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HRM by Mind Map: HRM


1.1. Ethics in HRM

1.1.1. employee rights right of free consent right of privacy right of freedom of conscience right of freedom of speech right to due process

1.1.2. standards of ethical behavior greatest good for greatest number fair and equitable respect for basic human rights

1.2. Responsibilities of HR Departments

1.2.1. product lines administrative services and transaction business partner services strategic partner

1.2.2. function and responsibilities analysing and designing job work analysis job design job descriptions recruitment and selection recruiting job posting interviewing testing coordinating use of temporary labor training and development orientation skills training career development programs performance management measure performance prepare and adminis performance appraisal discipline compensation and benefit type responsibilities employee rela prepare and distribute dealing with negotiate personnel policies policy creation policy communication employee data and information system record keeping HP inf sys workforce analytic compliance with laws policies to ensure lawful behaviour reporting posting inf safety inspection accessibility accommodation support for strategy HR planning and forecasting talent mgt change mgt evidence-based HR sustainability stakeholder

1.3. HR responsibilities of Supervisors

1.3.1. The company’s founders are the first supervisors

1.3.2. help define jobs

1.3.3. motivate with support from pay, benefir, other rewards

1.3.4. communicate policies

1.3.5. recommend pay increase and promotions

1.3.6. appraise performance

1.3.7. interview

1.3.8. provide training

1.3.9. forecast HR needs

1.4. Human Resource and company performance

1.4.1. Strategic HRM analysis and design of work Work Flow work analysis job design HR planning Recruiting selection training and development training development performance management compensation employee relations

1.4.2. H capital types traning intelligence experience insight rela judgment behaviour motivation effort

1.4.3. ORG Performance quality profitability customer satisfaction

1.4.4. sustainable competitive avd valuable rare can not imitated no good substititutes

1.4.5. high performance work system

1.5. skills of HRM Professionals

1.5.1. The society of HRM (SHRM) rela mgt ethical practice HR expertise and practise critical evaluation business acumen consultation organization leadership communication Global and culture effectiveness

1.5.2. requirement with members of HR Department credible activists cultural and change steward talent manager strategic architect business allies operational executors


2.1. change in labor force

2.1.1. labor force internal external

2.1.2. an aging workforce

2.1.3. a diverse workforce communication development performance appraisal employee rela

2.1.4. skill deficiencies of the workforce desired skills today verbale interpersonal mathematical technology nhiều cty nhận nhân viên chưa có kinh nghiệm và đào tạo từ đầu

2.2. high- performance work systems

2.2.1. knowledge workers Knowledge workers are in a position of power because they own the knowledge that the company needs in order to produce its products and services they must share their knowledge and collaborate with others in order for their employer to succeed

2.2.2. employee empowerment use of employee empowerment shifts the recruiting focus away from technical skills and toward general cognitive and interpersonal skills

2.2.3. teamwork Teamwork can motivate employees by making work more interesting and significant. virtual teams some ogr combine mass production with jobs in which employees perform multiple tasks, use many skills, control the pace of work, and assemble the entire final product Technique: agile approach involves weaving the development process more tightly into the organization’s activities and strategies self-directed teams of developers and programmers work directly with the business users of the software, using as much face-to-face communication as possible

2.3. focus on strategy

2.3.1. mergers and acquisitions

2.3.2. high quality standards most comp use total quality mgt (TQM) core value: Provides guidelines for all the organizations activities Quality improvement can focus on HRM functions

2.3.3. cost control low-cost low-price downsizing reengineering Complete review of organization’s work processes to make them more efficient and able to deliver higher quality Effects on HRM outsourcing Having another organization (vendors, third‐party providers, consultants) provide services Gives company access to in‐depth expertise Often more economical HR helps with the transition to outsourcing; many HR functions are also outsourced

2.3.4. expanding into Global mkt the global workforce offshoring reshoring reestablishing International assignments expatriates

2.4. Technological change in HRM

2.4.1. HRIS

2.4.2. People Analytics The use of computers to analyze large amounts of data and offer information to guide decisions Artificial Intelligence (AI) Job analysis Recruiting and selection Performance management Employee relations

2.4.3. Sharing of HR Information Employees can now access HR info through self‐service Using self‐service has privacy and efficiency benefits Self-service is especially convenient when combined with today’s use of mobile computing devices such as smartphones and tablet computers

2.5. Change in the Employment Relationship

2.5.1. Psychological Contract employability

2.5.2. Declining Union Membership

2.5.3. Flexibility Flexible staffing levels Alternative work arrangements: methods Flexible work schedules