![Human Resource Management ,[object Object],[object Object],[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-2-2048.jpg?cb=1669262605)
![The origin of HRM ,[object Object],[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-3-2048.jpg?cb=1669262605)
![From PM to HRM ,[object Object],[object Object],[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-4-2048.jpg?cb=1669262605)
![From PM to HRM ,[object Object],[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-5-2048.jpg?cb=1669262605)
![From PM to HRM ,[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-6-2048.jpg?cb=1669262605)
![From PM to HRM ,[object Object],[object Object]](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-7-2048.jpg?cb=1669262605)
![Activities of HRM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-8-2048.jpg?cb=1669262605)
![Activities of HRM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-9-2048.jpg?cb=1669262605)
![Activities of HRM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-10-2048.jpg?cb=1669262605)
![Activities of HRM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-11-2048.jpg?cb=1669262605)
![Activities of HRM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-12-2048.jpg?cb=1669262605)
![Be strategic with your workforce ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-13-2048.jpg?cb=1669262605)
![The function of HRM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],A complex and extensive range of activities fall under the HRM function and a wide scope of knowledge and expertise is required.](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-14-2048.jpg?cb=1669262605)
![Strategy ,[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-15-2048.jpg?cb=1669262605)
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![Hard HRM ,[object Object],[object Object]](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-18-2048.jpg?cb=1669262605)
![Soft HRM ,[object Object]](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-19-2048.jpg?cb=1669262605)
![Further Information ,[object Object],[object Object]](https://image.slidesharecdn.com/humanresourcesv1-101208052839-phpapp02/75/human-resourcesv1-20-2048.jpg?cb=1669262605)
Human resourcesv1
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Human resourcesv1
- 1. Human Resources Management Week 11 Business IT/Systems
Notes de l'éditeur
- Human Resource Management What is HRM? Is there a difference between HRM and Personnel Management What is the function of HRM in an organisation? A complex range of functions calling on a wide range of knowledge and expertise Human Resource Information System
- Simply put it is about helping the organisation attract, retaining and developing skilled resources to meet their strategic goals. Its looking at the functions of the business and decisions and taking action actions. Human Resources is a term used to describe the individuals who comprise the workforce of an organisation. It is also the name of a function within an organisation charged with the overall responsibility for implementing strategies and policies relating to the management of individuals.
- To understand personnel management we have to go back to the
- Industrial Welfare back in the 19 th century was the first form of Personnel Management. The 1800 saw the emergence of various legislations and the trade unions as individuals realised the strength of joining together to negotiate with employers. 1833 the Factories Act was put into place and the first Factory Inspector (male) was appointed and 1896 Mary Wood who worked for Rowntree’s in York was appointed as an industrial welfare officer (what we would refer to as a Personnel Officer). In 1913 with Industrial Welfare Workers numbers growing to 60+ the Welfare Workers Association was formed (which after many years and many changes is today called the Chartered Institute of Personnel Development). During the inter-war years the role of the Industrial Welfare Officer was very successful, so much so that in 1916 the Munitions Ministry set up its own Industrial Welfare department, with an aim to introducing new welfare personnel policies in to factories. It became compulsory to have a welfare worker in explosion factories (strongly recommended in munitions factories). Lots of work was being done in other areas such as research into ability and IQ testing and a lot was learnt about the need for efficient selection methods. The second world war saw the areas of personnel spread to recruitment and selection, then training, improving morale and motivation; discipline; health and safety. This expansion of duties required the establishment of a department with trained staff. Joint consultation between management and workforce spread during the war and personnel departments became responsible for the organisation and administration. Increased emphasis on health and safety enhanced the need for a spokes person to liaise with the trade unions and shop stewards (ie Industrial Relations). The importance of Industrial Relation grew in the 1970 ’ s with some personnel managers having authority to negotiate deals about pay or other collective issues. During the 1970 ’ s the growth in legislation and personnel function often took on the role of specialist adviser, in an effort to avoid industrial tribunals.
- During the inter-war years the role of the Industrial Welfare Officer was very successful, so much so that in 1916 the Munitions Ministry set up its own Industrial Welfare Department, with the aim of introducing new welfare personnel policies into factories. It became compulsory to have a welfare worker in explosive factories (strongly recommended in munitions factories). Lots of work was also being done in other areas such as research into ability and IQ testing and a lot was learnt about the need for efficient selection methods. The second world war saw the areas of personnel spread to recruitment and selection; then training; improving morale and motivation; discipline; health and safety. This expansion of duties required the establishment of a department with trained staff. Joint consultation between management and workforce spread during the war and personnel departments became responsible for the organisation and administration of employees. Increased emphasis on health and safety enhanced the need for a spokes person to liaise with the trade unions and shop stewards (ie Industrial Relations). The importance of Industrial Relation grew in the 1970 ’ s with some personnel managers having authority to negotiate deals about pay or other collective issues. The 1970 ’ s saw a growth in legislation and personnel function which often incorporated the role of specialist adviser, in an effort to avoid industrial tribunals.
- During the inter-war years the role of the Industrial Welfare Officer was very successful, so much so that in 1916 the Munitions Ministry set up its own Industrial Welfare Department, with the aim of introducing new welfare personnel policies into factories. It became compulsory to have a welfare worker in explosive factories (strongly recommended in munitions factories). Lots of work was also being done in other areas such as research into ability and IQ testing and a lot was learnt about the need for efficient selection methods. The second world war saw the areas of personnel spread to recruitment and selection; then training; improving morale and motivation; discipline; health and safety. This expansion of duties required the establishment of a department with trained staff. Joint consultation between management and workforce spread during the war and personnel departments became responsible for the organisation and administration of employees. Increased emphasis on health and safety enhanced the need for a spokes person to liaise with the trade unions and shop stewards (ie Industrial Relations). The importance of Industrial Relation grew in the 1970 ’ s with some personnel managers having authority to negotiate deals about pay or other collective issues. The 1970 ’ s saw a growth in legislation and personnel function which often incorporated the role of specialist adviser, in an effort to avoid industrial tribunals.
- During the inter-war years the role of the Industrial Welfare Officer was very successful, so much so that in 1916 the Munitions Ministry set up its own Industrial Welfare Department, with the aim of introducing new welfare personnel policies into factories. It became compulsory to have a welfare worker in explosive factories (strongly recommended in munitions factories). Lots of work was also being done in other areas such as research into ability and IQ testing and a lot was learnt about the need for efficient selection methods. The second world war saw the areas of personnel spread to recruitment and selection; then training; improving morale and motivation; discipline; health and safety. This expansion of duties required the establishment of a department with trained staff. Joint consultation between management and workforce spread during the war and personnel departments became responsible for the organisation and administration of employees. Increased emphasis on health and safety enhanced the need for a spokes person to liaise with the trade unions and shop stewards (ie Industrial Relations). The importance of Industrial Relation grew in the 1970 ’ s with some personnel managers having authority to negotiate deals about pay or other collective issues. The 1970 ’ s saw a growth in legislation and personnel function which often incorporated the role of specialist adviser, in an effort to avoid industrial tribunals.
- Aspects of managing human resource is in some way in every managers/supervisors role A function and a part of the job with in the organisation The person skilled in hrm establishes policies , standards and procedures, to integrate these with the organisation’s objectives, to provide advice and consistency, and to co-ordinate and provide training and development. Initiating company-wide programmes such as involvement, communication and consultation. The exact nature of the hrm’s involvement will vary from organisation to organisation as will the range of activities they will be involved in. The central function of HRM will maintain records on people and may provide advice and expertise for other managers to draw on. More and more in organisations today are devolving aspects of the personnel activities to line managers. The role of an hrm can be of a generalist nature which involves them in most activities and there are the specialist areas such as training and development, rewards resourcing and employee relations. How many of you are working or in the process of trying to find a job ?(show of hands please) What is the function of HRM in an organisation? A complex range of functions calling on a wide range of knowledge and expertise Human Resource Information System These are the areas the most HR/Personnel managers are likely to be involved. Aspects of managing human resource is in some way in every managers/supervisors role A function and a part of the job
- Aspects of managing human resource is in some way in every managers/supervisors role A function and a part of the job with in the organisation The person skilled in hrm establishes policies , standards and procedures, to integrate these with the organisation’s objectives, to provide advice and consistency, and to co-ordinate and provide training and development. Initiating company-wide programmes such as involvement, communication and consultation. The exact nature of the hrm’s involvement will vary from organisation to organisation as will the range of activities they will be involved in. The central function of HRM will maintain records on people and may provide advice and expertise for other managers to draw on. More and more in organisations today are devolving aspects of the personnel activities to line managers. The role of an hrm can be of a generalist nature which involves them in most activities and there are the specialist areas such as training and development, rewards resourcing and employee relations. How many of you are working or in the process of trying to find a job ?(show of hands please) What is the function of HRM in an organisation? A complex range of functions calling on a wide range of knowledge and expertise Human Resource Information System These are the areas the most HR/Personnel managers are likely to be involved. Aspects of managing human resource is in some way in every managers/supervisors role A function and a part of the job
- How many of you are working or in the process of trying to find a job ?(show of hands please) What is the function of HRM in an organisation? A complex range of functions calling on a wide range of knowledge and expertise Human Resource Information System These are the areas the most HR/Personnel managers are likely to be involved. Aspects of managing human resource is in some way in every managers/supervisors role A function and a part of the job
- How many of you are working or in the process of trying to find a job ?(show of hands please) What is the function of HRM in an organisation? A complex range of functions calling on a wide range of knowledge and expertise Human Resource Information System These are the areas the most HR/Personnel managers are likely to be involved. Aspects of managing human resource is in some way in every managers/supervisors role A function and a part of the job
- How many of you are working or in the process of trying to find a job ?(show of hands please) What is the function of HRM in an organisation? A complex range of functions calling on a wide range of knowledge and expertise Human Resource Information System These are the areas the most HR/Personnel managers are likely to be involved. Aspects of managing human resource is in some way in every managers/supervisors role A function and a part of the job
- What is the function of HRM in an organisation? Overall they implement and carryout specialist activities which relate to employment and the treatment of employees within the organisation or company.