Welcome to the Course

• MGA607 Human Resource Management

• Session 1-Introduction (students, instructor
and course)
• Break 1:00pm-2:15pm (will vary
accordingly)
• Session 2: 2:15pm-3:15pm
• Break: 3:15pm 3:25pm (stretch break)
• Session 3 : 3:25-4:00pm
 Introduction -Instructor

Name: Masroor Alam

Terminal Degree: PhD in Management
Specialization: Business Strategy/HRM/OB
Teaching over 18 years
Email: [email protected]
Contact #: 0567453218
 Introduction

• Students name
• Work Affiliation (if any)
• What you know about the HRM
• Your expectations from the course
• Any other thing to share?
 About the course

• Course name: Human Resource

Management
• Course Code: MGA 607
• Level: Masters- MBA
• Module: 5
• Assessments: Course work and Final Exam
(Case Based)
 About the course

• Lets briefly talk about the Syllabus and

Assessments
• Syllabus-MGA 607
 Module 1

Framework of Human Resource Management

Concepts, Nature of HRM, Scope of HRM.
HRM: Functions, Objectives, HRM Challenges,
HR management roles, HR management
competencies.
 Things on News
How HR departments in Dubai are preparing for Expo
2020 recruitment

• More than 275,000 jobs will be created

regionally in the next six years to service
the event, according to Dubai’s Expo
Preparatory Committee.
How HR departments in Dubai
are preparing for Expo 2020
recruitment
 Do you know

• 630 + Million active members

• 90% of people open to right job opportunity
• 95% of Fortune 500 companies used
LinkedIn Talent Solutions in 2018
 Why the need of HRM

• What this department/division is for?

 Human Resource Management

• The process of planning, organizing,

directing (motivating), and controlling the
procurement, development, compensation,
integration, maintenance, and separation of
organizational human resources to the end
that organizational, individual, and societal
needs are satisfied.
 Human Resource Management
Human Resource Management includes all
activities used to attract & retain employees and
to ensure they perform at a high level in
meeting organizational goals.
These activities are made up of
1. Recruitment & selection.
2. Training and development.
3. Performance appraisal and feedback.
4. Pay and benefits.
5. Labor relations.
 Human Resource Planning

• HR Planning includes all activities managers do to

forecast current and future HR needs.
– Must be done prior to recruitment and selection
– Demand forecasts made by managers estimate the
number & qualifications the firm will need.
– Supply forecasts estimate the availability and
qualifications of current workers and those in the labor
market.
 HRM Components
– Component should be consistent with the others,
organization structure, and strategy.
• Recruitment: develop a pool of qualified applicants.
– Selection: determine relative qualifications & potential for a
job.
• Training & Development: ongoing process to develop
worker’s abilities and skills.
• Performance appraisal & feedback: provides
information about how to train, motivate, and reward
workers.
– Managers can evaluate and then give feedback to enhance
worker performance.
 HRM Components
 Pay and Benefits: high performing employees should be
rewarded with raises, bonuses.
– Increased pay provides additional incentive.
– Benefits, such as health insurance, reward membership in firm.
 Labor relations: managers need an effective relationship
with labor unions that represent workers.
– Unions help establish pay, and working conditions.
Human Resource Management at
Work
Acquisition

Fairness Training

Human
Resource
Management
Health and
(HRM) Appraisal
Safety

Labor Relations Compensating

© 2008 Prentice Hall, Inc. All rights reserved. 1–17

 Personnel Aspects of a
Manager’s Job
• Conducting job analyses
• Planning labor needs and recruiting job candidates
• Selecting job candidates
• Orienting and training new employees
• Managing wages and salaries
• Providing incentives and benefits
• Appraising performance
• Communicating
• Training and developing managers
• Building employee commitment

© 2008 Prentice Hall, Inc. All rights reserved. 1–18

 Basic HR Concepts

• The bottom line of managing:

Getting results
• HR creates value by engaging
in activities that produce the
employee behaviors that the
company needs to achieve
its strategic goals.
© 2008 Prentice Hall, Inc. All rights reserved. 1–19
 Line and Staff Aspects of HRM

• Line manager
– A manager who is authorized to direct the work
of subordinates and is responsible for
accomplishing the organization’s tasks.
• Staff manager
– A manager who assists and advises line
managers.

© 2008 Prentice Hall, Inc. All rights reserved. 1–20

 Line Managers’ HRM
Responsibilities
1. Placing the right person on the right job
2. Starting new employees in the organization (orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining creative cooperation and developing smooth working relationships
6. Interpreting the firm’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining department morale
10. Protecting employees’ health and physical condition

© 2008 Prentice Hall, Inc. All rights reserved. 1–21

 Human Resource Managers’
Duties
Line Function Coordinative
Line Authority Function
Implied Authority Functional Authority

Functions of
HR Managers

Staff Functions
Staff Authority
Innovator
Employee Advocacy

© 2008 Prentice Hall, Inc. All rights reserved. 1–23

 Human Resource Specialties
Recruiters

Labor Relations EEO

Specialists Coordinators
Human
Resource
Specialties
Training
Job Analysts
Specialists

Compensation
Managers

© 2008 Prentice Hall, Inc. All rights reserved. 1–24

 FIGURE 1–1
HR Organization Chart
for a Large Organization

Source: www.hr.wayne.edu/orgcharts.php. Accessed May 6, 2007.

© 2008 Prentice Hall, Inc. All rights reserved. 1–25
 FIGURE 1–2 HR Organizational Chart (Small Company)

© 2008 Prentice Hall, Inc. All rights reserved. 1–26

Skills and HR Roles
 of Human Resource
Management

Globalization Trends

Technological Trends
Changes and Trends in
Human Resource
Management
Trends in the Nature of Work

Workforce Demographic Trends

© 2008 Prentice Hall, Inc. All rights reserved. 1–28

Discuss
 The Changing Role of
Human Resource Management
Strategic Human
Resource
Management

Managing with the New Creating High-

HR Scorecard Responsibilities Performance Work
Process for HR Managers Systems

Measuring the HRM

Team’s Performance

© 2008 Prentice Hall, Inc. All rights reserved. 1–30

 FIGURE 1–6 Effects CFOs Believe Human Capital Has on Business Outcomes

Source: Steven H. Bates, “Business Partners,” HR Magazine, September 2003, p. 49. Reproduced with
permission of the Society for Human Resource Management via Copyright Clearance Center.
© 2008 Prentice Hall, Inc. All rights reserved. 1–31
 The Human Resource Manager’s
Proficiencies (cont’d)
• Managing within the Law
– Equal employment laws
– Occupational safety and health laws
– Labor laws

• Managing Ethics
– Ethical lapses
– Sarbanes-Oxley in 2003The Sarbanes-Oxley Act requires publicly traded
companies to disclose whether or not they have adopted a code of ethics for their senior financial officers (Myers, 2003)

© 2008 Prentice Hall, Inc. All rights reserved. 1–32

 The Human Resource Manager’s
Proficiencies
• New Proficiencies
– HR proficiencies
– Business proficiencies
– Leadership proficiencies
– Learning proficiencies

© 2008 Prentice Hall, Inc. All rights reserved. 1–33

 Class Discussion-30 minutes

• Case1-SLT to introduce a New HR

Management Culture
• Case2- Changes Changes