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Date Submitted: 02/22/2015 02:30 PM
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...