模块一现代人力资源管理与劳工关系PPT模板.pptVIP

Spring 2002 Spring 2002 Human Resources Management Industrial Relations HRIR 3021.1 2 University of Minnesota Spring 2002 A Term Session 1 Introduction Course Objective To present an overview of human resources management and industrial relations (labor relations), highlighting recent trends in HRM, the strategic and global perspective, and function-specific skill sets required of HR professionals. To introduce an HRM/IR model highlighting HR’s impact on business results with an emphasis on strategic perspective, not necessarily the specific tactical knowledge Introduction (continued) My expectations You will leave this course with an understanding of how HR IR impact business You will not leave this course being an expert in any one functional area of HR, such as Recruiting or Compensation. However, I do expect you to be able to make management-type decisions regarding HR practices Your Expectations Complete Expectations Worksheet Human Resources Management (HRM) Defined All management decisions and practices that directly affect or influence the people, human resources, who work for an organization Management of these human resources is critical to organization’s success because employees enable an org to achieve its goals “MN Model” Staffing, Training and Development Organization Behavior and Theory Compensation and Benefits Labor Market Analysis Labor Relations and Collective Bargaining Human Resources Management (HRM) Defined Key to understanding HRM: Orgs subject to external forces – economy, labor markets, legal requirements, actions by competitors Internal environment characterized by goals and values of mgmt, corporate culture, strategy, technology, org structure EEs perform jobs that result in job and organizational outcomes Jobs described in terms of requirements and rewards Job outcomes include performance, productivity, quality, satisfaction, and retention Industrial Relations (IR) Defined A part of the HRM function is establishing and maintaining