MANAGING HUMAN CAPITAL
MANAGING HUMAN CAPITAL
Lectures setting assessment: David Hall/Dr. Rajendra Kumar
Table of Contents
INTRODUCTION 3
LITERATURE REVIEWS 4
I- Definition of People Management 4
1. What is Personnel Management (PM)? 4
2. What is Human Resource Management (HRM) 4
3. The differences between PM and HRM 7
II Strategic Human Resource Management (SHRM) 8
1 What is Strategic Human Resource Management? 8
2 How does Human Resource’s function add incremental value to performance of Business as business transition from Personnel Management to SHRM? 9
CONCLUSION 16
REFERENCES 17
INTRODUCTION
Jeff Alef (2007) stated, “ Capital used to be a competitive advantages, but today, huge capital mobilization is easier than the past. Sometimes, technology creates business competitive advantages, even this is easy to target currently with globalization trend. For example: in financial industry and services, when product life circle is long, you can not keep long term advantages based on kind of products or services which you provides. The best advantage is human.”
Therefore, there is no doubt that fast changing technology and globalization increases competition in business environment. That enforces companies have to effort to make persistent competitive advantages based on core value, vision and mission for long term; not just competition in short term. Human resource is a vital part of business’ success. An organization even it has modern technology systems, quality service, solid and nice building and place but lack of human resources, it has to face a lot of challenges, be difficult to maintain and creates competitive advantages in the market. This points out that “ Human is people who creates differences between businesses”. However, if manager just focuses on developing Human resources without connecting to value, vision, compulsory, objectives, strategies of operations, all of efforts aimed developing will be wasted.
As a result, to achieve success in people management,
Lectures setting assessment: David Hall/Dr. Rajendra Kumar
Table of Contents
INTRODUCTION 3
LITERATURE REVIEWS 4
I- Definition of People Management 4
1. What is Personnel Management (PM)? 4
2. What is Human Resource Management (HRM) 4
3. The differences between PM and HRM 7
II Strategic Human Resource Management (SHRM) 8
1 What is Strategic Human Resource Management? 8
2 How does Human Resource’s function add incremental value to performance of Business as business transition from Personnel Management to SHRM? 9
CONCLUSION 16
REFERENCES 17
INTRODUCTION
Jeff Alef (2007) stated, “ Capital used to be a competitive advantages, but today, huge capital mobilization is easier than the past. Sometimes, technology creates business competitive advantages, even this is easy to target currently with globalization trend. For example: in financial industry and services, when product life circle is long, you can not keep long term advantages based on kind of products or services which you provides. The best advantage is human.”
Therefore, there is no doubt that fast changing technology and globalization increases competition in business environment. That enforces companies have to effort to make persistent competitive advantages based on core value, vision and mission for long term; not just competition in short term. Human resource is a vital part of business’ success. An organization even it has modern technology systems, quality service, solid and nice building and place but lack of human resources, it has to face a lot of challenges, be difficult to maintain and creates competitive advantages in the market. This points out that “ Human is people who creates differences between businesses”. However, if manager just focuses on developing Human resources without connecting to value, vision, compulsory, objectives, strategies of operations, all of efforts aimed developing will be wasted.
As a result, to achieve success in people management,
References: Becker, B. E., and Huselid, M. A. “High performance work systems and firm performance: A synthesis of research and managerial implications.” Research In Personnel and Human Resources Management. 1998, 16, 53-101. Beer, M., Spector, B., Lawrence, P.R., Quinn Mills, D. and Walton, R.E. (1984) Managing Human Assets. New York, NY: The Free Press Brech (2000) Guest, D.E. (1987) ‘Human resource management and industrial relations’, Journal of Management Studies 24(5), pp. 503–521. Guest, D.E. (1997) ‘Human resource management and performance: a review and research agenda’, International Journal of Human Resource Management 8(3), June, pp. 263–276. Hunt, J. (1999) ‘The shifting focus of the personnel function’, Personal Management 16(2), February, pp. 14–19. Flippo, E. B. (1985). Principle of Personnel Management. New York: McGraw-Hill Jackson, S Lawler, E. E., Mohrman, S. A. Creating a Strategic Human Resources Organization: An Assessment of Trends and New Directions. Palo Alto, CA. Stanford University Press, 2003. Lawler, E. E., Ulrich, D., Fitz-En, J. And Madden, J. Human Resources Business Process Outsourcing. San Francisco: Jossey Bass, 2004. Lawler, E Lev, B. Intangibles: Management, Measurement, and Reporting. Washington, D. C.: Brookings, 2001. Mohrman, A Ulrich, D. Human Resources Champions. Boston: Harvard Business School Press, 1997. Walton, R.E Wright, P., Dyer, L., and Takla, M. State-of-the-Art and Practice Council Report. New York: Human Resource Planning Society, 1999.