Resumen
Summary Esquema de Human Resource Management
- Institución
- Universidad Carlos III De Madrid (UC3M)
Esquema de toda la asignatura incluyendo lo más importante de las slides de clase y los chapters del libro.
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TOPIC 1 →strategic management of employees
HR
management Set of activities designed makimize employee contributions to the archieuement
of organizationel goals
•
: to .
Workfonce planinf
{
Work
• design and
and
°
HR activities
Managing employee Emphoyee contributions competitiva advontage
Primary competencias
a
"
Managinf emplozee altitudes and behaviors
o 1- Infernal
ahjment ( consistente with one another)
Standars of good HRM 2- Externos
digment (organizational content)
A
•
3- Acceptence HR practicas
inuolvement )
4-
Effective implementaban (line managers
•
contributions ( workforcesegmentation )
^5 -
Aligned With
employee
Cost leadership st .
is
St
Challengers of HR Meeting organizacional damands Strategy
os
Differentiation .
r Size
Company charactaistics →
Stage of development
Distributiva
Organizationel culture Uawes and beliefs
Íznteraational
→
Procedurel
Employee concerns
"
•
Psycowticd
Job design
contact
{Justice
Work /
life balance
Environmental infwences °
Labor
force trends ( P Diversa )
Technology
°
°
Globabization
Off shorinf
"
Ethics and Social
Responsibility
•
Regulatory issues D
Legislativa laws
Externa aligment Synergy
• •
Combination
Deadly
Systems
o
Creatinf high performance HR HR system aligment Internet aligment
•
Infernal fit
"
npoweyullconections
→
'
HR with the
Aligning systems employees contributions
Managing the employment portfolio estrategia value is
transaccional relationships
Relation relelionships
Uniquenesss
• os
Mapping your employment portfolio → Commitment HR
system ( core competencias)
employeeslnotunifuel internet) → Productivo based HR
•
Job based system
•
Contact Workers (not uniquel externa ) →
Comptiance based HR System(short term ) -
a Alliance partners (unique / externa 1) → Collaborative based HR System (hoy term) -
Evahatiy your HR system → The HR scorecard
-
's
1-
Identify your firm strategic performance drivers
°
2-
Euawateyourfirnisexternalaligmenttransletethestrateficperf into HR deliuerables .
Euawatetheeligment : HR desirables - St
.
perf .
drivers
3- Evaluarte HR deliverables
your firmó internet ahjment : HR practicas -
Evahating the dignment among the firm's HR practicas Building your ownhighperf organization → .
1- Customizinfyour HR scorecard :
sourcesfomp.edu/-rsHRdesirables-oEuawateeffectiveness
consistente
• 2- Being
3- Being specific
4- the
implementación of the
Following up on
redisign
, TOPIC 2 → Work
design
Job Aclivities that have dare
Design and took to be
•
a
•
Time and motion Studies
Job
Efficiency aproach Scientific management ( Taylorism)
°
Specification
-
→ →
( Foutcome) standarizationofprod process
a
Job
simplificaban
.
motq.EE#%aa/IIEEIIIIIes
Experience meemnssuness
Experienced responsability for outcomes
-
P s
Job characteristics Model the resultes
knoledge of
lo
( Score dimensions :)
Skill
• variety Task identity Task
significancefautonomy Feedback
{
Changa Job Tasks Job
enlagementtsob rotation
-
:
Increase responsability Job enrichment Participativa
-
: Voice
Create
emphgment teams : Work teams Parallel teems Project teomslself mangedteoms
-
Job
analysis
•
→
Tasks , duties and bilities expected to be
performed
responsa
|
•
Job description Summary of responsabilities and
: the
specific tasks ,
Working condilions .
a.
÷: ÷::÷÷÷÷÷÷÷÷÷÷÷:* . .. . . . . ..
. .. .
Job Observations / Intervienes
"
informativos : and diaries Questionaries Ocwpational network
Regulatory essential
°
issues
Identify essential and non job dukes
Job design and
employee safety
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