TOPIC 1 →
strategic management of employees
HR
management Set of activities designed makimize employee contributions to the archieuement
of organizationel goals
•
: to .
Workfonce planinf
{
Work
• design and
and
°
HR activities
Managing employee Emphoyee contributions competitiva advontage
Primary competencias
a
"
Managinf emplozee altitudes and behaviors
o 1- Infernal
ahjment ( consistente with one another)
Standars of good HRM 2- Externos
digment (organizational content)
A
•
3- Acceptence HR practicas
inuolvement )
4-
Effective implementaban (line managers
•
contributions ( workforcesegmentation )
^5 -
Aligned With
employee
Cost leadership st .
is
St
Challengers of HR Meeting organizacional damands Strategy
os
Differentiation .
r Size
Company charactaistics →
Stage of development
Distributiva
Organizationel culture Uawes and beliefs
Íznteraational
→
Procedurel
Employee concerns
"
•
Psycowticd
Job design
contact
{Justice
Work /
life balance
Environmental infwences °
Labor
force trends ( P Diversa )
Technology
°
°
Globabization
Off shorinf
"
Ethics and Social
Responsibility
•
Regulatory issues D
Legislativa laws
Externa aligment Synergy
• •
Combination
Deadly
Systems
o
Creatinf high performance HR HR system aligment Internet aligment
•
Infernal fit
"
npoweyullconections
→
'
HR with the
Aligning systems employees contributions
Managing the employment portfolio estrategia value is
transaccional relationships
Relation relelionships
Uniquenesss
• os
Mapping your employment portfolio → Commitment HR
system ( core competencias)
employeeslnotunifuel internet) → Productivo based HR
•
Job based system
•
Contact Workers (not uniquel externa ) →
Comptiance based HR System(short term ) -
a Alliance partners (unique / externa 1) → Collaborative based HR System (hoy term) -
Evahatiy your HR system → The HR scorecard
-
's
1-
Identify your firm strategic performance drivers
°
2-
Euawateyourfirnisexternalaligmenttransletethestrateficperf into HR deliuerables .
Euawatetheeligment : HR desirables - St
.
perf .
drivers
3- Evaluarte HR deliverables
your firmó internet ahjment : HR practicas -
Evahating the dignment among the firm's HR practicas Building your ownhighperf organization → .
1- Customizinfyour HR scorecard :
sourcesfomp.edu/-rsHRdesirables-oEuawateeffectiveness
consistente
• 2- Being
3- Being specific
4- the
implementación of the
Following up on
redisign
, TOPIC 2 → Work
design
Job Aclivities that have dare
Design and took to be
•
a
•
Time and motion Studies
Job
Efficiency aproach Scientific management ( Taylorism)
°
Specification
-
→ →
( Foutcome) standarizationofprod process
a
Job
simplificaban
.
motq.EE#%aa/IIEEIIIIIes
Experience meemnssuness
Experienced responsability for outcomes
-
P s
Job characteristics Model the resultes
knoledge of
lo
( Score dimensions :)
Skill
• variety Task identity Task
significancefautonomy Feedback
{
Changa Job Tasks Job
enlagementtsob rotation
-
:
Increase responsability Job enrichment Participativa
-
: Voice
Create
emphgment teams : Work teams Parallel teems Project teomslself mangedteoms
-
Job
analysis
•
→
Tasks , duties and bilities expected to be
performed
responsa
|
•
Job description Summary of responsabilities and
: the
specific tasks ,
Working condilions .
a.
÷: ÷::÷÷÷÷÷÷÷÷÷÷÷:* . .. . . . . ..
. .. .
Job Observations / Intervienes
"
informativos : and diaries Questionaries Ocwpational network
Regulatory essential
°
issues
Identify essential and non job dukes
Job design and
employee safety
strategic management of employees
HR
management Set of activities designed makimize employee contributions to the archieuement
of organizationel goals
•
: to .
Workfonce planinf
{
Work
• design and
and
°
HR activities
Managing employee Emphoyee contributions competitiva advontage
Primary competencias
a
"
Managinf emplozee altitudes and behaviors
o 1- Infernal
ahjment ( consistente with one another)
Standars of good HRM 2- Externos
digment (organizational content)
A
•
3- Acceptence HR practicas
inuolvement )
4-
Effective implementaban (line managers
•
contributions ( workforcesegmentation )
^5 -
Aligned With
employee
Cost leadership st .
is
St
Challengers of HR Meeting organizacional damands Strategy
os
Differentiation .
r Size
Company charactaistics →
Stage of development
Distributiva
Organizationel culture Uawes and beliefs
Íznteraational
→
Procedurel
Employee concerns
"
•
Psycowticd
Job design
contact
{Justice
Work /
life balance
Environmental infwences °
Labor
force trends ( P Diversa )
Technology
°
°
Globabization
Off shorinf
"
Ethics and Social
Responsibility
•
Regulatory issues D
Legislativa laws
Externa aligment Synergy
• •
Combination
Deadly
Systems
o
Creatinf high performance HR HR system aligment Internet aligment
•
Infernal fit
"
npoweyullconections
→
'
HR with the
Aligning systems employees contributions
Managing the employment portfolio estrategia value is
transaccional relationships
Relation relelionships
Uniquenesss
• os
Mapping your employment portfolio → Commitment HR
system ( core competencias)
employeeslnotunifuel internet) → Productivo based HR
•
Job based system
•
Contact Workers (not uniquel externa ) →
Comptiance based HR System(short term ) -
a Alliance partners (unique / externa 1) → Collaborative based HR System (hoy term) -
Evahatiy your HR system → The HR scorecard
-
's
1-
Identify your firm strategic performance drivers
°
2-
Euawateyourfirnisexternalaligmenttransletethestrateficperf into HR deliuerables .
Euawatetheeligment : HR desirables - St
.
perf .
drivers
3- Evaluarte HR deliverables
your firmó internet ahjment : HR practicas -
Evahating the dignment among the firm's HR practicas Building your ownhighperf organization → .
1- Customizinfyour HR scorecard :
sourcesfomp.edu/-rsHRdesirables-oEuawateeffectiveness
consistente
• 2- Being
3- Being specific
4- the
implementación of the
Following up on
redisign
, TOPIC 2 → Work
design
Job Aclivities that have dare
Design and took to be
•
a
•
Time and motion Studies
Job
Efficiency aproach Scientific management ( Taylorism)
°
Specification
-
→ →
( Foutcome) standarizationofprod process
a
Job
simplificaban
.
motq.EE#%aa/IIEEIIIIIes
Experience meemnssuness
Experienced responsability for outcomes
-
P s
Job characteristics Model the resultes
knoledge of
lo
( Score dimensions :)
Skill
• variety Task identity Task
significancefautonomy Feedback
{
Changa Job Tasks Job
enlagementtsob rotation
-
:
Increase responsability Job enrichment Participativa
-
: Voice
Create
emphgment teams : Work teams Parallel teems Project teomslself mangedteoms
-
Job
analysis
•
→
Tasks , duties and bilities expected to be
performed
responsa
|
•
Job description Summary of responsabilities and
: the
specific tasks ,
Working condilions .
a.
÷: ÷::÷÷÷÷÷÷÷÷÷÷÷:* . .. . . . . ..
. .. .
Job Observations / Intervienes
"
informativos : and diaries Questionaries Ocwpational network
Regulatory essential
°
issues
Identify essential and non job dukes
Job design and
employee safety
