im111 industrial relations€¦ · •concern of all managers at every level •face a multitude of...

IM111 – Industrial Relations Department of Industrial and Management Engineering

IM111 – INDUSTRIAL RELATIONS

Human Resource Management (HRM)


What Is Human Resources?

• Human resources is used to describe both the people who work for a company or organization and the department responsible for managing resources related to employees. The term human resources was first coined in the 1960s when the value of labor relations began to garner attention and when notions such as motivation, organizational behavior, and selection assessments began to take shape.

• Human resources are the people who make up the workforce of an organization, business sector, or economy. "Human capital" is sometimes used synonymously with "human resources"

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What Is Human Resource Management ?

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• Human resource management is a contemporary, umbrella term used todescribe the management and development of employees in anorganization. Also called personnel or talent management (although theseterms are a bit antiquated), human resource management involvesoverseeing all things related to managing an organization’s human capital.

It aims at:

• Utilization of individuals to achieve organizational objectives

• Concern of all managers at every level

• Face a multitude of challenges


Human Resource Management Functions


Staffing

• Process of ensuring the organization always has:

– Required number of employees

– Employees with appropriate skills

– Employees in the right jobs at the right time

– Involves job analysis, human resource planning, recruitment, and selection


Human Resource Development

• Major H R M function includes:

• Training

• Development

• Career planning

• Career development

• Organization development (O D)


Compensation

• All rewards that individuals receive as a result of their employment

• Financial compensation (direct and indirect)

• Nonfinancial compensation


Safety and Health

• Safety: Protecting employees from injuries caused by work-related accidents

• Health: Employees' freedom from illness and their general physical and mental well-being


Employee and Labor Relations

• Businesses are required by law to recognize a union and bargain with it in good faith if the firm’s employees want union representation

• Human resource activity with a union is often referred to as labor relations


Performance Management

• Goal-oriented process to ensure organizational processes are in place to maximize productivity

– Applies to employees, teams, and ultimately, the organization


Interrelationships of HRM Functions

• All H R M functions are interrelated so that each function affects the others

• For example, a pay-for-performance compensation plan depends upon reliable and valid performance appraisal practices


Who Performs Human Resource Management Tasks?

• Human resource professionals

• Line managers

• Human resource outsourcing (H R O)

• Human resource shared service centers

• Professional employer organizations (P E O)


Employees as Human Capital

• Capital refers to the factors that enable companies, for example, to generate income, higher economic value, strong positive brand identity, and reputation. There is a variety of capital, including financial capital:

• Cash

• Capital equipment (for example, state-of-the-art robotics used in manufacturing)

• Human capital, as defined by economists, refers to sets of collective skills, knowledge, and ability that employees can apply to create value for their employers


Developing Skills for Your Career

• Communication

• Critical thinking

• Collaboration

• Knowledge application and analysis

• Business ethics and social responsibility

• Information technology application and computing skills

• Data literacy


Human Resource Strategy

The objective of a human resource strategy is to manage labor and

design jobs so people are effectively and efficiently utilized


Human Resource Strategy

1. People should be effectively utilized within the constraints of other operations management decisions

2. People should have a reasonable quality of work life in an atmosphere of mutual commitment and trust


Employer Branding

• The firm’s corporate image or culture created to attract and retain the type of employees the firm is seeking. It is what the company stands for in the public eye.


Human Resource Management in Small Businesses

• Many college graduates obtain jobs in small businesses

• Same HR functions must be accomplished

• Manner in which they are accomplished may differ


Developing Skills for Your Career

• Communication

• Critical thinking

• Collaboration

• Knowledge application and analysis

• Business ethics and social responsibility

• Information technology application and computing skills

• Data literacy


Constraints on Human Resource Strategy

HUMAN RESOURCE STRATEGY

Product strategy• Skills needed• Talents needed• Materials used• Safety

Schedules• Time of day• Time of year

(seasonal)• Stability of

schedules

When

Location strategy• Climate• Temperature• Noise• Light• Air quality

Process strategy• Technology• Machinery and

equipment used• Safety

Individual differences• Strength and

fatigue• Information

processing and response

Who

Layout strategy• Fixed position• Process• Assembly line• Work cell• Product


Work Schedules

• Standard work schedule

• Five eight-hour days

• Flex-time

• Allows employees, within limits, to determine their own schedules

• Flexible work week

• Fewer but longer days

• Part-time

• Fewer, possibly irregular, hours


Job Classification and Work Rules

• Specify who can do what

• Specify when they can do it

• Specify under what conditions they can do it

• Often result of union contracts

• Restricts flexibility in assignments and consequently efficiency of production


Core Job Characteristics

1. Skill variety

2. Job identity

3. Job significance

4. Autonomy

5. Feedback

Jobs should include the following characteristics


Motivation and Incentive Systems

• Bonuses - cash or stock options

• Profit-sharing - profits for distribution to employees

• Gain sharing - rewards for improvements

• Incentive plans - typically based on production rates

• Knowledge-based systems - reward for knowledge or skills

IM111 – Industrial Relations Department of Industrial and Management Engineering 25


Exam Instructions !!• This examination will be graded by a computer. It is therefore important to read and follow

these instructions to ensure that the Multiple Choice Quiz (MCQ) answer sheet is marked properly by the computer.

• Read the following instructions and refer to the example in the next slide as a guide:

• All your answers to the multiple choice questions must be marked on the answer sheet provided. After the examination, your answer sheet will be scanned and then graded by the computer. Anything written on the question booklet will not be taken into consideration for assessment purposes.

• Before you start the examination, check that your answer sheet is free from printing defects, i.e. misaligned contents, faded print, missing print, repetitive defects, smeared or smudged. Ask the invigilator to replace your answer sheet if it has printing defects.

• In the upper section, clearly fill the requested information, including your Name and StudentID and Class Number (don’t forget to select your lecturer).

• Avoid unnecessary marks on the answer sheet. Stray marks on or near the circles may affect your score.

• Do NOT fold or crease your answer sheet.

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Read each question carefully. Using a PENCIL (ideally HB or 2B), fill in the circle

corresponding to the letter of the correct answer.

• Do NOT tick, circle, cross, or underline the circles. An incorrect mark may

produce improper results during computer marking.

• Fill only ONE circle for EACH question. If more than one circle is filled in for a single

question, your answer for that question will be invalid.

• If you need to change an answer, erase the original mark thoroughly, and then mark

you alternative answer. Do NOT cross out!!


7th Exam Schedule

Lecturer Class Number Room Number

Dr. Mohamed Mourad

r/7A 444

V/05 442

W/06 446

A/01 412A

Dr. Yehia YoussefX/07 412B

S/03 412B

Dr. Aly Owida

b/3A 400

Z/1A 400

Y/2A 470

T/04 435

R/02 470

a/4A 400

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Exam - MCQ (30pt.) on Sunday (4/11/2018) at 4 PM


Thank You!

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im111 industrial relations€¦ · •concern of all managers at every level •face a multitude of...

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