Pages in this set

Page 1

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Chapter 16
Understanding HR objectives
and strategies

Page 2

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Human Resource
Management
· The management of people at work
in order to assist the organisation in

Page 3

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achieving its objectives
· Personnel management regarded
activities such as planning the
workforce, recruitment and selection,
training, appraisal, monitoring
performance, and motivation and
rewards as separate tasks to be done
when necessary and in response to
demand: in other words, it was
reactive.
· HRM, on the other hand, regards…

Page 4

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Horizontal and vertical
matching
· Each individual policy adopted in the management of people, such
as recruitment, training and payment systems, should fit with every
other policy used horizontal matching
· For example, an attempt to introduce flexible working needs to be
considered in relation to the introduction of appropriate…

Page 5

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systems, training methods and appraisal systems.
· HRM policies should fit with the overall strategic position of an
organisation. This means that how people are managed is determined
largely by the goals the company has set itself, and that employees
are organised to ensure that these goals are met.
·…

Page 6

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Personnel functions
· The fundamental difference between HRM and
personnel management relates to the overall approach or
philosophy adopted rather than to the activities
undertaken.
· These activities remain the same whether undertaken by
the personnel department or the HR department or by
delegation to other departments, and can be…

Page 7

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· These key activities covered by the personnel function
are:
­ Human resource or workforce planning ­ Recruitment and selection
­ Training ad development ­ Appraisal ­ Consultation ­ Collective
bargaining ­ Wage and salary systems ­ Fringe benefits ­ Disciplinary
and grievance procedures ­ Health and safety issues ­…

Page 8

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HR objectives
· Matching workforce skills and
the size and location of the
workforce to the requirements of
the business

Page 9

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· Minimising labour costs
· Making full use of the
workforce's potential
· Maintaining good
employer/employee relations

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Pages in this set

Page 1

Preview of page 1
Chapter 16
Understanding HR objectives
and strategies

Page 2

Preview of page 2
Human Resource
Management
· The management of people at work
in order to assist the organisation in

Page 3

Preview of page 3
achieving its objectives
· Personnel management regarded
activities such as planning the
workforce, recruitment and selection,
training, appraisal, monitoring
performance, and motivation and
rewards as separate tasks to be done
when necessary and in response to
demand: in other words, it was
reactive.
· HRM, on the other hand, regards…

Page 4

Preview of page 4
Horizontal and vertical
matching
· Each individual policy adopted in the management of people, such
as recruitment, training and payment systems, should fit with every
other policy used horizontal matching
· For example, an attempt to introduce flexible working needs to be
considered in relation to the introduction of appropriate…

Page 5

Preview of page 5
systems, training methods and appraisal systems.
· HRM policies should fit with the overall strategic position of an
organisation. This means that how people are managed is determined
largely by the goals the company has set itself, and that employees
are organised to ensure that these goals are met.
·…

Page 6

Preview of page 6
Personnel functions
· The fundamental difference between HRM and
personnel management relates to the overall approach or
philosophy adopted rather than to the activities
undertaken.
· These activities remain the same whether undertaken by
the personnel department or the HR department or by
delegation to other departments, and can be…

Page 7

Preview of page 7
· These key activities covered by the personnel function
are:
­ Human resource or workforce planning ­ Recruitment and selection
­ Training ad development ­ Appraisal ­ Consultation ­ Collective
bargaining ­ Wage and salary systems ­ Fringe benefits ­ Disciplinary
and grievance procedures ­ Health and safety issues ­…

Page 8

Preview of page 8
HR objectives
· Matching workforce skills and
the size and location of the
workforce to the requirements of
the business

Page 9

Preview of page 9
· Minimising labour costs
· Making full use of the
workforce's potential
· Maintaining good
employer/employee relations

Comments

No comments have yet been made