Samenvatting
Summary People Management
- Instelling
- Arteveldehogeschool (Artevelde)
This is a summary of the content given in the course People Management. It's based on the PowerPoint and class notes. I passed this exam first try.
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Voorbeeld 4 van de 60 pagina's
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PART 1: INTRODUCTION TO HRMWHAT IS HUMAN RESOURCE MANAGEMENT?
HRM = process of acquiring, training, appraising and compensating employees and of attending to their, labour
relations, health and safety, fairness concerns
IMPORTANCE TO ALL MANAGERS
1) Avoid making personnel mistakes
2) Improving profits and performance
➔ You get results through people
3) Might spend some time as HR manager
4) You’ll have to know when starting own business
LINE AND STAFF ASPECTS OF HRM
HRM responsibilities are for all managers
Line manager = you can tell others what to do
Staff manager = you can advise -> HR
THE HR DEPARTMENT + RESPONSIBILITIES
Number of employees:
1) 1-49: no HR employee
➔ You can make/do it with software and outsourcing
2) 50+: first HR employee
➔ Best to bring on HR generalist
3) 150+: second HR employee
➔ Time to hire help
,IMPORTANT COMPONENTS OF TODAY’S NEW HRM = DISTRIBUTED HR
PERFORMANCE AND HRM
-> importance of HR analytics and HR metrics
SUSTAINABILITY AND HRM
• Green HRM
EMPLOYEE ENGAGEMENT AND HR
• Engaged employees: highly involved in and enthusiastic about their work and workplace
➔ Psychological owners, drive performance and innovation and move organization forward
• Not engaged employees: psychologically unattached to their work and company
➔ Bcs engagement needs not fully met -> putting time but not passion or energy into work
• Actively disengaged employees: unhappy at work
➔ Resentful that needs aren’t being met and acting out unhappiness -> undermine what their
engaged coworkers accomplish
,TERMS
Authority Right to make decisions, to direct work of others and give orders
Staff manager Manager who assists and advises line managers
Strategic Human Resource Formulating and executing human resource policies and practices
Management (Strategic HRM) that produce employee competencies and behaviours company
needs to achieve its strategic aims
Human Resource Management Process of acquiring, training, appraising and compensating
(HRM) employees and of attending to labour relations, health and safety
and fairness concerns
Employee engagement Extent to which organization’s employees are psychologically
involved in and committed to getting jobs done
Management process Five basic functions of planning, organizing, staffing, leading and
controlling
Organization Group of people with formally assigned roles who work together to
achieve organization’s goals
Line authority Gives managers right to issue orders to other managers/employees
Managing Perform 5 basic functions: planning, organizing, staffing, leading
and controlling
Staff authority Managers have right to advise other managers/employees
Line manager Manager who’s authorized to direct work of subordinates and is
responsible for accomplishing organization’s tasks
Manager Responsible for accomplishing organization’s goals and does so by
managing efforts of organization’s people
, PART 2: STRATEGIC HRM AND
ORGANIZATIONAL CULTURE
HRM STRATEGY
WHAT IS STRATEGIC HRM
formulating + executing HR policies and practices that produce employee competencies and behaviours
company needs to achieve strategic aims
STRATEGIC HRM TOOLS
1) Strategy map
Quantify = graphic tool that summarizes chain of activities that contribute to company’s success and shows
employees big picture of how performance contributes to achieving company’s overall strategic goals
2) HR scorecard
= process for assigning financial and nonfinancial goals or metrics to human resource management
Visualize
related chain of activities required for achieving company’s strategic aims and monitoring results
3) Digital dashboard
= presents manager with desktop graphs and charts so he gets picture of where company has been
and where it’s going in terms of each activity in strategy map
=> help to translate and visualize strategic goals into HRM policies and practices
HR METRICS AND ANALYTICS
Be able to measure and quantify your goals and outcomes to see if HR strategies work
Most important:
• Time to fill
• Cost per hire
• Turnover rate
Benchmarking: what’s going on in the market and how are we doing when considering the market
HR analytics = using data to predict people’s behaviour
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