HUMAN RESOURCE

MANAGEMENT
The Nature of Human Resource Management
3 words:

HUMANS

RESOURCES

MANAGEMENT
HUMANS

EMPLOYEES

Those people working in

an organization or in a
company
RESOURCES
MANAGEMENT
What is Human Resource
Management?
Scope of HRM | Functions

Human
Job Analysis Recruitment Orientation
Resource
and Design and Selection and Induction
Planning

Training and Performance Compensation

Development Appraisal Planning
In this point…

Activity 2: Please do research about each

Scope and Functions of HRM
THE LEGAL ENVIRONMENT
Equal Work Opportunities for All
Security of Tenure
Work Days and Work Hours
Weekly Rest Day
Wage and Wage-Related
Benefits
Payment of Wages
Employment of Women
Employment of Children
Safe Working Conditions
Right to Self-Organization and
Collective Bargaining
EC Benefits to Work-Related
Contingencies
THE COMPETITIVE
ENVIRONMENT
The Competitive Firms gain competitive advantage
Environment via management of human
resources (HR)

HR Managers:

• Adopt strategic perspective

• Possess knowledge of critical links
between organizations and HR strategies
• Add value by providing expertise on
how to use firm’s existing human
resources.
Strategic Perspective Employees are important
in the Competitive sources of competitive
Environment advantage

Steps to gain a sustained

competitive advantage:

• 1. Hire the right people

• 2. Train them to be effective
• 3. Place them in the right jobs.
• 4. Motivate them to work hard
• 5. Retain them
Influence of
Organizational
Purpose and Mission Purpose – basic reason for
a firm’s existence

Statement of how
an organization
intends to fulfill
its purpose
Mission Provides subtle
cues about the
importance a
firm places in its
human resources
Types of Strategies Corporate Strategy

• Determines what businesses the

corporation will operate.

Business Strategy

• Deals with how the firm will compete in

each market where it conducts business.

Functional Strategy

• Deals with how the firm will manage

each of its major functions.
Corporate Strategies
• Pursued internally by opening
Growth additional location
Strategy • Pursued externally through mergers,
joint ventures, or acquisitions.

• Occurs when an organization finds it

current operations are not effective,
and major changes are needed to
Retrenchment rectify the problem
Strategy • Involves right sizing the organization
by closing operations, shutting down
factories, and terminating employees
Corporate Strategies Stability strategy
• Used after a period of
retrenchment or rapid growth
when a company plans to stay in its
current businesses and intends to
retain the manner of management

Diversification strategy
• Used by companies that are adding
new products, product lines, or
businesses to their existing core
products, product lines, or
businesses
Diversification
Strategies Related diversification
• Used when a corporation believes
it can achieve synergy among its
various businesses.

Unrelated diversification
• Used when a firm attempts to
operate several unique businesses
in different , unrelated markets.
Based on the logic that a company
can shield itself from adverse
external events.
Other Competitive Differentiation Strategy
Strategies • Attempts to develop an image or reputation
for its product or service that sets the
company apart from its competitors.

Cost leadership strategy

• Focuses on minimizing the costs as much
as possible.
Focus strategy
• Undertaken when an organization tries to
target a specific segment of the
marketplace for its products and services.
 YOU DON’T
BUILD A BUSINESS
YOU BUILD PEOPLE
AND THEN PEOPLE
BUILD THE BUSINESS.