




版權(quán)說明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請進行舉報或認(rèn)領(lǐng)
文檔簡介
PAGE
PAGE
5
Content
1.DefinitionofHumanResourceManagement………………2
2.DifferencesbetweenHRMandPM……………2
3.FourstagesofHRMdevelopment……………..5
4.KeyfunctionsofHRM……………..5
5.Reference………………5
DefinitionofHumanResourceManagement
Humanresourcemanagement(HRM,HM)isthefunctionwithinanorganizationthatfocusesonrecruitmentof,managementof,andprovidingdirectionforthepeoplewhoworkintheorganization.HRMcanalsobeperformedbylinemanagers.
[1]
HRMisanorganizationalfunctionthatdealswithissuesrelatedtopeoplesuchascompensation,hiring,performancemanagement,organizationdevelopment,safety,wellness,benefits,employeemotivation,communication,administration,andtrainingetc.
[2]
HRMisalsoastrategicandcomprehensiveapproachtomanagingpeopleandtheworkplacecultureandenvironment.EffectiveHRMenablesemployeestocontributeeffectivelyandproductivelytotheoverallcompanydirectionandtheaccomplishmentoftheorganization'sgoalsandobjectives.
[3]
HRMismovingawayfromtraditionalpersonnel,administration,andtransactionalroles,whichareincreasinglyoutsourced.HRMisnowexpectedtoaddvaluetothestrategicutilizationofemployeesandthatemployeeprogramsimpactthebusinessinmeasurableways.Thenewroleofhumanresourcemanagementinvolvesstrategicdirectionandhumanresourcemanagementmetricsandmeasurementstodemonstratevalue.
[4]
DifferencesbetweenHRMandPM
Personnelmanagement(PM)isbasicallyanadministrativerecord-keepingfunction,attheoperationallevel.PMattemptstomaintainfairtermsandconditionsofemployment,whileatthesametime,efficientlymanagingpersonnelactivitiesforindividualdepartmentsetc.Itisassumedthattheoutcomesfromprovidingjusticeandachievingefficiencyinthemanagementofpersonnelactivitieswillresultultimatelyinachievingorganizationalsuccess.
[5]
HRMisconcernedwithcarryingoutthesamefunctionalactivitiestraditionallyperformedbythepersonnelfunction,suchasHRplanning,jobanalysis,recruitmentandselection,employeerelations,performancemanagement,employeeappraisals,compensationmanagement,traininganddevelopmentetc.But,theHRMapproachperformsthesefunctionsinaqualitativelydistinctway,whencomparedwithpersonnelmanagement.
ThefollowingareseveralmaindifferencesbetweenPMandHRM:
1)PMisworkforce-centered,directedmainlyattheorganization’semployees;suchasfindingandtrainingthem,arrangingforthemtobepaid,explainingmanagement’sexpectations,justifyingmanagement’sactionsetc.Nevertheless,HRMisresource–centered,directedmainlyatmanagement,intermsofdevolvingtheresponsibilityofHRMtolinemanagementandadministrativedevelopmentetc.
2)Althoughindisputablyanadministrativefunction,PMhasnevertotallyidentifiedwithmanagementinterests,asitbecomesineffectivewhennotabletounderstandandarticulatetheaspirationsandviewsoftheworkforce,justassalesrepresentativeshavetounderstandandarticulatetheaspirationsofthecustomers.
3)PMisbasicallyanoperationalfunction,concernedprimarilywithcarryingouttheday-to-daypeoplemanagementactivities.HRMisstrategicinnature,whichis,beingconcernedwithdirectlyassistinganorganizationtogainsustainedcompetitiveadvantages.
4)HRMismoreproactivethanPM.PMisaboutthemaintenanceofpersonnelandadministrativesystems;HRMisabouttheforecastingoforganizationalneeds,thecontinualmonitoringandadjustmentofpersonnelsystemstomeetcurrentandfuturerequirements,andadministrationchanges.
FourstagesofHRMdevelopment
SocialJustice
Theoriginsofpersonnelmanagementlieinnineteenthcentury,derivingfromtheworkofsocialreformerssuchasLordShaftesburyandRobertOwen.
Theircriticismofthefreeenterprisesystemandtheleadershipcreatedbytheexploitationofworkersbyfactoryownersenabledthefirstpersonnelmanagerstobeappointedandprovidedthefirstframeofreferenceinwhichtheyworked:toamelioratethelotofworkers
Suchconcernsarenotobsolete.Therearestillregularreportsofemployeesbeingexploitedbyemployersfloutingthelaw,andtheproblemoforganizationaldistancebetweendecisionmakersandthoseputtingdecisionsintopracticeremainsasourceofalienationfromwork.
Inthenineteenthandearlytwentiethcenturiessomeofthelargeremployerswithapaternalistoutlookbegantoappointwelfareofficerstomanageaseriesofnewinitiativesdesignedtomakelessharshoftheiremployees.
Prominentexamplesweretheprogressiveschemesofunemploymentbenefit,sickpayandsubsidizedhousingprovidedbytheQuakerfamilyfirmsofCadburyandRowntree,andLeverBrothers’soapbusiness.
Whilethemotiveswereostensiblycharitable,therewasandremainsabusinessaswellasanethicalcaseforpayingseriousattentiontothewelfareofemployees.
Thisisbasedonthecontentionthatitimprovescommitmentonthepartofstaffandleadspotentialemployeestocomparetheorganizationfavorablycompetitors.
Theresultishigherproductivity,alonger-servingworkforceandabiggerpoolofapplicantsforeachjob.Ithasalsobeenarguedthatacommitmenttowelfarereducesthescopeforthedevelopmentofadversarialindustrialrelations.
Themoreconspicuouswelfareinitiativespromotedbyemployerstodayincludeemployeeassistanceschemes,childcarefacilitiesandhealth-screeningprograms.
HumanBureaucracy
Thisphasemarkedthebeginningsofamoveawayfromasolefocusonwelfaretowardsthemeetingofvariousotherorganizationalobjectives.Personnelmanagersbegantogainresponsibilitiesintheareasofstaffing,trainingandorganizationdesign.
InfluencedbysocialscientistssuchasF.W.TaylorandHenriFayolpersonnelspecialistsstartedtolookathoworganizationalstructurescouldbedesignedandlabordeployedsoastomaximizeefficiency.
ThehumanbureaucracystageinthedevelopmentofpersonnelthinkingwasalsoinfluencedbytheHumanRelationsSchool,whichsoughtoamelioratethepotentialforindustrialconflictanddehumanizationpresentintoorigidanapplicationofthesescientificmanagementapproaches.
FollowingtheideasofthinkerssuchasEltonMayo,thefosteringofsocialrelationshipsintheworkforceandemployeemoralethusbecameequallyimportantobjectivesforpersonnelprofessionalstoraiseproductivitylevels.
Consentbynegotiation
Personnelmanagersnextaddedexpertiseinbargainingtotheirrepertoireofskills.
IntheperiodoffullemploymentfollowingtheSecondWorldWarlaborbecameascarceresource.ThisledtoagrowthintradeunionmembershipandtowhatAlianFlanders,theleadingindustrialrelationsanalystofthe1960s,called“thechallengefrombelow”.
Personnelspecialistsmanagedthenewcollectiveinstitutionssuchasjointconsultationcommittees,jointproductioncommitteesandsuggestionschemessetupinordertoaccommodatethenewrealities.Intheindustriesthatwerenationalizedinthe1940s,employerswereplacedunderastatutorydutytonegotiatewithunionsrepresentingemployees.
Tohelpachievethis,thegovernmentencouragedtheappointmentofpersonnelofficersandsetupthefirstspecialistcoursesforthemintheuniversities.
ApersonnelmanagementadvisoryservicewasalsosetupattheMinistryofLabor,whichstillsurvivesasthefirstAinACAS.
OrganizationandIntegration
Thelate1960ssawaswitchinfocusamongpersonnelspecialists,awayfromdealingprincipallywiththerank-and-fileemployeeonbehalfofmanagement,towardsdealingwithmanagementitselfandtheintegrationofmanagerialactivity.
Thisphasewascharacterizedbythedevelopmentofcareerpathsandofopportunitieswithinorganizationsforpersonalgrowth.
Thistooremainsaconcernofpersonalspecialiststoday,withasignificantportionoftimeandresourcesbeingdevotedtotherecruitment,developmentandretentionofanelitecoreofpeoplewithspecialistexpertiseonwhomthebusinessdependsforitsfuture.
Personnelspecialistsdevelopedtechniquesofmanpowerorworkforceplanning.Thisisbasicallyaquantitativeactivity,boostedbytheadventofinformationtechnology,whichinvolvesforecastingthelikelyneedforemployeeswithdifferentskillsinthefuture.
KeyfunctionsofHRM
Humanresourceplanningoremploymentplanningistheprocessbywhichanorganizationattemptstoensurethatitastherightnumberofqualifiedpeopleintherightjobsattherighttime
Jobanalysisdefinesajobintermsofspecifictasksandresponsibilitiesandindentifiestheabilities,sillsandqualificationsneededtoperformitsuccessfully.
Employeerecruitmentistheprocessofseekingandattractingapoolofapplicantsfromwhichqualifiedcandidatesforjobvacancieswithinanorganizationcanbeselected.
Employeeselectioninvolveschoosingfromtheavailablecandidatestheindividualpredictedtobemostlikelytoperformsuccessfullyinthejob.
Performanceappraisalisconcernedwithdetermininghowwellemployeesaredoingtheirjobs,communicatingthatinformationtoemployeesandestablishingaplanforperformanceimprovement.
Traininganddevelopmentactivitieshelpemployeeslearnhow
溫馨提示
- 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁內(nèi)容里面會有圖紙預(yù)覽,若沒有圖紙預(yù)覽就沒有圖紙。
- 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
- 5. 人人文庫網(wǎng)僅提供信息存儲空間,僅對用戶上傳內(nèi)容的表現(xiàn)方式做保護處理,對用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對任何下載內(nèi)容負(fù)責(zé)。
- 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容,請與我們聯(lián)系,我們立即糾正。
- 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時也不承擔(dān)用戶因使用這些下載資源對自己和他人造成任何形式的傷害或損失。
最新文檔
- 新疆生產(chǎn)建設(shè)兵團興新職業(yè)技術(shù)學(xué)院《產(chǎn)品市場營銷學(xué)》2023-2024學(xué)年第一學(xué)期期末試卷
- 從產(chǎn)業(yè)融合看寵物克隆服務(wù)的未來發(fā)展方向
- 行政機關(guān)考試試題及答案
- 網(wǎng)絡(luò)安全管理員考試題含答案
- 山西省呂梁市2024-2025學(xué)年高二下學(xué)期期末調(diào)研測試數(shù)學(xué)試題(含答案)
- 河南省金科新未來2024-2025學(xué)年高二下學(xué)期期末聯(lián)考考試歷史(含答案)
- 港口貨物采購管理辦法
- 幼兒園一級(高級技師)保育員綜合練習(xí)試題含答案
- 煤礦失信行為管理辦法
- 煤礦爆破項目管理辦法
- 醫(yī)療保險基金使用監(jiān)督管理條例
- 三家比價合同范例
- 《義務(wù)教育語文課程標(biāo)準(zhǔn)》(2022年版)
- 項目駐地安全防火培訓(xùn)
- 風(fēng)險評估培訓(xùn)課件x
- 第九章和第十章+靜電場+單元測試卷- 高二上學(xué)期物理人教版(2019)必修第三冊
- 《PLC應(yīng)用技術(shù)(西門子S7-1200)第二版》全套教學(xué)課件
- 考點24 句子銜接與排序(二):句子排序-2024年小升初語文專題訓(xùn)練(統(tǒng)編版)
- DB34∕T 3468-2019 民用建筑樓面保溫隔聲工程技術(shù)規(guī)程
- 國家開放大學(xué)本科《公共部門人力資源管理》期末紙質(zhì)考試總題庫2025版
- GB/T 44143-2024科技人才評價規(guī)范
評論
0/150
提交評論