Description
plagiarism).
Submissions without this cover page will NOT be accepted.
Assignment Workload:
This Assignment comprises of a short Case.
Assignments are to be submitted by each student individually.
Assignment Purposes/Learning Outcomes:
After completion of Assignment twostudents will be able to understand the following LO’s
LO3: To demonstrate a thorough understanding of HR Strategic planning which includes effective job analysis, recruitment, and selection strategies.
LO4: To have the ability to deliver and communicate HR policies messages in a coherent and professional manner.
Read the case given below and answer the questions:
Having done well as a staff accountant in the accounts payable section of a major industrial firm for several years since his graduation from college, Faisal felt that he had learned much about the “ins” and “outs” of survival in an intensely bureaucratic organization. It is thus not surprising that he was relaxed and unconcerned about his circumstances at the company as he entered the employee lounge to attend the late-afternoon welcoming reception for his new supervisor.
The new manager of accounts payable, Amina, had been transferred to Faisal’s division from a similar position in another subsidiary of the company because of her proven talent for organizing and improving the efficiency of operations there. A no-nonsense type of manager, Amina was experienced and determined to perform her new assignment with the same vigour that had brought her so much success throughout her career.
At the reception, Amina circulated through the room, introducing herself to her new subordinates and asking each of them if they had any suggestions that would help make the payables section a better place to work. When she approached Faisal, he told her about something that had been on his mind lately: that people seemed to him to gain promotions and be given opportunities to work overtime based on who liked them, and not on the quality of their work. In reply, Amina politely stated that she would do everything that she could to see that whatever it was he was referring to would have no place in the team she would lead.
Upon his arrival at work the next day, Faisal received a phone call from Amina’s secretary asking that he meet with his new boss later that morning. He had barely entered her office for the meeting when she looked him straight in the eye and said, “I will not tolerate individuals in this organization who are not good team players. Yesterday afternoon you led me to believe that there are people in this office who are not acting in the best interests of the company, and I want to know who. I want you to tell me the names of the managers you were referring to note and keep me informed if you see anyone hurting this company, or I’ve got to think that maybe you are part of the problems around here.” Stunned by both the tone and content of her statement, Faisal quickly tried to think of a way to respond.
Questions
Q1. How should Faisal respond? Why? What assumptions form the basis for your decision? (2.5Marks)
Q2. What are the short- and long-term costs and benefits of each alternative for Faisal? (2.5Marks)
Q3. Do you think Amina is a good leader? If yes, then Why? (2.5Marks)
Q4. What would you do if you found yourself in a similar position at your job? (2.5Marks)
Answers:
1.
2.
3.
4
Unformatted Attachment Preview
المملكة العربية السعودية
وزارة التعليم
الجامعة السعودية اإللكترونية
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment Two
MGT211 (2ndTerm 2022-2023)
Due Date: 30/03/2024 @ 23:59
Course Name: HR Management
Student’s Name:
Course Code: MGT211
Student’s ID Number: S
Semester: Second
CRN:
Academic Year: 2023-2024, Second Term
For Instructor’s Use only
Instructor’s Name: Haifa Al-Harith
Students’ Grade:
/ 10
Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
•
•
This assignment is an individual assignment.
The Assignment must be submitted only in WORD format via the allocated
folder.
•
Assignments submitted through email will not be accepted.
•
Students are advised to make their work clear and well presented; marks may be
reduced for poor presentation. This includes filling in your information on the
cover page.
•
Students must mention question numbers clearly in their answers.
•
Late submission will NOT be accepted.
•
Avoid plagiarism, the work should be in your own words, copying from students
or other resources without proper referencing will result in ZERO marks. No
exceptions.
•
All answered must be typed using Times New Roman (size 12, double-spaced)
font. No pictures containing text will be accepted and will be considered
plagiarism).
Submissions without this cover page will NOT be accepted.
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
المملكة العربية السعودية
وزارة التعليم
الجامعة السعودية اإللكترونية
College of Administrative and Financial Sciences
Assignment Workload:
•
•
This Assignment comprises of a short Case.
Assignments are to be submitted by each student individually.
Assignment Purposes/Learning Outcomes:
After completion of Assignment two students will be able to understand the following
LO’s
LO3: To demonstrate a thorough understanding of HR Strategic planning which
includes effective job analysis, recruitment, and selection strategies.
LO4: To have the ability to deliver and communicate HR policies messages in a
coherent and professional manner.
Read the case given below and answer the questions:
Having done well as a staff accountant in the accounts payable section of a major
industrial firm for several years since his graduation from college, Faisal felt that he had
learned much about the “ins” and “outs” of survival in an intensely bureaucratic
organization. It is thus not surprising that he was relaxed and unconcerned about his
circumstances at the company as he entered the employee lounge to attend the lateafternoon welcoming reception for his new supervisor.
The new manager of accounts payable, Amina, had been transferred to Faisal’s division
from a similar position in another subsidiary of the company because of her proven talent
for organizing and improving the efficiency of operations there. A no-nonsense type of
manager, Amina was experienced and determined to perform her new assignment with
the same vigour that had brought her so much success throughout her career.
At the reception, Amina circulated through the room, introducing herself to her new
subordinates and asking each of them if they had any suggestions that would help make
the payables section a better place to work. When she approached Faisal, he told her
about something that had been on his mind lately: that people seemed to him to gain
promotions and be given opportunities to work overtime based on who liked them, and
not on the quality of their work. In reply, Amina politely stated that she would do
everything that she could to see that whatever it was he was referring to would have no
place in the team she would lead.
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
المملكة العربية السعودية
وزارة التعليم
الجامعة السعودية اإللكترونية
College of Administrative and Financial Sciences
Upon his arrival at work the next day, Faisal received a phone call from Amina’s
secretary asking that he meet with his new boss later that morning. He had barely
entered her office for the meeting when she looked him straight in the eye and said, “I
will not tolerate individuals in this organization who are not good team players.
Yesterday afternoon you led me to believe that there are people in this office who are not
acting in the best interests of the company, and I want to know who. I want you to tell me
the names of the managers you were referring to note and keep me informed if you see
anyone hurting this company, or I’ve got to think that maybe you are part of the problems
around here.” Stunned by both the tone and content of her statement, Faisal quickly tried
to think of a way to respond.
Questions
Q1. How should Faisal respond? Why? What assumptions form the basis for your
decision? (2.5Marks)
Q2. What are the short- and long-term costs and benefits of each alternative for Faisal?
(2.5Marks)
Q3. Do you think Amina is a good leader? If yes, then Why? (2.5Marks)
Q4. What would you do if you found yourself in a similar position at your job?
(2.5Marks)
Answers:
1.
2.
3.
4
CHAPTER 1
HUMAN RESOURCE MANAGEMENT:
GAINING A COMPETITIVE
ADVANTAGE
1 اﻟﻔﺻل
:ادارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ
اﻛﺗﺳﺎب ﻣﯾزة ﺗﻧﺎﻓﺳﯾﺔ
ﻣﻣﯾزات
Learning Objectives
أھداف اﻟﺗﻌﻠم
LO1-1 Discuss the roles and activities of a •
company’s human resource
management function. •
LO1-2 Discuss the implications of the economy, •
the makeup of the
labor force, and ethics for company sustainability. •
LO1-3 Discuss how human resource management •
affects a company’s
balanced scorecard. •
LO1-4 Discuss what companies should do to •
compete in the global
marketplace. •
LO1-5 Identify how social networking, artificial •
intelligence, and robotics
is influencing human resource management. •
LO1-6 Discuss human resource management •
practices that support
high-performance work systems. •
LO1-7 Provide a brief description of human •
resource management
practices. •
ﻧﺎﻗش أدوار وأﻧﺷطﺔ اﻟﻣوارد اﻟﺑﺷرﯾﺔLO1-1 •
ﻟﻠﺷرﻛﺔاﻟﻣﮭﺎم إﻻدارﯾﺔ
، ﻧﺎﻗش اﻵﺛﺎر اﻟﻣﺗرﺗﺑﺔ ﻋﻠﻰ اﻻﻗﺗﺻﺎدLO1-2 . •
. وأﺧﻼﻗﯾﺎت اﺳﺗداﻣﺔ اﻟﺷرﻛﺔ، وﺗرﻛﯾﺑﺎﻟﻘوى اﻟﻌﺎﻣﻠﺔ
ﻧﺎﻗش ﻛﯾف ﺗؤﺛر إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔLO1-3 •
ﻋﻠﻰ اﻟﺷرﻛﺔﺑطﺎﻗﺔ اﻟﺗﮭدﯾف اﻟﻣﺗوازن
ﻧﺎﻗش ﻣﺎ ﯾﺟب ﻋﻠﻰ اﻟﺷرﻛﺎت ﻓﻌﻠﮫLO1-4 •
ﻟﻠﻣﻧﺎﻓﺳﺔ ﻋﻠﻰ اﻟﻣﺳﺗوى اﻟﻌﺎﻟﻣﯾﺎﻟﻣﺗﺟر
ﺗﺣدﯾد ﻛﯾﻔﯾﺔ اﺳﺗﺧدام اﻟﺷﺑﻛﺎتLO1-5 •
اﻻﺟﺗﻣﺎﻋﯾﺔ واﻟذﻛﺎء اﻻﺻطﻧﺎﻋﻲ واﻟروﺑوﺗﺎﺗﯾؤﺛر
.ﻋﻠﻰ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ
ﻧﺎﻗش ﻣﻣﺎرﺳﺎت إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔLO1-6 •
اﻟﺗﻲ ﺗدﻋﻣﺄﻧظﻣﺔ ﻋﻣل ﻋﺎﻟﯾﺔ اﻷداء
ﻗدم وﺻﻔﺎ ً ﻣوﺟزا ً ﻹدارة اﻟﻣواردLO1-7 •
ahdaf altaelim’.اﻟﺑﺷرﯾﺔاﻟﻣﻣﺎرﺳﺎت
ﻣﻘدﻣﺔIntroduction
Human Resource •
Management
• plays a role in a •
company’s survival,
effectiveness, and
competitiveness •
• refers to the policies, •
practices, and systems
that influence
employees’ behavior,
attitudes, and
performance •
• ادارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ
• • ﯾﻠﻌب دوًرا ﻓﻲ ﺑﻘﺎء
اﻟﺷرﻛﺔ وﻓﻌﺎﻟﯾﺗﮭﺎ واﻟﻘدرة
اﻟﺗﻧﺎﻓﺳﯾﺔ
• • ﯾﺷﯾر إﻟﻰ اﻟﺳﯾﺎﺳﺎت
واﻟﻣﻣﺎرﺳﺎت واﻷﻧظﻣﺔ
اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ ﺳﻠوك
اﻟﻣوظﻔﯾن وﻣواﻗﻔﮭم وأداء
Figure 1.1 Human Resource
Management إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ1.1 اﻟﺷﻛل
• Practices
• اﻟﻣﻣﺎرﺳﺎت
What Responsibilities and Roles Do HR
ﻣﺎ ھﻲ اﻟﻣﺳؤوﻟﯾﺎت واﻷدوار اﻟﺗﻲ ﺗﻘوم ﺑﮭﺎ اﻟﻣوارد اﻟﺑﺷرﯾﺔ
• إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ ھﻲ وﺳﯾﻠﺔ
ﻟﻠﻣﺳﺎھﻣﺔ ﻓﻲ
• • اﻟرﺑﺣﯾﺔ
• • اﻟﺟودة
• • أھداف اﻟﻌﻣل اﻷﺧرى
• HRM is a means to
contribute to
• • profitability
• • quality
• • other business goals
What Responsibilities and Roles Do HR Departments Perform?
ﻣﺎ ھﻲ اﻟﻣﺳؤوﻟﯾﺎت واﻷدوار اﻟﺗﻲ ﺗﻘوم ﺑﮭﺎ اﻟﻣوارد اﻟﺑﺷرﯾﺔاﻹدارات أداء؟
• High-Impact HR functions
• • more integrated with the
business
• • more skilled at attracting
and retaining employees
• • can adapt quickly
• • identify and promote
talent from within
• • identify what motivates
employees
• • continuously building
talent and skills
• وظﺎﺋف اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻋﺎﻟﯾﺔ
اﻟﺗﺄﺛﯾر
• • أﻛﺛر ﺗﻛﺎﻣﻼً ﻣﻊ اﻷﻋﻣﺎل
• • أﻛﺛر ﻣﮭﺎرة ﻓﻲ ﺟذب اﻟﻣوظﻔﯾن
واﻻﺣﺗﻔﺎظ ﺑﮭم
• • ﯾﻣﻛن أن ﺗﺗﻛﯾف ﺑﺳرﻋﺔ
• • ﺗﺣدﯾد اﻟﻣواھب وﺗﻌزﯾزھﺎ ﻣن
اﻟداﺧل
• • ﺗﺣدﯾد ﻣﺎ ﯾﺣﻔز اﻟﻣوظﻔﯾن
• • ﺑﻧﺎء اﻟﻣواھب واﻟﻣﮭﺎرات ﺑﺷﻛل
ﻣﺳﺗﻣر
Table 1.1 Responsibilities of HR Departments
ﻣﺳؤوﻟﯾﺎت أﻗﺳﺎم اﻟﻣوارد اﻟﺑﺷرﯾﺔ1.1 اﻟﺟدول
• Analysis and design of work
• Recruitment and selection
• Training and development
• Performance management
• Compensation and benefits
• Employee relations/Labor
relations
• Personnel policies
• Employee data and information
systems
• Legal compliance
• Support for business strategy
• ﺗﺣﻠﯾل وﺗﺻﻣﯾم اﻟﻌﻣل
• اﻟﺗوظﯾف واﻻﺧﺗﯾﺎر
• ا ﻟ ﺗ د ر ﯾ ب وا ﻟ ﺗط وﯾر
• ادارة اﻷداء
• اﻟﺗﻌوﯾﺿﺎت واﻟﺣواﻓز
ﻋﻼﻗﺎت اﻟﻌﻣل/ • ﻋﻼﻗﺎت اﻟﻣوظﻔﯾن
• ﺳﯾﺎﺳﺎت ﺷؤون اﻟﻣوظﻔﯾن
• ﺑﯾﺎﻧﺎت اﻟﻣوظف وﻧظم اﻟﻣﻌﻠوﻣﺎت
• اﻻﻣﺗﺛﺎل اﻟﻘﺎﻧوﻧﻲ
• دﻋم اﺳﺗراﺗﯾﺟﯾﺔ اﻟﻌﻣل
Figure 1.2 HR as a Business with Three Product Lines
1 of 3
3 ﻣن1 اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻛﺷرﻛﺔ ذات ﺛﻼﺛﺔﺧطوط اﻹﻧﺗﺎج1.2 اﻟﺷﻛل
• 1. Administrative
Services and
Transactions
• Compensation, hiring,
staffing
• • Emphasis: Resource
efficiency and service
quality
اﻟﺧدﻣﺎت اﻹدارﯾﺔ.1 •
واﻟﻣﻌﺎﻣﻼت
• اﻟﺗﻌوﯾﺿﺎت واﻟﺗوظﯾف
واﻟﺗوظﯾف
ﻛﻔﺎءة اﻟﻣوارد:• • اﻟﺗرﻛﯾز
وﺟودة اﻟﺧدﻣﺔ
Figure 1.2 HR as a Business with Three Product Lines 2 of 3
3 ﻣن2 اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻛﺷرﻛﺔ ذات ﺛﻼﺛﺔ ﺧطوط اﻹﻧﺗﺎج1.2 اﻟﺷﻛل
• 2. Business Partner
Services Developing
effective HR systems
and helping implement
business plans, talent
management. •
Emphasis: Knowing the
business and exercising
influence – problem
solving, designing
effective systems to
ensure needed
competencies
ﺧدﻣﺎت ﺷرﻛﺎء اﻷﻋﻣﺎل.2 •
• ﺗطوﯾر أﻧظﻣﺔ اﻟﻣوارد اﻟﺑﺷرﯾﺔ
اﻟﻔﻌﺎﻟﺔ واﻟﻣﺳﺎﻋدةﺗﻧﻔﯾذ ﺧطط اﻟﻌﻣل
.وإدارة اﻟﻣواھب
ﻣﻌرﻓﺔ اﻷﻋﻣﺎل:• • اﻟﺗﺄﻛﯾد
ﺣل اﻟﻣﺷﻛﻼت- وﻣﻣﺎرﺳﺔاﻟﺗﺄﺛﯾر
واﻟﺗﺻﻣﯾم اﻟﻔﻌﺎﻷﻧظﻣﺔ ﻟﺿﻣﺎن
اﻟﻛﻔﺎءات اﻟﻣطﻠوﺑﺔ
Figure 1.2 HR as a Business with Three Product Lines 3 of 3
3 ﻣن3 اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻛﺷرﻛﺔ ذات ﺛﻼﺛﺔ ﺧطوط اﻹﻧﺗﺎج1.2 اﻟﺷﻛل
اﻟﺷرﯾك اﻻﺳﺗراﺗﯾﺟﻲ.3 •
Contributing to the
• اﻟﻣﺳﺎھﻣﺔ ﻓﻲ إﺳﺗراﺗﯾﺟﯾﺔ
business strategy based
اﻟﻌﻣل ﻋﻠﻰ أﺳﺎس اﻋﺗﺑﺎرات
on considerations of
human capital, business
، رأس اﻟﻣﺎل اﻟﺑﺷري
capabilities, readiness,
ﺔ
ﯾ
ز
ھ
ﺎ
ﺟ
ﻟ
ا
،
ﺔ
ﯾ
ر
ﺎ
ﺟ
ﺗ
ﻟ
ا
ت
ا
ر
د
ﻘ
ﻟ
ا
و
and developing HR
وﺗطوﯾر ﻣﻣﺎرﺳﺎت اﻟﻣوارد،
practices as strategic
اﻟﺑﺷرﯾﺔ ﻛﺎﺳﺗراﺗﯾﺟﯾﺔاﻟﺗﻔﺎﺿل
differentiators •
Emphasis: Knowledge of
د
ر
ا
و
ﻣ
ﻟ
ﺎ
ﺑ
ﺔ
ﻓ
ر
ﻌ
ﻣ
ﻟ
ا
:
ز
ﯾ
ﻛ
ر
ﺗ
ﻟ
ا
•
•
HR and of the business,
اﻟﻣﻧﺎﻓﺳﺔ، اﻟﺑﺷرﯾﺔ واﻷﻋﻣﺎل
competition, the market,
واﻟﺳوق واﺳﺗراﺗﯾﺟﯾﺎت اﻟﻌﻣل
and business strategies
• 3. Strategic Partner
Strategic Role of the HRM Function 1 of 12
12 ﻣن1 اﻟدور اﻻﺳﺗراﺗﯾﺟﻲ ﻟوظﯾﻔﺔ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ
• HRM Role
• Time spent on administrative
tasks is decreasing, roles
• as a strategic business
partner, change agent and
• employee advocate are
increasing.
• Shared service model
• • Includes centers of
expertise or excellence,
service centers,
• and business partners
• • Central place for
administrative and
transactional tasks
• دور إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ
• اﻟوﻗت اﻟذي ﯾﻘﺿﯾﮫ ﻓﻲ اﻟﻣﮭﺎم
، اﻹدارﯾﺔ آﺧذ ﻓﻲ اﻟﺗﻧﺎﻗص
اﻷدوارﻛﺷرﯾك ﺗﺟﺎري
وﻛﯾل ﺗﻐﯾﯾر، اﺳﺗراﺗﯾﺟﻲ
وﻣﺣﺎﻣﻲ اﻟﻣوظف آﺧذ ﻓﻲ
ﻧﻣوذج اﻟﺧدﻣﺔ اﻟﻣﺷﺗرﻛﺔ.اﻻزدﯾﺎد
• • ﺗﺷﻣل ﻣراﻛز اﻟﺧﺑرة أو اﻟﺗﻣﯾز
وﺷرﻛﺎء، ﻣراﻛز اﻟﺧدﻣﺔ،
اﻷﻋﻣﺎل
• • ﻣﻛﺎن ﻣرﻛزي ﻟﻠﻣﮭﺎم اﻹدارﯾﺔ
واﻟﻣﻌﺎﻣﻼت
Strategic Role of the HRM Function 2 of 12
اﻟدور اﻻﺳﺗراﺗﯾﺟﻲ ﻟوظﯾﻔﺔ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ 2ﻣن 12
• ﺗﻘﻧﯾﺔ
• ﺗﻘﻠﯾل دور إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ
ﻓﻲ اﻟﻣﮭﺎم اﻹدارﯾﺔ واﻟﻣﺣﺎﻓظﺔ
ﻋﻠﯾﮭﺎاﻟﺳﺟﻼت ،وﺗﻘدﯾم اﻟﺧدﻣﺔ
اﻟذاﺗﯾﺔ ﻟﻠﻣوظﻔﯾن
• • اﻟﺗﺣول إﻟﻰ اﻟﺧدﻣﺔ اﻟذاﺗﯾﺔ ﯾﺗﯾﺢ
ﻟﻠﻣوظﻔﯾن اﻟوﺻول إﻟﻰ اﻟﻌدﯾد
• ﻗﺿﺎﯾﺎ اﻟﻣوارد اﻟﺑﺷرﯾﺔ
• • ﻣدﯾري اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻟدﯾﮭم
اﻟﻣزﯾد ﻣن اﻟوﻗت ﻟﻠﻌﻣل ﻋﻠﻰ
اﻟﻣوظف
• ﻣﺳﺎﺋل
• Technology
• Reducing HRM role in
administrative tasks,
maintaining
• records, and providing
self-service to employees
• • Shift to self-service gives
employees access to
many
• HR issues
• • HR managers have more
time to work on employee
• issues
Strategic Role of the HRM Function 3 of 12
12 ﻣن3 اﻟدور اﻻﺳﺗراﺗﯾﺟﻲ ﻟوظﯾﻔﺔ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ
• Outsourcing
• Most commonly outsourced
activities
• • Benefits administration (e.g.,
flexible spending accounts,
• health plan eligibility status)
• • Relocation
• • Payroll
• Most common reason for
outsourcing
• • Cost savings
• • Increased ability to recruit and
manage talent
• • Improved HR service quality
• • Protection of the company from
potential lawsuits by
• standardizing processes such as
selection and recruitment
• اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ
• ﻣﻌظم اﻷﻧﺷطﺔ اﻟﺗﻲ ﯾﺗم اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر
ﺧﺎرﺟﯾﺔ ﻟﮭﺎ
ﺣﺳﺎﺑﺎت، • • إدارة اﻟﻔواﺋد )ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل
(ﺣﺎﻟﺔ أھﻠﯾﺔ اﻟﺧطﺔ اﻟﺻﺣﯾﺔ، اﻹﻧﻔﺎق اﻟﻣرﻧﺔ
• • اﻟﻧﻘل
ﻋﺎ ﻟﻼﺳﺗﻌﺎﻧﺔ
ً • • ﻛﺷف رواﺗﺑﺎﻟﺳﺑب اﻷﻛﺛر ﺷﯾو
ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ
• • ﺗوﻓﯾر ﻓﻲ اﻟﺗﻛﺎﻟﯾف
• • زﯾﺎدة اﻟﻘدرة ﻋﻠﻰ ﺗوظﯾف وإدارة اﻟﻣواھب
• • ﺗﺣﺳﯾن ﺟودة ﺧدﻣﺎت اﻟﻣوارد اﻟﺑﺷرﯾﺔ
• • ﺣﻣﺎﯾﺔ اﻟﺷرﻛﺔ ﻣن اﻟدﻋﺎوى اﻟﻘﺿﺎﺋﯾﺔ
اﻟﻣﺣﺗﻣﻠﺔﺗوﺣﯾد اﻟﻌﻣﻠﯾﺎت ﻣﺛل اﻻﺧﺗﯾﺎر
واﻟﺗوظﯾف
Strategic Role of the HRM Function 4 of 12
12 ﻣن4 اﻟدور اﻻﺳﺗراﺗﯾﺟﻲ ﻟوظﯾﻔﺔ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ
• Strategic Role
• • Lead efforts focused on
talent management and
• performance management
• • Take the lead in helping
companies attract, develop,
• and retain talent in order to
create global workforces
• • Use and analyze data to
make a business case for
• ideas and problem solutions
• اﻟدور اﻻﺳﺗراﺗﯾﺟﻲ
• • ﻗﯾﺎدة اﻟﺟﮭود اﻟﺗﻲ ﺗرﻛز ﻋﻠﻰ
إدارة اﻟﻣواھب وادارة اﻷداء
• • أﺧذ زﻣﺎم اﻟﻣﺑﺎدرة ﻓﻲ ﻣﺳﺎﻋدة
اﻟﺷرﻛﺎت ﻋﻠﻰ ﺟذب وﺗطوﯾر
• واﻻﺣﺗﻔﺎظ ﺑﺎﻟﻣواھب ﻣن أﺟل
ﺗﻛوﯾن ﻗوى ﻋﺎﻣﻠﺔ ﻋﺎﻟﻣﯾﺔ
• • اﺳﺗﺧدام وﺗﺣﻠﯾل اﻟﺑﯾﺎﻧﺎت ﻟﻌﻣل
دراﺳﺔ ﺟدوﯨﺎﻷﻓﻛﺎر وﺣﻠول
اﻟﻣﺷﺎﻛل
Table 1.2 Questions to Ask: Is HRM Playing a Strategic Role in the Business?
ھل ﺗﻠﻌب إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔدور اﺳﺗراﺗﯾﺟﻲ ﻓﻲ اﻷﻋﻣﺎل؟: أﺳﺋﻠﺔ ﯾﺟب طرﺣﮭﺎ1.2 اﻟﺟدول
• 1. What is HR doing to provide value-
added services to internal
• clients?
• 2. Do the actions of HR support and
align with business priorities?
• 3. How are you measuring the
effectiveness of HR?
• 4. How can we reinvest in employees?
• 5. What HRM strategy will we use to get
business from point A to B?
• 6. From an HR perspective, what should
we be doing to improve our
• marketplace position?
• 7. What’s the best change we can make
to prepare for the future?
• 8. Do we react to business problems or
anticipate them in advance?
ﻣﺎ اﻟذي ﺗﻔﻌﻠﮫ اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻟﺗﻘدﯾم ﺧدﻣﺎت.1 •
ذات ﻗﯾﻣﺔ ﻣﺿﺎﻓﺔ ﻟﻠداﺧﻠﯾﺔﻋﻣﻼء؟
ھل إﺟراءات اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﺗدﻋم وﺗﺗﻣﺎﺷﻰ.2 •
ﻣﻊ أوﻟوﯾﺎت اﻟﻌﻣل؟
ﻛﯾف ﺗﻘﯾس ﻓﻌﺎﻟﯾﺔ اﻟﻣوارد اﻟﺑﺷرﯾﺔ؟.3 •
ﻛﯾف ﯾﻣﻛﻧﻧﺎ إﻋﺎدة اﻻﺳﺗﺛﻣﺎر ﻓﻲ اﻟﻣوظﻔﯾن؟.4 •
ﻣﺎ ھﻲ اﺳﺗراﺗﯾﺟﯾﺔ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻟﺗﻲ.5 •
ﺳﻧﺳﺗﺧدﻣﮭﺎ ﻟﻠﺣﺻول ﻋﻠﻰ اﻷﻋﻣﺎل ﻣن اﻟﻧﻘطﺔ أ
إﻟﻰ اﻟﻧﻘطﺔ ب؟
ﻣﺎ اﻟذي ﯾﺟب أن، ﻣن ﻣﻧظور اﻟﻣوارد اﻟﺑﺷرﯾﺔ.6 •
ﻧﻔﻌﻠﮫ ﻟﺗﺣﺳﯾﻧﻣوﻗﻊ اﻟﺳوق؟
ﻣﺎ ھو أﻓﺿل ﺗﻐﯾﯾر ﯾﻣﻛﻧﻧﺎ إﺟراؤه ﻟﻼﺳﺗﻌداد.7 •
ﻟﻠﻣﺳﺗﻘﺑل؟
ھل ﻧﺗﻔﺎﻋل ﻣﻊ ﻣﺷﺎﻛل اﻟﻌﻣل أو ﻧﺗوﻗﻌﮭﺎ ﻣﺳﺑﻘًﺎ؟8 •
Strategic Role of the HRM Function 5 of 12
اﻟدور اﻻﺳﺗراﺗﯾﺟﻲ ﻟوظﯾﻔﺔ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ 5ﻣن 12
• إظﮭﺎر اﻟﻘﯾﻣﺔ اﻻﺳﺗراﺗﯾﺟﯾﺔ ﻹدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ:
اﻟﻣوارد اﻟﺑﺷرﯾﺔاﻟﺗﺣﻠﯾﻼت واﻟﻣوارد اﻟﺑﺷرﯾﺔ
اﻟﻣﺳﺗﻧدة إﻟﻰ اﻷدﻟﺔ
• • ﯾﻣﻛن ﻟﻠﻣوارد اﻟﺑﺷرﯾﺔ اﻟﻣﺷﺎرﻛﺔ ﻓﻲ اﻟﻣوارد
اﻟﺑﺷرﯾﺔ اﻟﻘﺎﺋﻣﺔ ﻋﻠﻰ اﻷدﻟﺔ
• • ﯾﺗطﻠب اﺳﺗﺧدام ﺗﺣﻠﯾﻼت اﻟﻣوارد اﻟﺑﺷرﯾﺔ أو
اﻟﻘوى اﻟﻌﺎﻣﻠﺔ
• • اﻟﺑﯾﺎﻧﺎت اﻟﻛﺑﯾرة
• • اﻟﻣﻌﻠوﻣﺎت اﻟﻣدﻣﺟﺔ ﻣن ﻗواﻋد ﺑﯾﺎﻧﺎت اﻟﻣوارد
اﻟﺑﺷرﯾﺔ واﻟﻣﺎﻟﯾﺔ ﻟﻠﺷرﻛﺎﺗﺎﻟﺑﯾﺎﻧﺎت ،واﺳﺗطﻼﻋﺎت
اﻟﻣوظﻔﯾن ،وﻣﺻﺎدر اﻟﺑﯾﺎﻧﺎت اﻷﺧرى
• • اﻟﻧﺗﯾﺟﺔ ﻓﻲ ﻗرارات اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻟﻘﺎﺋﻣﺔ ﻋﻠﻰ
اﻷدﻟﺔ
• • أظﮭر أن ﻣﻣﺎرﺳﺎت اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﺗؤﺛر ﻋﻠﻰ
ﻗﺎع اﻟﻣﻧظﻣﺔﺑﻣﺎ ﻓﻲ ذﻟك اﻷرﺑﺎح واﻟﺗﻛﺎﻟﯾف
• Demonstrating the Strategic Value
of HRM: HR
• Analytics and Evidenced-Based HR
• • HR can engage in evidence-based
HR
• • Requires the use of HR or
Workforce Analytics
• • Big data
• • Information merged from HR
databases, corporate financial
• statements, employee surveys, and
other data sources
• • Result in evidence-based HR
decisions
• • Show that HR practices influence
the organization’s bottom
• line, including profits and costs
Strategic Role of the HRM Function 6 of 12
اﻟدور اﻻﺳﺗراﺗﯾﺟﻲ ﻟوظﯾﻔﺔ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ 6ﻣن 12
• ﻣﮭﻧﺔ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ:
اﻟﻣﻧﺎﺻب واﻟوظﺎﺋف
• • ﺗﺷﻣل اﻷﻧﺷطﺔ اﻷﺳﺎﺳﯾﺔ أداء
اﻟﻣوارد اﻟﺑﺷرﯾﺔدور ﻋﺎم
• • ﯾﺷﺎرك ﻋدد أﻗل ﻣن
اﻟﻣﺗﺧﺻﺻﯾن ﻓﻲ اﻟﻣوارد اﻟﺑﺷرﯾﺔ
ﻓﻲ اﻟﻣوارد اﻟﺑﺷرﯾﺔ
• اﻟﻌﻣل ﻋﻠﻰ اﻟﻣﺳﺗوى اﻟﺗﻧﻔﯾذي
ﻟﻠﺷرﻛﺔ ،اﻟﺗدرﯾب واﻟﺗطوﯾر ،
• اﺳﺗﺷﺎرات اﻟﻣوارد اﻟﺑﺷرﯾﺔ ،
واﻷﻧﺷطﺔ اﻹدارﯾﺔ
• The HRM Profession:
Positions and Jobs
• • Primary activities involve
performing the HR
• generalist role
• • Fewer HR professionals
are involved in the HR
• function at the executive
level of the company,
• training and development,
HR consulting, and
• administrative activities
Table 1.3 Median Salaries for HRM Positions
ﻣﺗوﺳط اﻟرواﺗب ﻟوظﺎﺋف إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ1.3 اﻟﺟدول
• POSITION SALARY
• Top HR executive $240,206
• Global HR manager 121,095
• Management development manager
117,114
• Health and safety manager 101,872
• Employee benefits manager 95,244
• HR manager 95,267
• Mid-level labor relations specialist
83,974
• Campus recruiter 64,725
• Entry-level HRIS specialist 54,233
• HR generalist 51,180
• Entry-level compensation analyst
56,267
• Entry-level employee training
specialist 48,286
• راﺗب اﻟوظﯾﻔﺔ
240206 • أﻋﻠﻰ ﻣﺳؤول ﺗﻧﻔﯾذي ﻟﻠﻣوارد اﻟﺑﺷرﯾﺔ
دوﻻر
121095 • ﻣدﯾر اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻟﻌﺎﻟﻣﻲ
117114 • ﻣدﯾر اﻟﺗطوﯾر اﻻداري
101،872 • ﻣدﯾر اﻟﺻﺣﺔ واﻟﺳﻼﻣﺔ
95244 • ﻣدﯾر ﻣزاﯾﺎ اﻟﻣوظﻔﯾن
95267 • ﻣدﯾر ﻣوارد ﺑﺷرﯾﺔ
83.974 • أﺧﺻﺎﺋﻲ ﻋﻼﻗﺎت ﻋﻣل ﻣﺗوﺳط اﻟﻣﺳﺗوى
64725 • اﻟﻣﺟﻧد ﻓﻲ اﻟﺣرم اﻟﺟﺎﻣﻌﻲ
54.233 ﻣﺑﺗدئHRIS • أﺧﺻﺎﺋﻲ
51.180 • اﺧﺗﺻﺎﺻﻲ ﻣوارد ﺑﺷرﯾﺔ
56267 • ﻣﺣﻠل ﺗﻌوﯾﺿﺎت ﻣﺑﺗدﺋﺔ
48286 • أﺧﺻﺎﺋﻲ ﺗدرﯾب اﻟﻣوظﻔﯾن اﻟﻣﺑﺗدﺋﯾن
Strategic Role of the HRM Function 7 of 12
اﻟدور اﻻﺳﺗراﺗﯾﺟﻲ ﻟوظﯾﻔﺔ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ 7ﻣن 12
• اﻟﺗﻌﻠﯾم و اﻟﺧﺑرة
• ﺷﮭﺎدة ﺟﺎﻣﻌﯾﺔ أو دراﺳﺎت ﻋﻠﯾﺎ ﻓﻲ
اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻟﻣدة أرﺑﻊ ﺳﻧواﺗدور
ﻛﺑﯾر ﻓﻲ اﻟﻣوارد اﻟﺑﺷرﯾﺔ
• • ﺗطوﯾر ودﻋم ﺛﻘﺎﻓﺔ اﻟﺷرﻛﺔ.
• • ﺗﻌﯾﯾن اﻟﻣوظﻔﯾن واﻻﺣﺗﻔﺎظ ﺑﮭم
واﻟﻣﺷﺎرﻛﺔ
• • ﻣﺧططﺎت ﻧﺎﺟﺣﺔ
• • ﺗﺻﻣﯾم اﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣوارد اﻟﺑﺷرﯾﺔ
اﻟﻌﺎﻣﺔ ﻟﻠﺷرﻛﺔ
• Education and
Experience
• Four-year college or
graduate HR degree
• Senior HR role
• • Developing and
supporting the company
culture,
• • Employee recruitment,
retention and engagement
• • Succession planning
• • Designing the company’s
overall HR strategy
Strategic Role of the HRM Function 8 of 12
12 ﻣن8 اﻟدور اﻻﺳﺗراﺗﯾﺟﻲ ﻟوظﯾﻔﺔ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ
• Education and
Experience continued
• • Junior HR role
• • Handle transactions
related to paperwork,
benefits and
• payroll administration
• • Answering employee
questions
• • Data management
• • Professional
certification
• اﺳﺗﻣر اﻟﺗﻌﻠﯾم واﻟﺧﺑرة
• • دور اﻟﻣوارد اﻟﺑﺷرﯾﺔ
اﻟﻣﺑﺗدﺋﯾن
• • اﻟﺗﻌﺎﻣل ﻣﻊ اﻟﻣﻌﺎﻣﻼت
اﻟﻣﺗﻌﻠﻘﺔ ﺑﺎﻷﻋﻣﺎل اﻟورﻗﯾﺔ
واﻟﻔواﺋد وإدارة اﻟرواﺗب
• • اﻹﺟﺎﺑﺔ ﻋﻠﻰ أﺳﺋﻠﺔ
اﻟﻣوظف
• • إدارة اﻟﺑﯾﺎﻧﺎت
• • ﺷﮭﺎدة اﺣﺗراف
Strategic Role of the HRM Function 9 of 12
اﻟدور اﻻﺳﺗراﺗﯾﺟﻲ ﻟوظﯾﻔﺔ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ 9ﻣن 12
• اﻟﻛﻔﺎءات واﻟﺳﻠوﻛﯾﺎت
• ﻣﻌظم اﻟﻣﺗﺧﺻﺻﯾن ﻓﻲ
إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ ھم
ﻋﻣوﻣﻲ
• وﻧﺗﻔﺗﻘر إﻟﻰ اﻟﻔطﻧﺔ اﻟﺗﺟﺎرﯾﺔ
• ﺗﺣﺗﺎج ﺗﺳﻌﺔ ﻛﻔﺎءات ﺗم
ﺗطوﯾرھﺎ ﺑواﺳطﺔ SHRM
• Competencies and
Behaviors
• Most HRM professionals
are generalists
• Lack business acumen
• Need nine competencies
developed by SHRM
Strategic Role of the HRM Function 10 of 12
12 ﻣن10 اﻟدور اﻻﺳﺗراﺗﯾﺟﻲ ﻟوظﯾﻔﺔ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ
• Nine Competencies
• 1. HR Technical Expertise and
Practice
• Apply the principles of HRM to
contribute to the success of the
• business
• 2. Business Acumen
• Understand business functions and
metrics within the
• organization and industry
• 3. Critical Evaluation
• Interpret information to determine
return on investment and
• organizational impact in making
recommendations and
• business decisions
• ﺗﺳﻊ ﻛﻔﺎءات
اﻟﺧﺑرة واﻟﻣﻣﺎرﺳﺔ اﻟﻔﻧﯾﺔ ﻟﻠﻣوارد.1 •
ا ﻟ ﺑﺷر ﯾﺔ
• ﺗط ﺑ ﯾق ﻣ ﺑ ﺎد ئ إ د ا ر ة ا ﻟ ﻣ وا ر د ا ﻟ ﺑﺷر ﯾﺔ
ﻟﻠﻣﺳﺎھﻣﺔ ﻓﻲ ﻧﺟﺎح اﻋﻣﺎل
اﻟﻔطﻧﺔ اﻟﺗﺟﺎرﯾﺔﻓﮭم وظﺎﺋف اﻟﻌﻣل.2 •
واﻟﻣﻘﺎﯾﯾس داﺧﻼﻟﺗﻧظﯾم واﻟﺻﻧﺎﻋﺔ
اﻟﺗﻘﯾﯾم اﻟﻧﻘدﯾﺗﻔﺳﯾر اﻟﻣﻌﻠوﻣﺎت.3 •
ﻟﺗﺣدﯾد اﻟﻌﺎﺋد ﻋﻠﻰ اﻻﺳﺗﺛﻣﺎر واﻟﺗﺄﺛﯾر
اﻟﺗﻧظﯾﻣﻲ ﻓﻲ ﺗﻘدﯾم اﻟﺗوﺻﯾﺎت وﻗرارات
اﻟﻌﻣ ل
Strategic Role of the HRM Function 11 of 12
12 ﻣن11 اﻟدور اﻻﺳﺗراﺗﯾﺟﻲ ﻟوظﯾﻔﺔ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ
• Nine Competencies continued
• 4. Ethical Practice
• Integrate core values, integrity, and
accountability throughout all
• organizational and business
practices
• 5. Global and Cultural Effectiveness
• Manage HR both within and across
boundaries
• 6. Communications
• Effectively exchange and create a
free flow of information with
• and among various stakeholders at
all levels of the organization
• to produce meaningful outcomes
• ﺗﺳﻊ ﻛﻔﺎءات ﯾﺗﺑﻊ
اﻟﻣﻣﺎرﺳﺔ اﻷﺧﻼﻗﯾﺔ.4 •
• دﻣﺞ اﻟﻘﯾم اﻷﺳﺎﺳﯾﺔ واﻟﻧزاھﺔ واﻟﻣﺳﺎءﻟﺔ ﻓﻲ
ﺟﻣﯾﻊ أﻧﺣﺎءاﻟﻣﻣﺎرﺳﺎت اﻟﺗﻧظﯾﻣﯾﺔ واﻟﺗﺟﺎرﯾﺔ
اﻟﻔﻌﺎﻟﯾﺔ اﻟﻌﺎﻟﻣﯾﺔ واﻟﺛﻘﺎﻓﯾﺔ إدارة اﻟﻣوارد.5 •
اﻟﺑﺷرﯾﺔ داﺧل وﻋﺑر اﻟﺣدود
اﻻﺗﺻﺎﻻت.6 •
• اﻟﺗﺑﺎدل اﻟﻔﻌﺎل وإﻧﺷﺎء اﻟﺗدﻓق اﻟﺣر ﻟﻠﻣﻌﻠوﻣﺎت
ﻣﻌوﺑﯾن ﻣﺧﺗﻠف أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ ﻋﻠﻰ ﺟﻣﯾﻊ
ﻣﺳﺗوﯾﺎت اﻟﻣﻧظﻣﺔ
• ﻟﺗﺣﻘﯾق ﻧﺗﺎﺋﺞ ذات ﻣﻐزى
Strategic Role of the HRM Function 12 of 12
12 ﻣن12 اﻟدور اﻻﺳﺗراﺗﯾﺟﻲ ﻟوظﯾﻔﺔ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ
• Nine Competencies continued
• 7. Organizational Leadership and
Navigation
• Direct initiatives and processes
within the organization and gain
• buy-in from stakeholders
• 8. Consultation
• Provide guidance to stakeholders
such as employees and
• leaders seeking expert advice on a
variety of circumstances
• and situations
• 9. Relationship Management
• Manage interactions with and
between others with the specific
• goal of providing service and
organizational success
• ﺗﺳﻊ ﻛﻔﺎءات ﯾﺗﺑﻊ
اﻟﻘﯾﺎدة اﻟﺗﻧظﯾﻣﯾﺔ واﻟﻣﻼﺣﺔ.7 •
اﻟﻣﺑﺎدرات واﻟﻌﻣﻠﯾﺎت اﻟﻣﺑﺎﺷرة داﺧل
اﻟﻣﻧظﻣﺔ واﻟﻣﻛﺎﺳب ﺷراء ﻣن أﺻﺣﺎب
اﻟﻣﺻﻠﺣﺔ
اﻟﺗﺷﺎورﺗﻘدﯾم اﻟﺗوﺟﯾﮫ ﻷﺻﺣﺎب.8 •
اﻟﻣﺻﻠﺣﺔ ﻣﺛل اﻟﻣوظﻔﯾن وﯾﺳﻌﻰ اﻟﻘﺎدة
ﻟﻠﺣﺻول ﻋﻠﻰ ﻣﺷورة اﻟﺧﺑراء ﺑﺷﺄن
ﻣﺟﻣوﻋﺔ ﻣﺗﻧوﻋﺔ ﻣن اﻟظروﻓواﻟﻣواﻗف
إدارة اﻟﻌﻼﻗﺎﺗﺈدارة اﻟﺗﻔﺎﻋﻼت ﻣﻊ.9 •
وﺑﯾن اﻵﺧرﯾن ﻣﻊ اﻟﻣﺣدداﻟﮭدف ﻣن
ﺗﻘدﯾم اﻟﺧدﻣﺔ واﻟﻧﺟﺎح اﻟﺗﻧظﯾﻣﻲ
Figure 1.4
1.4 ﺷﻛل
• Competitive
Challenges
Influencing U.S.
Companies
• ﻣ ﻧﺎ ﻓ س
• اﻟﺗﺣدﯾﺎت
• اﻟﺗﺄﺛﯾر ﻓﻲ اﻟوﻻﯾﺎت اﻟﻣﺗﺣدة
• اﻟﺷرﻛﺎت
Competitive Challenges Influencing Human اﻟﺗﺣدﯾﺎت اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ اﻹﻧﺳﺎن
Resource Management 1 of 25 25 ﻣن1 إدارة اﻟﻣوارد
• Competing Through
Sustainability
• Sustainability relates to
social responsibility
• Also refers to the
company’s ability to meet
its needs
• without sacrificing the
ability of future generations
to
• meet their needs
• • Company must meet the
needs of stakeholders
• اﻟﺗﻧﺎﻓس ﻣن ﺧﻼل اﻻﺳﺗداﻣﺔ
• اﻻﺳﺗداﻣﺔ ﺗﺗﻌﻠق ﺑﺎﻟﻣﺳؤوﻟﯾﺔ
اﻻﺟﺗﻣﺎﻋﯾﺔ
ﺿﺎ إﻟﻰ ﻗدرة اﻟﺷرﻛﺔ
ً • ﯾ ﺷ ﯾ ر أﯾ
ﻋﻠﻰ ﺗﻠﺑﯾﺔ اﺣﺗﯾﺎﺟﺎﺗﮭﺎ دون
اﻟﺗﺿﺣﯾﺔ ﺑﻘدرة اﻷﺟﯾﺎل
اﻟﻘﺎدﻣﺔ
• ﺗﻠﺑﯾﺔ اﺣﺗﯾﺎﺟﺎﺗﮭم
• • ﯾﺟب ﻋﻠﻰ اﻟﺷرﻛﺔ ﺗﻠﺑﯾﺔ
اﺣﺗﯾﺎﺟﺎت أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ
Competitive Challenges Influencing Human اﻟﺗﺣدﯾﺎت اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ اﻹﻧﺳﺎن
Resource Management 2 of 25 25 ﻣن2 إدارة اﻟﻣوارد
Sustainability includes the •
ability to
Deal with economic and •
social changes
Practice environmental •
responsibility
Engage in responsible and •
ethical business practices
Provide high-quality products •
and services
Put in place methods to •
determine if the company is
meeting stakeholders’ needs •
• ﺗﺷﻣل اﻻﺳﺗداﻣﺔ اﻟﻘدرة ﻋﻠﻰ
اﻟﺗﻌﺎﻣل
• ﻣﻊ اﻟﺗﻐﯾرات اﻻﻗﺗﺻﺎدﯾﺔ واﻻﺟﺗﻣﺎﻋﯾﺔ
• ﻣﻣﺎرﺳﺔ اﻟﻣﺳؤوﻟﯾﺔ اﻟﺑﯾﺋﯾﺔ
• اﻻﻧﺧراط ﻓﻲ ﻣﻣﺎرﺳﺎت اﻷﻋﻣﺎل
اﻟﻣﺳؤوﻟﺔ واﻷﺧﻼﻗﯾﺔ
• ﺗﻘدﯾم ﻣﻧﺗﺟﺎت وﺧدﻣﺎت ﻋﺎﻟﯾﺔ اﻟﺟودة
• ﺿﻊ طرﻗًﺎ ﻟﺗﺣدﯾد ﻣﺎ إذا ﻛﺎﻧت اﻟﺷرﻛﺔ
ﻛذﻟك ﺗﻠﺑﯾﺔ اﺣﺗﯾﺎﺟﺎت أﺻﺣﺎب
اﻟﻣﺻﻠﺣﺔ
Competitive Challenges Influencing Humanاﻟﺗﺣدﯾﺎت اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ اﻹﻧﺳﺎن إ
25 ﻣن3 ا دارة اﻟﻣواردResource Management 3 of 25
• Deal with the Workforce and
Employment
• Implications of the Economy
• • Skill demands for jobs have
changed
• • Remaining competitive in a global
economy requires
• demanding work hours and
changes in traditional
• employment patterns
• • The economy is not growing
although unemployment
• rate is below 5%
• • Wage growth has been uneven
• • Labor productivity fell in 2009
• اﻟﺗﻌﺎﻣل ﻣﻊ اﻟﻘوى اﻟﻌﺎﻣﻠﺔ واﻟﺗوظﯾف
• اﻵﺛﺎر اﻟﻣﺗرﺗﺑﺔ ﻋﻠﻰ اﻻﻗﺗﺻﺎد
•• • ﺗﻐﯾرت ﻣﺗطﻠﺑﺎت اﻟﻣﮭﺎرة ﻟﻠوظﺎﺋف
ﯾﺗطﻠب اﺳﺗﻣرار اﻟﻣﻧﺎﻓﺳﺔ ﻓﻲ
اﻻﻗﺗﺻﺎد اﻟﻌﺎﻟم
• ﯾﺗﺗطﻠب ﺳﺎﻋﺎت ﻋﻣل وﺗﻐﯾﯾرات
ﺗﻘﻠﯾدﯾﺔ أﻧﻣﺎط اﻟﺗوظﯾف
• • اﻻﻗﺗﺻﺎد ﻻ ﯾﻧﻣو ﻋﻠﻰ اﻟرﻏم ﻣن
٪5 اﻟﺑطﺎﻟﺔ ﻣﻌدل أﻗل ﻣن
• • ﻛﺎن ﻧﻣو اﻷﺟور ﻣﺗﻔﺎوﺗﺎ ً• اﻧﺧﻔﺿت
2009 إﻧﺗﺎﺟﯾﺔ اﻟﻌﻣل ﻓﻲ ﻋﺎم
Competitive Challenges Influencing Human اﻟﺗﺣدﯾﺎت اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ اﻹﻧﺳﺎن
25 ﻣن5 إدارة اﻟﻣواردResource Management 5 of 25
• Labor Force and Employment
Characteristics
• • Population is the most
important factor in determining
• the size and composition of the
labor force
• • Growth is slowing
• • Labor force is aging
• • Diversity is increasing
• • Service sector is growing
• • Education is important to meet
job requirements
• • Shortage of qualified
candidates
• ﻗوة اﻟﻌﻣل وﺧﺻﺎﺋص اﻟﺗوظﯾف
• • اﻟﺳﻛﺎن ھم أھم ﻋﺎﻣل ﻓﻲ ﺗﺣدﯾد ﺣﺟم
وﺗﻛوﯾن اﻟﻘوى اﻟﻌﺎﻣﻠﺔ
• • اﻟﻧﻣو ﯾﺗﺑﺎطﺄ
• • ﻗوة اﻟﻌﻣل ﺗﺗﻘدم ﻓﻲ اﻟﺳن
• • اﻟﺗﻧوع آﺧذ ﻓﻲ اﻻزدﯾﺎد
• • ﻗطﺎع اﻟﺧدﻣﺎت ﯾﻧﻣو
• • اﻟﺗﻌﻠﯾم ﻣﮭم ﻟﺗﻠﺑﯾﺔ ﻣﺗطﻠﺑﺎت اﻟوظﯾﻔﺔ
• • ﻧﻘص اﻟﻣرﺷﺣﯾن اﻟﻣؤھﻠﯾن
Competitive Challenges Influencing Human اﻟﺗﺣدﯾﺎت اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ اﻹﻧﺳﺎن
Resource Management 4 of 2525 ﻣن4 إدارة اﻟﻣوارد
• HR practices that enhance
labor productivity
• Improving the design of
work and the use of
technology
• Upskilling employees
through training
• Managing performance
and compensation to
incentivize
• and motivate workers to
work smarter and harder
• Raising pay and focus on
learning
• ﻣﻣﺎرﺳﺎت اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻟﺗﻲ
ﺗﻌزز إﻧﺗﺎﺟﯾﺔ اﻟﻌﻣل
• ﺗﺣﺳﯾن ﺗﺻﻣﯾم اﻟﻌﻣل واﺳﺗﺧدام
اﻟﺗﻛﻧوﻟوﺟﯾﺎ
• رﻓﻊ ﻣﮭﺎرات اﻟﻣوظﻔﯾن ﻣن ﺧﻼل
اﻟﺗدرﯾب
• إدارة اﻷداء واﻟﻣﻛﺎﻓﺂت
ﻟﻠﺗﺣﻔﯾزوﺗﺣﻔﯾز اﻟﻌﺎﻣﻠﯾن ﻋﻠﻰ
اﻟﻌﻣل ﺑذﻛﺎء
• وأﺻﻌب رﻓﻊ اﻷﺟور واﻟﺗرﻛﯾز
ﻋﻠﻰ اﻟﺗﻌﻠم
Competitive Challenges Influencing Human اﻟﺗﺣدﯾﺎت اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ اﻹﻧﺳﺎن
Resource Management 6 of 25 25 ﻣن6 إدارة اﻟﻣوارد
• Understand and Enhance
the Value Placed on
• Intangible Assets and
Human Capital
• Three types of assets
• • Financial assets (cash
and securities)
• • Physical assets (property,
plant, equipment)
• • Intangible assets
• ﻓﮭم وﺗﻌزﯾز اﻟﻘﯾﻣﺔ اﻟﻣوﺿوﻋﺔ ﻋﻠﻰ
• اﻷﺻول ﻏﯾر اﻟﻣﻠﻣوﺳﺔ ورأس
اﻟﻣﺎل اﻟﺑﺷري
• ﺛﻼﺛﺔ أﻧواع ﻣن اﻷﺻول
• • اﻷﺻول اﻟﻣﺎﻟﯾﺔ )اﻟﻧﻘدﯾﺔ
(واﻷوراق اﻟﻣﺎﻟﯾﺔ
• • ا ﻷ ﺻو ل ا ﻟ ﻣ ﺎدﯾ ﺔ )ا ﻟ ﻣ ﻣ ﺗ ﻠ ﻛ ﺎت
(واﻵﻻت واﻟﻣﻌدات
• • اﻷﺻول ﻏﯾر اﻟﻣﻠﻣوﺳﺔ
Table 1.6 Examples of Intangible Assets 1 of 2
2 ﻣن1 أﻣﺛﻠﺔ ﻋﻠﻰ اﻷﺻول ﻏﯾر اﻟﻣﻠﻣوﺳﺔ1.6 اﻟﺟدول
• Human capital
• • Tacit knowledge
• • Education
• • Work-related know-
how
• • Work-related
competence
• Customer capital
• • Customer relationships
• • Brands
• • Customer loyalty
• • Distribution channels
• رأس اﻟﻣﺎل اﻟﺑﺷري
• • اﻟﻣﻌرﻓﺔ اﻟﺿﻣﻧﯾﺔ
• • اﻟﺗﻌﻠﯾم
• • اﻟﻣﻌرﻓﺔ اﻟﻣﺗﻌﻠﻘﺔ ﺑﺎﻟﻌﻣل
• • اﻟﻛﻔﺎءة اﻟﻣﺗﻌﻠﻘﺔ ﺑﺎﻟﻌﻣل
• رأس ﻣﺎل اﻟﻌﻣﯾل
• • ﻋﻼﻗﺎت اﻟﻌﻣﻼء
• • اﻟﻌﻼﻣﺎت اﻟﺗﺟﺎرﯾﺔ
• • وﻻء اﻟﻌﻣﯾل
• • ﻗﻧوات اﻟﺗوزﯾﻊ
Table 1.6 Examples of Intangible Assets 2 of 2
2 ﻣن2 أﻣﺛﻠﺔ ﻋﻠﻰ اﻷﺻول ﻏﯾر اﻟﻣﻠﻣوﺳﺔ1.6 اﻟﺟدول
• Social capital
• • Corporate culture
• • Management
• philosophy
• • Management
• practices
• • Informal networking
• systems
• • Coaching/mentoring
• relationships
• Intellectual capital
• • Patents
• • Copyrights
• • Trade secrets
• • Intellectual property
• اﻟرأﺳﻣﺎﻟﯾﺔ اﻻﺟﺗﻣﺎﻋﯾﺔ
• • ﺛﻘﺎﻓﺔ اﻟﺷرﻛﺔ• إدارة ﻓﻠﺳﻔﺔ
• • إدارةاﻟﻣﻣﺎرﺳﺎت
• • ا ﻟ ﺷﺑﻛ ﺎت ﻏﯾر ا ﻟ رﺳﻣ ﯾﺔ
• أ ﻧظ ﻣ ﺔ
• • ا ﻟ ﺗ د ر ﯾ ب وا ﻟ ﺗوﺟ ﯾﮫ
• اﻟﻌﻼﻗﺎت
• رأس اﻟﻣﺎل اﻟﻔﻛري
• • ﺑراءات اﻻﺧﺗراع
• • ﺣﻘوق اﻟﺗﺄﻟﯾف واﻟﻧﺷر
• • اﻷﺳرار اﻟﺗﺟﺎرﯾﺔ
• • اﻟﻣﻠﻛﯾﺔ اﻟﻔﻛرﯾﺔ
Competitive Challenges Influencing Human اﻟﺗﺣدﯾﺎت اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ اﻹﻧﺳﺎن
Resource Management 7 of 25 25 ﻣن7 إدارة اﻟﻣوارد
• Understand and Enhance the
Value Placed on
• Intangible Assets and Human
Capital continued
• Knowledge workers
• • Contribute specialized
knowledge
• • Share knowledge and
collaborate on solutions
• • In demand because
companies need their skills and
jobs
• requiring them are growing
• ﻓﮭم وﺗﻌزﯾز اﻟﻘﯾﻣﺔ اﻟﻣوﺿوﻋﺔ ﻋﻠﻰ
• ﺗﺎﺑﻊ اﻷﺻول ﻏﯾر اﻟﻣﻠﻣوﺳﺔ
ورأس اﻟﻣﺎل اﻟﺑﺷرﯾﻌﻣﺎل اﻟﻣﻌرﻓﺔ
• • اﻟﻣﺳﺎھﻣﺔ ﺑﺎﻟﻣﻌرﻓﺔ اﻟﻣﺗﺧﺻﺻﺔ
• • ﺗﺑﺎدل اﻟﻣﻌرﻓﺔ واﻟﺗﻌﺎون ﻓﻲ
إﯾﺟﺎد اﻟﺣﻠول
• • ﻣطﻠوب ﻷن اﻟﺷرﻛﺎت ﺗﺣﺗﺎج
إﻟﻰ ﻣﮭﺎراﺗﮭﺎ ووظﺎﺋﻔﮭﺎ
• ﺗﺗطﻠب ﻣﻧﮭم ﺗزاﯾد
Competitive Challenges Influencing Human اﻟﺗﺣدﯾﺎت اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ اﻹﻧﺳﺎن
Resource Management 8 of 25 25 ﻣن8 إدارة اﻟﻣوارد
• Emphasize
Empowerment and
Continuous
• Learning
• Give employees
responsibility and
authority
• Hold them accountable
• Employees share in the
rewards and losses
• Learning organization
• اﻟﺗﺄﻛﯾد ﻋﻠﻰ اﻟﺗﻣﻛﯾن اﻟﻣﺳﺗﻣر
• ﺗﻌﻠم
• اﻣﻧﺢ اﻟﻣوظﻔﯾن اﻟﻣﺳؤوﻟﯾﺔ
واﻟﺳﻠطﺔ
• ﺣﻣﻠﮭم اﻟﻣﺳؤوﻟﯾﺔ
• ﯾﺷﺗرك اﻟﻣوظﻔون ﻓﻲ
اﻟﻣﻛﺎﻓﺂت واﻟﺧﺳﺎﺋر
• ﻣﻧظﻣﺔ ﺗﻌﻠﯾﻣﯾﺔ
Competitive Challenges Influencing Human اﻟﺗﺣدﯾﺎت اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ اﻹﻧﺳﺎن
Resource Management 9 of 25 25 ﻣن9 إدارة اﻟﻣوارد
• Adapt to Change
• • Inevitable
• • Employees expected
to take more
responsibility for
• their own careers
• • Challenge is how to
build a committed,
productive
• workforce
• اﻟﺗﻛﯾف ﻣﻊ اﻟﺗﻐﯾﯾر
• • اﻟﻣﺣﺗوم
• • ﯾﺗوﻗﻊ اﻟﻣوظﻔون ﺗﺣﻣل اﻟﻣزﯾد
ﻣن اﻟﻣﺳؤوﻟﯾﺔﺣﯾﺎﺗﮭم اﻟﻣﮭﻧﯾﺔ
، • • اﻟﺗﺣدي ھو ﻛﯾﻔﯾﺔ ﺑﻧﺎء ﻣﻠﺗزم
ﻣﻧﺗﺞ اﻟﻘوى اﻟﻌﺎﻣﻠﺔ
Competitive Challenges Influencing Human اﻟﺗﺣدﯾﺎت اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ اﻹﻧﺳﺎن
Resource Management 10 of 25 25 ﻣن10 إدارة اﻟﻣوارد
Maximize Employee •
Engagement
Passionate about his or her •
work
Committed to the company •
and its mission
Works hard to contribute •
Measured with attitude or •
opinion surveys
• ﺗﻌظﯾم ﻣﺷﺎرﻛﺔ اﻟﻣوظﻔﯾن
• ﺷﻐوف ﺑﻌﻣﻠﮫ أو ﻋﻣﻠﮭﺎﻣﻠﺗزﻣون
ﺑﺎﻟﺷرﻛﺔ ورﺳﺎﻟﺗﮭﺎ
• ﯾﻌﻣل ﺑﺟد ﻟﻠﻣﺳﺎھﻣﺔ
• ﯾﻘﺎس ﺑﺎﺳﺗطﻼﻋﺎت اﻟرأي أو
اﻟﻣواﻗف
•
•
•
Table 1.7 Common Themes of Employee Engagement
اﻟﻣوﺿوﻋﺎت اﻟﻣﺷﺗرﻛﺔ ﻹﺷراك اﻟﻣوظﻔﯾن1.7 اﻟﺟدول
1. Pride in employer •
2. Satisfaction with employer •
3. Satisfaction with the job •
4. Opportunity to perform •
challenging work
5. Recognition and positive •
feedback
6. Personal support from manager •
7. Effort above and beyond the •
minimum
8. Understand link between one’s •
job and company’s
mission •
9. Prospects for future growth with •
the company
10. Intention to stay with the •
company
اﻟﻛﺑرﯾﺎء ﻓﻲ ﺻﺎﺣب اﻟﻌﻣل.1 •
اﻟرﺿﺎ ﻋن ﺻﺎﺣب اﻟﻌﻣل.2 •
اﻟرﺿﺎ ﻋن اﻟوظﯾﻔﺔ.3 •
ﻓرﺻﺔ ﻷداء اﻟﻌﻣل اﻟﺻﻌب.4 •
اﻻﻋﺗراف وردود اﻟﻔﻌل اﻹﯾﺟﺎﺑﯾﺔ.5 •
اﻟدﻋم اﻟﺷﺧﺻﻲ ﻣن اﻟﻣدﯾر.6 •
ﺟﮭد ﯾﺗﺟﺎوز اﻟﺣد اﻷدﻧﻰ.7 •
ﻓﮭم اﻟﺻﻠﺔ ﺑﯾن وظﯾﻔﺔ اﻟﻔرد وﻋﻣل.8 •
ا ﻟ ﺷر ﻛ ﺔ ﻣ ﮭ ﻣ ﺔ
آﻓﺎق اﻟﻧﻣو اﻟﻣﺳﺗﻘﺑﻠﻲ ﻣﻊ اﻟﺷرﻛﺔ.9 •
ﻧﯾﺔ اﻟﺑﻘﺎء ﻣﻊ اﻟﺷرﻛﺔ.10 •
Competitive Challenges Influencing Human اﻟﺗﺣدﯾﺎت اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ اﻹﻧﺳﺎن
Resource Management 11 of 25 25 ﻣن11 إدارة اﻟﻣوارد
• Manage Talent
• • Acquiring and
assessing employees
• • Learning and
development
• • Performance
management
• • Compensation
• إدارة اﻟﻣواھب
• • اﻛﺗﺳﺎب وﺗﻘﯾﯾم
اﻟﻣوظﻔﯾن
• • اﻟﺗﻌﻠم و اﻟﺗطوﯾر
• • ادارة اﻷداء
• • ﺗﻌوﯾﺿﺎت
Competitive Challenges Influencing Human اﻟﺗﺣدﯾﺎت اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ اﻹﻧﺳﺎن
Resource Management 12 of 25 25 ﻣن12 إدارة اﻟﻣوارد
• Consider Nontraditional
Employment and the
• Gig Economy
• • Between 20-35% of the
total U.S. workforce
• • Workers set their own
schedule and do not
work for a
• company
• • Offers flexibility
• اﻟﻧظر ﻓﻲ اﻟﺗوظﯾف ﻏﯾر اﻟﺗﻘﻠﯾدي
واﻗﺗﺻﺎد اﻟﺣﻔﻠﺔ
ﻣن إﺟﻣﺎﻟﻲ٪35-20 • • ﻣﺎ ﺑﯾن
اﻟﻘوى اﻟﻌﺎﻣﻠﺔ ﻓﻲ اﻟوﻻﯾﺎت اﻟﻣﺗﺣدة
• • ﯾﺣدد اﻟﻌﻣﺎل ﺟدوﻟﮭم اﻟزﻣﻧﻲ
اﻟﺧﺎص وﻻ ﯾﻌﻣﻠون ﻣن أﺟل أﺷرﻛﺔ
• • ﺗوﻓر اﻟﻣروﻧﺔ
Competitive Challenges Influencing Human اﻟﺗﺣدﯾﺎت اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ اﻹﻧﺳﺎن
Resource Management 13 of 25 25 ﻣن13 إدارة اﻟﻣوارد
• Provide Flexibility to Help
Employees Meet Work
• and Life Demands
• • 46% of employees work more than
45 hours per week
• • Only half of employees in the U.S.
believe they have
• the flexibility they need to
successfully manage their
• work and personal or family lives
• • Solution: flexible work schedules,
work-at-home
• arrangements, protecting
employees’ free time, and
• more productively using employees’
work time
• ﺗوﻓﯾر اﻟﻣروﻧﺔ ﻟﻣﺳﺎﻋدة اﻟﻣوظﻔﯾن ﻋﻠﻰ
ﺗﻠﺑﯾﺔ اﻟﻌﻣﻠوﻣﺗطﻠﺑﺎت اﻟﺣﯾﺎة
ﻣن اﻟﻣوظﻔﯾن ﯾﻌﻣﻠون أﻛﺛر ﻣن٪46 • •
ﺳﺎﻋﺔ ﻓﻲ اﻷﺳﺑوع45
• • ﻓﻘط ﻧﺻف اﻟﻣوظﻔﯾن ﻓﻲ اﻟوﻻﯾﺎت
اﻟﻣﺗﺣدة ﯾﻌﺗﻘدون أن ﻟدﯾﮭﻣﺎﻟﻣروﻧﺔ اﻟﺗﻲ
ﯾﺣﺗﺎﺟون إﻟﯾﮭﺎ ﻹدارةاﻟﻌﻣل واﻟﺣﯾﺎة
اﻟﺷﺧﺻﯾﺔ أو اﻟﻌﺎﺋﻠﯾﺔ
واﻟﻌﻣل، ﺟداول ﻋﻣل ﻣرﻧﺔ:• • اﻟﺣل
وﺣﻣﺎﯾﺔ وﻗت، ﻓﻲ اﻟﻣﻧزﻻﻟﺗرﺗﯾﺑﺎت
وأﻛﺛر إﻧﺗﺎﺟﯾﺔ، ﻓراغ اﻟﻣوظﻔﯾن
ﺑﺎﺳﺗﺧدام وﻗت ﻋﻣل اﻟﻣوظﻔﯾن
Competitive Challenges Influencing Human اﻟﺗﺣدﯾﺎت اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ اﻹﻧﺳﺎن
Resource Management 14 of 25 25 ﻣن14 إدارة اﻟﻣوارد
• Meet the Needs of
Stakeholders, Shareholders,
• Customers, Employees, and
Community
• Demonstrate performance to
stakeholders: the
• balanced scorecard
• • Being customer-focused
• • Improving quality
• • Emphasizing teamwork
• • Reducing new product and
service development times
• • Managing for the long te
