TAILIEUCHUNG - Lecture Human resource management (5/e) - Chapter 16: Strategically managing the HRM function

Lecture Human resource management (5/e) - Chapter 16: Strategically managing the HRM function. The main goals of this chapter are to: Describe the roles that HR plays in firms today and the categories of HRM activities, discuss how the HR function can define its mission and market, explain the approaches to evaluating the effectiveness of HR practices,. | 1 Strategically Managing the HRM Function After reading this chapter, you should be able to: Describe the roles that HR plays in firms today and the categories of HRM activities. Discuss how the HR function can define its mission and market. Explain the approaches to evaluating the effectiveness of HR practices. Chapter 16 Strategically Managing the HRM Function Describe the new structures for the HR function. Relate how process reengineering is used to review and redesign the HR practices. Discuss the types of new technologies that can improve the efficiency and effectiveness of HR. Describe how outsourcing HR activities can improve service delivery efficiency and effectiveness. Chapter 16 Introduction Human resource management practices can help companies gain a competitive advantage. Virtually every HR function in top companies is going through a transformation process to create a function that can play this new strategic role while fulfilling its other roles. Categories of HRM Activities Transformational Knowledge management Cultural Change Strategic redirection and renewal Management development Traditional Recruitment and selection Training Performance management Compensation Employee relations Transactional Benefits administration Record keeping Employee services Categories of HRM Activities Transactional activities are the day-to-day transactions a company makes. Low in their strategic value. Traditional activities are the nuts and bolts of HR such as performance management, training, recruiting, selection, compensation, and employee relations. Moderate strategic value. Transformational activities create long-term capability and adaptability for the firm. Activities include knowledge management, management development, cultural change, and strategic redirection and renewal. Comprise the greatest strategic value for the firm Strategic Management of the HRM Function For the HR function to become truly strategic in its orientation, it must view itself as .

• Quản trị kinh doanh
• Human resources
• Human resource management
• Lecture Human resource management
• Quản trị nguồn nhân lực
• Strategically managing
• HRM Effectiveness
• Handbooks of hospitality human resources management
• Hospitality human resources management
• Acquiring human resources
• Retaining human resources
• Human resources management
• Human resource management’s role
• Managing human resources
• Lecture Managing human resources
• Quality staff
• Human resources policies
• Human resources policy
• Procedures activities
• Planning training programs
• Human resources terms
• Leadership and development of leadership human resources
• Development of leadership human resources
• Development human resources
• Human resources Vietnam
• State owned enterprises
• The hospitality industry
• Hospitality managers
• Human resources activities
• Human resources responsibilities
• Employee on boarding
• Orientation programs
• Evaluating training programs
• Delivering training programs
• Employee recruitment
• Compensation programs
• Compensation management
• Performance management
• Performance appraisal
• Employee health
• Employee safety
• Critical issues
• Unionization process
• Evolving hospitality organizations
• Organizational change
• Developing human resources
• Critical human resource issues
• Human capital development
• HR practitioner’s view