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Department of Commerce & Financial Management
University of Kelaniya
M. ShamilB.Com (Sp), MBA
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University of Kelaniya, Sri Lanka
Human resources of an organization consistof all people who perform its activities
Talented individuals are arguably the mostvaluable resource in today's global economy
According to M. Porter employees of an
organization can provide competitiveadvantage
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Organizational Success
Employees KASOCs
Right quality people
should join & remain
with organizations
Competitive Advantage
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The policies & practices involved in carrying
out the people or human resource aspect of amanagement position
Dessler, G
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Human Resource Management is concerned
with the people dimension in Management
Decenzo & Robbins
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the HRM focus should always be maintaining &ideally expanding the customer base whilemaintaining and ideally maximizing profit.
HRM has whole lot to do with this focusregardless of the size of the business or theproduct or services you are trying to sell
Dr James Spina
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a strategic & coherent approach to the
management of an organization's most valued
assets: people who individually & collectively
contribute to the achievementof its
objective
Armstrong, M.
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a set of techniques, which enables
interventions to be made within the business
in order to improve performance
Fombrun et al (1984)
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It is a set of distinct interrelated practices,
policies, & philosophies that facilitate the
attainment oforganizational strategy
Belcourt & McBey
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matching HRM activities & policies to someexplicitbusiness strategy
Henry and Pettigrew (1986)
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the process of linking the human resource
function with the strategic objectives of theorganization in order to improveperformance
John Bratton
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the processby which organizations seek to
linkthe human, social, & intellectual capital of
their members to the strategic needs of thefirm
Bamberger and Meshoulam (2000)
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Linking of Human ResourceManagementwith
strategic goals & objectives in order to
improve business performance & developorganizational cultures that foster innovation
and flexibility
Dessler, G.
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Acquisition:
HR Planning
Recruitment Selection
Socialization
Development:
Training
Management& Career
development
Motivation:
Job Design
Appraisal Rewards
Job Evaluation
Discipline
Maintenance:
Safety &
Health Employee
relations
Source: Decenzo & Robbins, (2003), Personnel & Human Resource Management
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Organization Organization Design, Organization development,
Job & Role design
Resourcing HR planning, Talent management & Recruitment &
Selection
Performance Management
Human Resource Development
Learning, Training, Management development &
Career management
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Reward Management Pay systems, Contingent pay & Non financial rewards
Employee relations
Industrial relations, Employee voice &Communication
Health, Safety & Welfare services
Employment & HR services
Implementation of certification related
programs & Compliance auditing
ISO
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Managing Director
Finance
Manager
Marketing
Manager
Operations
ManagerHR Manager
Line Authority
Staff Authority
Executive 1 Executive 2
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PersonnelManagement
Strategic HRM
HR Management
Personnel
Administration
UK
USA
Schools of
Management
TQM
Strategic Mgt
IHRM
CHRM
1890 1930 1960 1980 2000>
HRMS
e-HR
Global HRM
Knowledge
Cost centre to Profit centre
Japan
China
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Determine the best method of performingeach task: the job & task
Scientific selection of workers:select the
right person Scientific education & development of the
worker: train workers
Differential Rate system: higher pay for
higher performance
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There is no dominant theory HRM is hyped up version of Personnel
Management to exploit labour
Contradiction between Hard & Soft versionsof HRM
Organizational practices are influenced by either
versions
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Postmodernism Knowledge is not an object, its a source for power
HR is not a panacea for all the organizational
problems Relationship between HRM & organizational
performance
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HR Practices
Employees
Customers
Investors
Morale, Commitment,
Competence, Retention
RetentionSatisfaction
Commitment
Profitability, CostGrowth, Cash flow
Margin
Source: Ulrich, D. (1997). Human Resource Champions
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1. Closely linked to business strategic plans2. Jointly conceived & implemented by line &
HR managers
3. Responsive to a highly competitivemarketplace & global business structure
4. Focused on quality, customer service,
productivity, employee involvement, team
work, & workforce flexibility
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Sales OperationsAirFreight
CustomerService
IT Admin& HR
Accounts Transport
Import Export Import Export
Departments
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HRP determines the human resources requiredby the organization to achieve its strategic
goals
Armstrong, M.
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HRP is the process for ensuring thathuman
resource requirements of an organization areidentified & plans are made for satisfying
those requirements
Bulla & Scott, 1994
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HRP process includes1.Environmental scanning
2.Labour demand analysis
3.Labour supply analysis4.Gap analysis
5.Action programming
6.Control & evaluation
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Talent management is the process of ensuring
that the organization attracts, retains,motivates, & develops the talented people it
needs
Armstrong
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1. Defining requirements Prepare JDs & JSs,
Decide on the terms & conditions of the employment
2. Attracting candidates
3. Selecting candidates
4. Hiring
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Bio Data, CV or Resume Graphology
Interviews
Tests Assessment Centre
References
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Graphology
References
Assessment Centre (Performance)Personality Tests
Interviews
Bio Data
Ability Tests
Assessment Centre (Promotion)
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a strategic & integrated approach to delivering
sustained success to organization by
improving the performanceof thepeoplewho work in them & by developing the
capabilities ofteams & individual
contributorsArmstrong & Baron
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If you cantdefine performance,
you cantmeasure or manageit
Armstrong & Baron 1999
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Role Profile
Performance
Review
Performance
Agreement
Performance Development
Planning
Performance
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Graphic Rating Scale Method (GRS) Alternation Ranking Method
Paired Comparison Method
Forced Distribution Method Critical Incident Method
Behaviorally Anchored Rating Scales (BARS)
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the planned & systematic modification ofbehavior through learning events,
programmes & instruction which enable
individuals to achieve the levels ofknowledge,skill& competence to carry out
their work effectively
Armstrong
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Develop attitude towards the use of computer
Develop attitude towards maintaining confidentiality on
electronic documents
Develop attitude towards using and maintaining computers
Attitude
How to switch on the computer
How to use the Ms Word to prepare a letter and report How to use Ms Access to develop a database
How to use Ms Exel to prepare financial statement
How to use Ms Powerpoint to prepare a presentation
Skill
Components of a computer
Facilities available in the computer
What is Ms Office
Knowledge
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Training
Needs
Analysis
Training
Design
Training
Development
Training
Implementation
Training
Evaluation
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Dessler, G. (2004). Human ResourceManagement. 9th ed.
Armstrong, M. (2007).A Handbook of HumanResource Management. 10th ed.
Belcourt, M. & McBey, K. (2004). Strategic
Human Resource Management. 2nd ed.