HUMAN RESOURCE

MANAGEMENT

Prof: Dr. Tun Aung

Rector
Meiktila University of Economics

1
What is HRM?

Managing PEOPLE

2
• Labour Relations
• Industrial Relations
• Personnel Management
• Human Resource Management

3
What is Human Beings?

4
If you want to manage the people,
you have to understand the
people.

5
“Human resource management
is the management of organization.”

6
Managing people is
optimum utilization
of people.

7
“People want to develop.”
“People want to improve.”
“If you want to develop
yourself, develop others.”

8
 People can because they think they
can. ( Virgil)
.

9
Resources?
• Land

• Labour

• Capital

10
 Resources
• Men
• Money
• Materials
• Machines
• Methods
• Management
Information
• Minutes ( Time )

11
 Management?

• Jobs what managers actually do

• Getting things done through and
with other people

12
• Physical or Mental Work?

MENTAL WORK

13
 ARTS or SCIENCE?

• Myanmar
ARTS: Theory
SCIENCE: Practical
• Management Literature
ARTS: Doing
SCIENCE: Thinking

14
“ Both ARTS and SCIENCE ”

15
 Definitions

• HRM is the philosophy, policies, procedures,

and practices related to the management of
people within an organization.

16
 Philosophy
• Assumptions
• Beliefs
• Ideas

17
 Policy
• Guidelines
• Directions
• Framework

18
 Procedures
• Ways of doing

Practices

• Day to Day Activities

19
Human resource management (HRM)
• The process of acquiring, training, appraising,
and compensating employees, and of
attending to their labor relations, health and
safety, and fairness concerns.

20
 HR Functions
• Acquiring,
• Training,
• Appraising,
• Compensating employees,
• Attending to their labor relations,
• Health and Safety, and
• Fairness concerns.

21
“The term HRM refers to activities
undertaken to attract, develop and
maintain an effective work force within an
organization”.

22
 Functions of HRM
HRM Environment Attract an Effective Work Force
Competitive Strategy  HR Planning
Legislation Job analysis
Trends in society  Forecasting
 Recruiting
Selecting

Develop an Effective Work Force

Maintain an Effective Work Force
Training
Wage and salary
Development
Benefits
Appraisal
Labor relations

23
 Management Planning Process

• The basic management planning process

consists of five steps: setting objectives,
making basic planning forecasts, reviewing
alternative courses of action, evaluating which
options are best, and then choosing and
implementing your plan.

24
• A Plan shows the course of action for getting
from where you are to the goal. Planning is
always "goal-directed"
• A strategic plan is the company's overall plan
for how it will match its internal strengths and
weaknesses with its external opportunities
and threats in order to maintain a competitive
position.
• A strategy is a course of action.

25
 Strategic Management
• The process of identifying and executing the
organization's strategic plan by matching the
company's capabilities (strengths and
weaknesses) with the demands of its
environment (its competitors, customers, and
suppliers, for instance).

26
 Types of Strategies

• In practice, managers engage in three

types or levels of strategic planning,
corporate-level strategic planning, business
unit (or competitive) strategic planning, and
functional (or departmental) strategic
planning.

27
 Corporate Strategy

• For any business, the corporate strategy

answers the question, "What businesses will
we be in?"
• Specifically, the corporate-level strategy
identifies the portfolio of businesses that, in
total, comprise the company and how these
businesses relate to each other.
•

28
 Competitive Strategy

• On what basis will each of our businesses

compete?
• A competitive strategy identifies how to build
and strengthen the business unit's long-term
competitive position in the marketplace.

29
 Competitive Advantage

• Any factors that allow a company to

differentiate its product or service from those
of its competitors to increase market share.

30
 Strategic Human Resource
Management
• The formulating and executing human
resource policies and practices that produce
the employee competencies and behaviors
the company needs to achieve its strategic
aims.

31
32