Human Resource
Management
Prof. Zenaida F. Jesalva
People who do the actual work in the
01 organization
Viewed as cost, hence were treated just the way
02 treated other costs
The Concept of When companies want to improve profits or cut
Human Resources 03 losses, they reduced man pwer
But in the early 1990’s , organizations begun to
04 treat people as assets.
The are treated as investors- they bring in talent,
05 knowledge, skills, competence, values, time,
and effort.
2
Definition of Human Resource
Managment
3
Human Resource Management
• The strategic and coherent approach
to the management
of an organization’s most valued
assets – PEOPLE
• The productive use of people in
achieving the organization’s
Strategic business objectives and the
satisfaction of the individual
HrHRM’S ROLE IN BUSINESS ORGANIZATION
HUMAN RESOURCE
STRATEGY ORGANIZATION
MGT
EMPLOYEE
RELATIONS
/COMMUNICATION
Business REWARDS AND
processes RECOGNITION
Vision Organization
Mission structure RECRUITMENT PERFORMANCE
Values JJOBS AND SELECTION
PERFORMANCE MANAGEMENT
Strategies
Operating Plan Competencies
People TRAINING AND
DEVELOPMENT
Resources
5
Assembly line production
Employers focused on consumer demands
THE ORIGIN AND
DEVELOPEMT OF
HRM Division of labor- work can be made
more efficient through specialization and
work can be broken down into
simple tasks.
• Evolved in 17th century before the start of industrial
revolution
• Involved close relationships between mentors and
apprentices
• Advent of the Industrial Age – from guilds to home
shop to steam-driven factories. Repetitive tasks
• 20th century management philosophy by Henry Ford
6
THE ORIGIN AND • Each part of work should
be analyzed
DEVELOPEMT OF • Workers should be
scientifically chosen
HRM
• Managers must
cooperate with the
workers
• Division of work and
responsibility between
• In the early 1800/s government began to feel • Workers and managers
pressure from the working masses (execution and
implementation
• The working class began to form workplace
organizations to provide a collective voice for their
rights
• Trade unionism started
• Frederick Taylor – principles of management
7
THE ORIGIN AND
DEVELOPEMT OF
HRM
• Improved productivity gained
by paying attention to
workers referred to as
Hawthorne effect
• Significant role social
relationship played in the
• The Hawthorne Studies ushered a new era of
workplace
managing human resources.
• Conducted in 1927 to 1932 at the Western Electric
Hawthorne plant by Elton Mayo
8
Transition from Personnel to Human
Resource Management
Personnel Management Department believed to start at the National
Cash Register
Faced a major strike in 20th century
Defeated the union after a lockout in 1901
After the event, Pres. John Patterson decided to improve worker
relations by organizing personnel department
Handle grievances, discharges, safety and other employee issues. Also
keep track of pending legislation and court decisions and provide
training for supervisors on new laws and practices.
9
Transition from Personnel to Human
Resource Management
In 1980 the concept of Human Resource Management began to
permeate through larger corporations.
10
IMAGINATION
MEANS
NOTHING
WITHOUT
DOING Eros recusabo ut sit. Possim facilisis adolescens ad duo, at veniam tamquam
principes qui, cu utinam corpora per. Ne pri melius appareat accusata, viris
pertinacia usu ei, ea his omnis quaeque constituam.
The Power of PowerPoint | thepopp.com 11
BELIEFS AND ASSUMPTIONS
DIMENSIONS PERSSONEL AND INDUSTRIAL HUMAN RESOURCE
RELATIONS MANAGEMENT
CONTRACT Careful delineation of written Aim to go “beyond” contract
contracts
Rules Importance of devising clear “can do outlook” impatience with
rules/mutuality rules
Guide to management action Procedures/consistency/control Business need’ flexibility
And commitment
Behavior referent Norms/customs Values, mission
Managerial task vis-à-vis labour Monitoring nurturing
Nature of relations Pluralist unitarist
Conflict Institutionalized De-emphasized
Standardization High (parity issue) Low (not seen as important)
12
STRATEGIC ASPECT
DIMENSIONS PERSSONEL AND INDUSTRIAL HUMAN RESOURCE
RELATIONS MANAGEMENT
KEY RELATION Labour management Business-customer
Initiative Piecemeal Integrated
Corporate plan Marginal to Central to
Speed of decision Slow fast
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LINE MANAGEMENT
DIMENSIONS PERSSONEL AND INDUSTRIAL HUMAN RESOURCE
RELATIONS MANAGEMENT
Management role Transactional Transformational leadership
Key management Personnel/HR Specialist General/business/line managers
Prized management skills Negotiation Facilitation
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KEY LEVELS
DIMENSIONS PERSSONEL AND INDUSTRIAL HUMAN RESOURCE
RELATIONS MANAGEMENT
Foci of attention of Interventions Personnel procedures Wide-ranging cultural
Structure and personnel strategies
Selection Separate marginal task Integrated, key task
Play Job evaluation; multiple fixed Performance related, few, if any,
grades grades
Conditions Separately negotiated harmonization
Labour-management Collective bargaining contracts Towards individual contract
Trust of relations with shop Regularized through facilities and Marginalized (with exception of
stewards training some bargaining for exchange
model)
Communication Restricted flow/indirect Increase flow/direct
Job design Division of labour Teamwork
Conflict handling Reached temporary truces Manage climate and culture
Training and development Control access to courses Learning companies
15
Keep pace with rapidly changing
environment
Identifying the core competencies of
Summary each job
Competency-based recruitment,
compensation
Performance management and
training and development
16
1. Discuss at least two challenges in
the human resource management
REVIEW 2. Explain the HRM role in the
QUESTIONS business organization
3. Briefly discuss the evolution of
HRM
17
THANK YOU
ANY QUESTIONS?
