee turnover Match Creativity
Corporate culture with Commitment
Expertise
Company
Inducements Employee Needs
Pay and benefits Stage of career
Meaningful work Match Personal values
Advancement with Promotion aspirations
Training Outside interests
Challenge Family concerns
RECRUITING
Recruiting = activities or practices that define the
desired characteristics of applicants for specific jobs
● Internal – promote-from-within policies used by
many to fill high-level positions
● External = recruiting newcomers from outside has
advantage of multiple sources
E-cruiting = use of Internet - fastest-growing
approach to recruiting
 BASIC BUILDING BLOCKS
OF HR MANAGEMENT
Selecting

Selection = process of determining the skills, abilities,

and other attributes a person needs
to perform a particular job

Validity = relationship between an applicant’s score on

a selection device and his or her future job performance