Toyota

Human Resources Management

Michael Woyciesjes

10/03/2013

Strategic Human Resources Management

The HR Planning Process

Staffing the Organization

Recruitment

Selection

Workforce Reductions

Developing the Workforce

Training and Development

Performance Appraisal

What Do You Appraise?

Who Should Do the Appraisal?

How Do You Give Employees Feedback?

Designing Reward Systems

Pay Decisions

Incentive Systems and Variable Pay

Executive Pay and Stock Options

Employee Benefits

Health and Safety

Labor Relations

Unionization

What Does the Future Hold

Topic Overview

Comparison and Contrast

Bibliography & References

Slide Presentation

'You can get capital and erect buildings, but it takes people to build a business.'

-Thomas J. Watson, Founder, IBM

As noted in Management, Leading & Collaborating in a Competitive World, by Thomas E. Bateman & Scott A. Snell, Human Resources Management (HRM), historically known as personnel management, deals with formal systems for managing people at work. For that reason, it is one to the fundamental aspects of organizational and managerial life. HRM has assumed a vital role in recent years as organizations attempt to compete through people. Firms can create a competitive advantage when they possess or develop resources that create value, are rare, difficult to imitate, and are organized.

Managing people, or 'human capital', to sustain a competitive advantage is perhaps the most important part of an organization's HR function. But on a day-to-day basis, HR managers also have many other concerns regarding their workers and the entire personnel puzzle. These concerns include attracting talent; maintaining a well-trained, highly motivated, and loyal workforce; managing diversity; devising effective compensation systems; managing layoffs; and containing health care and pension costs. For an HR manager to develop an effective plan they need to know where the company is headed, in what...