THE PRACTICE OF HRM.pdf THE PRACTICE OF HRM.pdf

THE PRACTICE OF HRM.pdf

1. THE PRACTICE OF HRM
SZUSA MAY HUSANA, LPT, RPM, CHRA
INSTRUCTOR
BAC3
CVE Colleges, Inc.
T.R. Alvarez Subd., Brgy. Del Carmen, Pagbilao Quezon
Tel No.: [phone], email add: [email protected]

2. HUMAN
RESOURCE
MANAGEMENT

4. THE PRACTICE OF HRM
Introduction to Human Resource Management
✓Development of HRM
✓Characteristics of HRM
✓Goals of HRM

5. Introduction to
Human Resource
Management
Development of
Human Resource Management(HRM)

6. Introduction to
Human Resource
Management
Characteristics of HRM

7. Introduction to
Human Resource
Management
Goals of Human Resource Management
(HRM)

8. Introduction to
Human Resource
Management
Goals of Human Resource Management
(HRM)

9. THE PRACTICE OF HRM
The Role & Structure of the HRM Function
✓Operational Task and Activities
✓Roles of HR Management
✓Models of HRM

10. The Role & Structure
of the HRM Function
Operational Task and Activities

11. The Role & Structure
of the HRM FunctionOperational Task and Activities

12. The Role & Structure
of the HRM FunctionOperational Task and activities

13. The Role & Structure
of the HRM Function
Operational Task and activities

14. The Role & Structure
of the HRM Function
Operational Task and activities

15. The Role & Structure
of the HRM Function
Operational Task and activities

16. The Role & Structure
of the HRM Function
Operational Task and activities

17. The Role & Structure
of the HRM FunctionOperational Task and activities

18. THE PRACTICE OF HRM
The Role & Structure of the HRM Function
✓Operational Task and Activities
✓Roles of HR Management
✓Models of HRM

19. The Role & Structure
of the HRM Function
Roles of HR Management

20. The Role & Structure
of the HRM Function
Roles of HR Management

21. The Role & Structure
of the HRM Function
Roles of HR Management

22. SUMMARY

23. THE PRACTICE OF HRM
The Role & Structure of the HRM Function
✓Operational Task and Activities
✓Roles of HR Management
✓Models of HRM

24. Models
of HRM
The 5p’s model
The 5p’s HRM model is a form of strategic HRM developed in 1992 by randallS. Schuler, a praised scholar
dedicated to the matters of global HRM, strategic HRM, the function of HRM in organisationsand the
interface of business strategy and human resource management.
As its name suggests, the 5p’s model is based on five constitutional aspects:purpose, principles, processes,
people, andperformance. According to this framework, aligning and balancing these five principles leads to
achieving company success.
The 5p’s model defines;
•Purposeas the organisation’svision, mission, and primary objectives;
•Principlesare defined as operational protocols set to lead to achieving a purpose;
•Processesinclude organisationarchitecture, systems, and methods of operation;
•Peopleare the vital HR resource performing tasks in line with the appointed principles and processes;
•Performance,ultimately, is a result that can be measured by the appropriate standards.
The 5p’s model

26. Models
of HRM
1. Hard HRM: The focus here is to identify workforce
needs so you can recruit and manage as you need to
(including hiring staff, or making others redundant).
The main features of this approach are:
•Regular changes in employee numbers.
•Little business transparency.
•Lower wages.
•Little to no empowerment of employees.
•Appraisal systems that focus on good and bad
performance.
•A more old-fashioned style of leadership.
Hard and Soft HRM
2. Soft HRM:This approach treats employees as an essential
resource in your business—if not the most important one of
all. This makes it a more progressive outlook. One where you
treat staff members as individuals. The soft HRM model focus
is for the needs of your staff, including rewards and
motivation.
•Focusing on long-term planning for your business and its
workforce.
•An open and transparent business model with good
communication.
•Competitive pay, relying on salary benchmarking and bonus
packages.
•Employee empowerment.
•Appraisal systems that identify training opportunities and
professional development.
•A more democratic type of leadership.

27. Models
of HRM
Theory X and Theory Y
What is Theory X?
This approach assumes that some employees are lazy or not motivated by the work (in fact, they have a distaste of the
work), unambitious, avoid responsibility, is self-centered, indifferent about organizational goals, and prefers to be
directed.
It calls on the leader to be proactive in managing the employees and allocation of resources. She should motivate the
subordinate through specific directives, closely supervise their efforts, and take steps to motivate (through reward or
punishment) accordingly.
In other words, it is an authoritative style of management.
What is Theory Y?
Theory Y assumes that subordinates do not dislike the work, are self-motivated, can be creative, seeks responsibility
(leadership roles), and can be self-directed. Leaders must respond with a participative style of management.
As such, threats of punishment are far less effective in motivating the employee. Also, the employee is committed to an
objective that is based upon rewards -though they may respond to different types of rewards.
These types of employees generally respond better to rewards leading to esteem and self-actualization. Management
attempts to get the maximum output with the least efforts on their part.

28. Models
of HRM
Four Cs (HarvardModel)
4 C’s of HRM Policywhen
making decisions
managers should consider
the four C’s:
Commitment
Competence
Congruence (Compatibility)
Cost effectiveness

29. Models
of HRM
Four Cs (HarvardModel)
4 C’s of HRM Policywhen
making decisions
managers should consider
the four C’s:
Commitment
Competence
Congruence (Compatibility)
Cost effectiveness

30. END OF DISCUSSION