1. Human Resource Management
Kyaw Nu
Trainer of HRM

2. Our Strength is the Quality of Our People
Our People are Our Most Important Resource

3. Human Resource Management (HRM)
The design and application of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizational goals. This includes activities undertaken to attract, develop, and maintain an effective workforce.

4. Strategic Human Resource Management
Company Strategy
Attract an Effective Workforce
HRM Planning
Job Analysis
Recruiting
Selecting
Maintain an Effective Workforce
Develop an Effective Workforce
Wage and Salary
Benefits
Labor Relations
Termination
Training
Development
Appraisal
Source: Adopted from Daft, Richard. L (2003)

5. Matching Process of HRM
Company’s Needs
Strategic goals
Current and future competencies
Market changes
Employee turnover
Corporate culture
Employee Contribution
Ability
Education and experience
Commitment
Expertise and knowledge
Match with
Company’s Inducement
Pay and benefits
Meaningful work
Advancement
Training
Challenge
Employee’s Needs
Stage of career
Personal value
Promotion and aspiration
Outside interest
Family concerns
Match with

6. Porter and Lawler Motivation Model

7. Human Resource Management

8. Major Process in Human Resource Management
Human Resources Planning
Job and Work design
Organization improvement
Staffing
Human Resources
Protection and Representation
Compensation and Reward
Training and Development
Performance Appraisal and Review

9. The Changing Social Contract
New Contract
Old Contract
Job security
A cog in the machine
Knowing
Employability, personal responsibility
Partner in business improvement
Learning
Employee
Continuous learning, incentive compensation
Creative development opportunity
Challenging assignments
Information and resources
Employer
Traditional compensation package
Standard training programs
Routine jobs
Limited information

10. New Motivational Compensation Programs
Pay for Performance　(Merit Pay)
Skill-Based Pay
Gain Sharing
Employee Stock Ownership Plan (ESOP)
Lump-Sum Bonuses
Pay for Knowledge
Flexible Work Schedule
Team-based Compensation

11. Maslow’s Hierarchy of Needs
Content Theories
Maslow’s Hierarchy of Needs
opportunity for training, advancement, growth, and creativity
Education, religion, hobbies, personal growth
Self-Actualization
Needs
Recognition, high status, increased responsibilities
Approval of family, friends, community
Esteem Needs
Work groups, clients, coworkers, supervisors
Family, friends, community groups
Belongingness Needs
Safe work, fringe benefits, job security
Freedom from war, pollution, violence
Safety Needs
Physiological Needs
Heat, air, base salary
Food, water, oxygen

12. Herzberg’s Two-Factor Theory
Area of Satisfaction
Highly Satisfied
Motivator influence level of satisfaction
Motivators
Achievement
Recognition
Responsibility
Work itself
Personal Growth
Neither Satisfied nor Dissatisfied
Area of Dissatisfaction
Hygiene factors influence level of dissatisfaction
Hygiene factors
Working conditions
Pay and security
Company policies
Supervisors
Interpersonal relationship
Highly Dissatisfied
Source: Adopted from Daft, Richard. L (2003)

13. Maslow’s and Herzberg’s Ideas Compared

14. Job Performance, Selection Criteria, and Predictors

15. Human Resource Planning

16. Human Resource (HR) Planning
Human Resource (HR) Planning, which is the process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives.

17. HR Planning Process

18. External Environmental Factors Affecting Labor Supply for an Organization

19. COMPONENTS OF ORGANIZATIONAL CAPABILITIES INVENTORY
Individual employee demographics (age, length of service in the organization, time in present job)
Individual career progression (jobs held, time in each job, promotions or other job changes, pay rates)
Individual performance data (work accomplish ment, growth in skills)

20. COMPONENTS OF ORGANIZATIONAL CAPABILITIES INVENTORY
Education and training
Mobility and geographic preference
Specific aptitudes, abilities, and interests
Areas of interest and internal promotion ladders
Promotability ratings
Anticipated retirement

21. Estimating Internal Labor Supply

22. Linkage of Organizational and HR Strategies

23. Process Theories Equity Theory
Individuals’ perceptions of how fairly they are treated relative to others
Outcome (Pay, Recognition, Benefits, Promotions, etc)
Equity =
Input (Education, Experience, Effort, Ability, Expertise)

24. Reinforcement Theories
Anything that causes a given behavior to be repeated or inhibited
Types of Reinforcement
Positive Reinforcement
Negative Reinforcement (Avoidance Learning)
Punishment
Extinction

25. Changing Behavior with Reinforcement
Positive Reinforcement
Praise employees, recommend pay raise
Employee Increases Work Rate
Negative Reinforcement
Avoid negative statements
Slow Work Rate
(Supervisor request faster work)
Punishment
Make negative statement
Employees Continues Slow Work
Extinction
Withhold raises, pay, praises

26. Schedule of Reinforcement
Continuous
Reward given after each desired behavior
Praise
Rapid Extinction
Reinforcement
Partial Reinforcement
Fixed-Interval
Reward given at fixed time interval
Quarterly Bonus
Rapid Extinction
Fixed-ratio
Reward given at fixed amount of output
Piece rate
Rapid Extinction
Variable-interval
Reward given at variable time
Performance appraisal and award given at random time each month
Slow Extinction
Variable-ratio
Slow Extinction
Reward given at variable amount of output
Sales bonus tied to amount of sales volume

27. Job Design for Motivation
Job simplification
Worker A
Worker B
Worker C
Task 3
Task 1
Task 2

28. Job Design for Motivation
Job Rotation
Worker C
Worker A
Worker B
Task 3
Task 1
Task 2

29. Job Design for Motivation
Job Enlargement
Worker A
Task 3
Task 1
Task 2

30. THANKS FOR YOUR ATTENTION!