Managing Human Resources Today

1. Managing Human Resources Today Ch 1 A Framework for Human Resource Management, 4th ed. Gary Dessler

2. When you finish studying this chapter, you should be able to: • Answer the question, “What is Management and Human Resource Management?” • Discuss the components of the changing environment of human resource management. • Describe the nature of strategic planning • Give examples of human resource management’s role as a strategic partner

3. Management Process • Planning : set up goal and standard, develop rules, procedure and plan. • Organizing : set specific task, team, department, communication flow and cordination with subordinates. • Staffing : recruit & Select people, set performance standard, training and development, reward • Leading: get others to do job, morale and motivation of subordinates • Control : set standards including quality, service level, check actual outcome with plan.

4. Planning Select goals and ways to attain them Performance Resources • Attain goals • Products • Services • Efficiency • Effectiveness • Human • Financial • Raw Materials • Technology • Information Organizing Controlling Monitor activities and make corrections Assign responsibility for task accomplishment Leading Use influence to motivate employees 0 The Process of Management

5. 0 Management Perspectives Over Time(adapted) The Technology-Driven Workplace The Learning Organization Total Quality Management Contingency Views Systems Theory Management Science Perspective Humanistic Perspective Classical Perspective 1890 1940 1960 1980 2000 2010

6. People are lazy People lack ambition Dislike responsibility People are self-centered People don’t like change People are energetic People want to make contributions People do have ambition People will seek responsibility 0 Theory X & Y (adapted) Theory X Theory Y

7. 0 The Contingency Approach If…… then, base on what come first, contingent event, situation.. Situation theory, or environmental theory … means that one thing depends on other things, and for organizations to be effective, there must be a “goodness of fit” between their structure and the conditions in their external environment. Read : Who, do what, when, where, with whom Under what situation/ circumstance / events

8. What is Human Resource Management? • Human resource (HR) management refers to the practices and policies you need to carry out the personnel aspects of your management job … refers to the design and application of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizational goals.

9. Attract an Effective Workforce HRM planning Job analysis Forecasting Recruiting Selecting Maintain an Effective Workforce Wage and salary Benefits Labor relations Terminations Develop an Effective Workforce Training Development Appraisal 0 Strategic Human Resource Management Company Strategy

10. Human Resource Management • Conducting job analyses • Planning labor needs and recruiting job candidates • Selecting job candidates, hiring • Orienting and training of new employees • Manage job, position, placement • Managing wages, salaries, benefit

11. Human Resource Management • Providing incentives and benefits • Appraising performance • Communicating • Training and developing • Manage talent, competent, skill • Building employee commitment • Manage health, safety, security

12. What a Manager Should Know About • Equal opportunity, ethics, and affirmative action • Employee health and safety, and ethical treatment • Grievance and labor relations • Corporate Governance (CG) • Corporate Social Responsibility (CSR)

13. Why is HR Management Important to All Managers? Personnel mistakes you don’t want to make - • Hiring the wrong person for the job • Experiencing high turnover • Finding employees, who are unable unwilling (not doing their best) • Having your company taken to court because of your discriminatory actions (un-equal, bias)

14. Why is HR Management Important to All Managers? Getting resultsis the bottom line of managing, and as a manager, you will have to get good & right results through your people, from the helping hands of your HR, who can be HR Admin H R Management & H R Development Strategic Partner Change Agent

15. Line Versus Staff Authority Authority is the right to make decisions, to direct the work of others, and to give orders • Line managers are authorized to give orders • Staff managers assist and advise line managers in accomplishing these goals

16. Five Approaches to Structural Design

19. Evolution of Organizational Structures

20. 0 Structural Design • Task Force . . . A temporary team or committee formed to solve a specific short-term problem. • Team . . . Participants from several departments who meet to solve ongoing problems. • Project Manager . . . A person responsible for coordinating the activities of several departments.

21. Line Managers’ HR Responsibilities หน้าที่หลัก • Compensation and benefits • Recruiting • Training & development • Job analysis • Placing the right person in the right job • Starting new employees in the organization • Training employees for jobs that are new to them

22. HR’s Changing Role • Employers want “personnel” to address strategic issues involving the competitiveness and performance of the firm • นายจ้าง ต้องการพนักงานที่มี ความรู้ความสามารถในการช่วย • สร้าง ทำ หรือ นำกลยุทธ์ไปปฏิบัติ ติดตาม แก้ไข ปรับ • ให้ทันคู่แข่ง ให้เก่งกว่า หรือ สามารถอยู่ในตลาดได้

23. HR’s Changing Environment Globalization refers to firms’ tendency to extend their sales, ownership, and/or manufacturing to new markets abroad HR’s Changing Environment • Technological Advances • Nature of Work & ASEAN work forces

24. HR’s Changing Environment • Growing emphasis on “knowledge workers” and human capital • Managers need new HR management systems and skills to get employees to work more like committed partners • Part time work arrangements • Literacy training for guest workers, • Shift to non-traditional workers • Aging of the workforce

25. 0 The Changing Workplace  Cultural diversity & employee attitudes  Immigrants  Many are women  People of color Globalization  Average worker is older now

26. HR’s Strategic Challenges Provide a set of services that make sense in terms of the company’s strategy • A strategy is the company’s plan for how it will balance its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage

27. ระบบการบริหารงานพัฒนาและฝึกอบรมเชิงกลยุทธ์ระบบการบริหารงานพัฒนาและฝึกอบรมเชิงกลยุทธ์ การบริหารองค์กรเชิงกลยุทธ์ 3. Mature วิสัยทัศน์ ภารกิจ/ค่านิยม 2. Growth 4. Decline SWOT Analysis (Business) การเงิน 1. Introduction Cost control กลยุทธ์ขององค์กร ลูกค้า บุคลากร Differentiation ระบบฯ เป้าหมายและตัวชี้วัด แผนกลยุทธ์ทางธุรกิจ

28. HR’s Strategic Challenges HR must be more involved in designing—not just implementing—companies’ strategies

29. กระบวนการในการบริหารงานเชิงกลยุทธ์ของ HR วัฒนธรรม เป้าหมายกลยุทธ์องค์กร สภาพแวดล้อมทั่วไป เศรษฐกิจ สังคม เป้าหมายกลยุทธ์หน่วยงาน สภาพแวดล้อมในอุตสาหกรรม องค์กร HR Objectives HR - SWOT Strategy การเมือง เทคโนโลยี Measurement ผู้ค้าส่ง ปลีก Action Plan ผู้ผลิต Implementation ผู้ผลิต อะไหล่ • แผนงานระยะสั้น - ยาว Check – correct action

30. Basics of Strategic Planning Corporate-level strategy • Identifies the portfolio of businesses that comprise the company and the ways in which these businesses relate to each other Business-level/competitive strategy • Identifies how to build and strengthen the business’s long-term competitive position in the marketplace

31. HR and Competitive Advantage Competitive advantage means “any factors that allow an organization to differentiate its product or service from those of its competitors to increase market share”

32. Basics of Strategic Planning Functional strategies • Identify the basic courses of action that each of the business’s departments will pursue

33. HR as Competitive Advantage Distinctive competencies are obtained through highly developed employee skills, distinctive organizational cultures, management processes, and systems Strategic HRM • The linking of HRM with strategic goals and objectives in order to improve business performance

34. 0 The Changing Social Contract The Changing Social Contract New Contract Old Contract Employability, personal responsibility Partner in business improvement Learning Job security A cog in the machine Knowing Employee Employer Continuous learning, lateral career movement, incentive compensation Creative development opportunities Challenging assignments Information and resources Traditional com&ben package Standard training programs Routine jobs Limited information

35. 0 Attracting an Effective Workforce Choose Recruiting Sources Want ads Headhunters Internet Select the Candidate Application Interview Tests Welcome New Employee HR Planning Retirements Growth Resignations Company Needs Strategic goals Current and future competencies Market changes Employee turnover Corporate culture Employee Contributions Ability Education and experience Creativity Commitment Expertise and knowledge Matching Model Match with Employee’s Needs Stage of career Personal values Promotional aspirations Outside interest Family concerns Company Inducements Pay and benefits Meaningful work Advancement Training Challenge Match with

36. Linking Corporate and HR Strategies

37. 0 Contingency Factors that Influence Organization Structure Strategy Traditional Vertical Structure or New Horizontal Structure Environment Company Performance Technology Interdependence

38. HR’s Roles as a Strategic Partner • HR management is in a good position to supply competitive intelligence that may be useful in the strategic planning process • Motivate employees to learn and improve team ability to be the winner, able to fight with competitors

39. HR’s Role in Formulating Strategy    • HR participates by supplying information regarding the company’s internal human strengths and weaknesses – your strategies is • High Performance workplace • Build young Talent Team • Learning Organization • Cost Control

40. HR’s Role in Executing Strategy • Competency program • Instituting pay-for-performance plans, • Reducing health care costs, and • Train by OJT, coach, mentor • Out-placing employees

41. High Performance Work System • Focus more on instituting human resource policies and practices that improve employee and organizational performance • Benchmark with best in industry, service, manufacturing.

42. The HR Scorecard HR creates value by engaging in activities that produce the employee behaviors the company needs to achieve these strategic goals • Financial : income - cost • Customer : C satisfaction • Internal Process : system • People : employee satisfaction

43. HR and Technology • Self-service • E recruitment, E-HR • Call centers • Productivity improvement • Outsourcing

44. HR Portals provide employees with a single gateway to all HR information SAP HR People soft Streamline the HR process and enable HR managers to focus more on strategic issues HRIS