(Mt) – MGT 211 SEU Bilal Human Resource Management Case Discussion

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College of Administrative and Financial Sciences Assignment Two Human Resource Management (MGT211) Deadline: 12/11/2022 @ 23:59 Course Name: Human Resource Management Course Code:MGT211 Student’s Name: Semester: First CRN: Student’s ID Number: S Academic Year:2022-23 For Instructor’s Use only Instructor’s Name: Students’ Grade: /15 Level of Marks: High/Middle/Low Instructions – PLEASE READ THEM CAREFULLY • The Assignment must be submitted on Blackboard (WORD format only) via 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 your information on the cover page. • Students must mention question number clearly in their answer. • 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. Assignment Workload: • This Assignment comprise of a short Case. • Assignment is to be submitted by each student individually. Assignment Purposes/Learning Outcomes: After completion of Assignment two students will able to understand the following LOs: LO3: To demonstrate a thorough understanding of an 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 coherent and professional manner. LO5: To have the ability to carry out objective and scientific analysis of employees’ performance management. LO6: To be able to identify and describe the needs of the parties involved in labor relations, and how these needs are balanced. Read the case given and answer the questions: Bilal, director of human resources for STARZ and Hussain, store manager for the new Dammam branch store, are sitting on the beach, sipping coffee, and watching the sun set over the Corniche. Bilal salutes his cup to Hussain, “We had a great first week!” Hussain agrees, “Waleed and Omar couldn’t have done it better themselves! They’re proud of us, I think.” Bilal leans back in his chair, “Great guys. I can’t believe they only stayed down here two days before turning us loose on our own. How did they start this? How did they get this way?” Hussain, Waleed’s son-in-law, says, “Sarah [Waleed’s daughter] tells a good story. Seems Waleed and Omar have known each other since grade school. They played baseball, football, basketball, stickball. They went fishing, camping, and exploring caves together. They loved all the games. Both had to have other people around to admire them, to be with them. Waleed was happy if everyone played. Omar was happy when they won, especially when they won big. They kept in touch through college, marriage, and kids. They played on community teams and were big in Little League coaching, stuff like that. “When they were about 45 years old, they had all the fame and fortune they wanted and decided to give their childhood another try. Waleed left a job as a radio-television marketing and promotions manager. Omar was a structural engineer for an auto manufacturer. They first started STARZ as a sporting equipment store and used equipment swap for middle-school and high-school teams when their own kids were that age. Sarah remembers getting used softball equipment from the old store.” Bilal stares at the water. “Wonder what I’ll be doing when I hit the big four-O? I could see myself still at STARZ! I like all the people, and I think people are important. Sports, fitness, balance, are all part of what is important to me. I’m okay with not a lot of money. What about you?” Hussain looks at him. “I think I’ll own the business by then. I know how it could be more profitable. We could give leaner commissions and cut some of the benefits. I think it could be a lot bigger. Take on the major franchises. I’d like that. Maybe change the name to HUSSAIN STARZ!” Assignment Questions: M.M.15 1. Define career and success for Hussain, Bilal, Waleed, and Omar. (3 Marks) 2. Trace career stages for each of them. (3Marks) 3. What career and employee development activities should Waleed and Omar provide for Hussain and Bilal? (3Marks) 4. Identify Holland vocational preferences for Hussain, Bilal, Waleed, and Omar. (3Marks) 5. Suggest career management strategies that Hussain and Bilal could utilize (3Marks) Answers: 1. 2. 3. 4. 5. @@@@@@@@ Machine Translated by Google Because learning changes everything. ‫ﺘﻌﻠﻢﻳﻐﻴﺮ ﻛﻞ ﺷ ﻲء‬ ‫ﻷن اﻟ‬ ® 1 ‫اﻟﻔﺼﻞ‬ Chapter 1 ‫ﺒﺸﺮﻳ ﺔ‬ ‫اﻟﻤﻮارد اﻟ‬ Human Resource Management: Gaining a Competitive Advantage ‫ﺘ ﺴﺎ ب أ‬ ‫ اﻛ‬:‫اﻹدارة‬ ‫ﻣﻴﺰةﺗﻨﺎﻓ ﺴﻴ ﺔ‬ ‫ﺒﺸﺮﻳ ﺔ‬ ‫ادارة اﻟﻤﻮارد اﻟ‬ Human Resource Management Gaining A Competitive Advantage ‫ﺜﺎﻧ ﻲ ﻋﺸﺮ‬ ‫اﻹﺻﺪار اﻟ‬ TWELFTH EDITION ‫ﺘ ﺴﺎ ب ﻣﻴﺰةﺗﻨﺎﻓ ﺴﻴ ﺔ‬ ‫اﻛ‬ ، ‫ﺑﺎري ﺟﻴﺮ ﻫﺎر ت‬ ، ‫ﺒﻴﻚ‬ ‫ ﺟﻮن ﻫﻮﻟﻴﻨ‬، ‫رﻳﻤﻮﻧﺪ ﻧﻮي‬ ‫ﺗﺮﻳﻚ راﻳ ﺖ‬ ‫ﺑﺎ‬ Raymond Noe, John Hollenbeck, Barry Gerhart, Patrick Wright .‫ﺘﺨﺪام اﻟﻤﻌﻠﻢ ﻓ ﻲ اﻟﻔﺼﻞ اﻟﺪراﺳ ﻲ‬ ‫ﺑﻬﺎ ﻓﻘﻂ ﻻﺳ‬ ‫ ﻣﺼﺮح‬.‫ ﻛﻞ اﻟﺤﻘﻮق ﻣﺤﻔﻮﻇ ﺔ‬.‫ ©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬2021 © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill. McGraw Hill. ‫ﺒﻘ ﺔ ﻣﻦ‬ ‫ﺘﻮزﻳﻊ اﻹﺿﺎﻓ ﻲ دون ﻣﻮاﻓﻘ ﺔ ﺧﻄﻴ ﺔ ﻣ ﺴ‬ ‫ﺘﻨ ﺴﺎخ أو اﻟ‬ ‫ﺑﺎﻻﺳ‬ ‫ُﺴﻤﺢ‬ ‫ﻻﻳ‬ Machine Translated by Google 1 ‫ﺘﻌﻠﻢ‬ ‫أ ﻫﺪاف اﻟ‬ Learning Objectives 1 .‫ﺒﺸﺮﻳ ﺔ ﻟﻠﺸﺮﻛ ﺔ‬ ‫ﻧﺎﻗ ﺶ أدوار وأﻧﺸﻄ ﺔ وﻇﻴﻔ ﺔ إدارة اﻟﻤﻮارد اﻟ‬LO 1-1 LO 1-1 Discuss the roles and activities of a company’s human resource management function. LO 1-2 Discuss the implications of the economy, the makeup of the labor force, and ethics for company sustainability. .‫ﺘﺪاﻣ ﺔ اﻟﺸﺮﻛ ﺔ‬ ‫ﺗﻜﻮﻳﻦ اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔ واﻷﺧﻼﻗﻴﺎ ت ﻋﲆ اﺳ‬ ‫ﺘﺼﺎد و‬ ‫ﻧﺎﻗ ﺶ اﻧﻌﻜﺎﺳﺎ ت اﻻﻗ‬LO 1-2 LO 1-3 Discuss how human resource management affects a company’s balanced scorecard. .‫ﺘﻮازن ﻟﻠﺸﺮﻛ ﺔ‬ ‫ﺑﻄﺎﻗ ﺔ اﻷداء اﻟﻤ‬ ‫ﺒﺸﺮﻳ ﺔ ﻋﲆ‬ ‫ﺛﺮ إدارة اﻟﻤﻮارد اﻟ‬ ‫ﻧﺎﻗ ﺶ ﻛﻴﻒﺗﺆ‬LO 1-3 .‫ﻧﺎﻗ ﺶ ﻣﺎﻳﺠ ﺐ ﻋﲆ اﻟﺸﺮﻛﺎ ت ﻓﻌﻠﻪ ﻟﻠﻤﻨﺎﻓ ﺴ ﺔ ﻓ ﻲ اﻟ ﺴﻮق اﻟﻌﺎﻟﻤﻴ ﺔ‬LO 1-4 LO 1-4 Discuss what companies should do to compete in the global marketplace. © McGraw Hill 2 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 2 Machine Translated by Google 2 ‫ﺘﻌﻠﻢ‬ ‫أ ﻫﺪاف اﻟ‬ Learning Objectives 2 ‫ﺗﺎ ت ﻋﲆ إدارة‬ ‫ﺑﻮ‬ ‫ﺒﻜﺎ ت ةيعام تجالاواﻟﺬﻛﺎء اﻻﺻﻄﻨﺎﻋ ﻲ واﻟﺮو‬ ‫ﺛﺮ اﻟﺸ‬ ‫ﺣﺪد ﻛﻴﻒﺗﺆ‬LO 1-5 LO 1-5 Identify how social networking, artificial intelligence, and robotics are influencing human resource management. . ‫ﺒﺸﺮﻳ ﺔ‬ ‫اﻟﻤﻮارد اﻟ‬ .‫ﺗﺎ ت أنﺗﻐﻴﺮ اﻟﻮﻇﺎﺋﻒ‬ ‫ﺑﻮ‬ ‫ﺘﺨﺪام اﻟﺬﻛﺎء اﻻﺻﻄﻨﺎﻋ ﻲ واﻟﺮو‬ ‫ﺑﺎﺳ‬ ‫ﺘﺔ‬ ‫ﺗﻤ‬ ‫ ﺻﻒ ﻛﻴﻒﻳﻤﻜﻦ ﻟﻸ‬LO 1-6 LO 1-6 Describe how automation using artificial intelligence and robotics has the potential to change jobs. ‫ﺘﻲ‬ ‫ﺒﺸﺮﻳ ﺔ اﻟ‬ ‫ﻧﺎﻗ ﺶ ﻣﻤﺎرﺳﺎ ت إدارة اﻟﻤﻮارد اﻟ‬LO 1-7 LO 1-7 Discuss human resource management practices that support high-performance work systems. .‫دﻋﻢ أﻧﻈﻤ ﺔ اﻟﻌﻤﻞ ﻋﺎﻟﻴ ﺔ اﻷداء‬ .‫ﺒﺸﺮﻳ ﺔ‬ ‫ﻗﺪم وﺻ ًﻔﺎ ﻣﻮﺟ ًﺰا ﻟﻤﻤﺎرﺳﺎ ت إدارة اﻟﻤﻮارد اﻟ‬LO 1-8 LO 1-8 Provide a brief description of human resource management practices. © McGraw Hill 3 3 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google ‫ﻣﻘﺪﻣ ﺔ‬ Introduction (HRM) ‫ﺒﺸﺮﻳ ﺔ‬ ‫إدارة اﻟﻤﻮارد اﻟ‬ Human Resource Management (HRM) ‫ﺘﻬﺎ و‬ ‫ﺑﻘﺎء اﻟﺸﺮﻛ ﺔ وﻓﻌﺎﻟﻴ‬ ‫•ﻳﻠﻌ ﺐ دو ًرا ﻓ ﻲ‬ • Plays a role in company’s survival, effectiveness, and competitiveness. .‫ﺘﻨﺎﻓ ﺴﻴ ﺔ‬ ‫اﻟﻘﺪرة اﻟ‬ • Refers to the policies, practices, and systems that influence employees’ behavior, attitudes, and performance. © McGraw Hill ‫ﺘﻲ‬ ‫•ﻳﺸﻴﺮ إﱃ اﻟ ﺴﻴﺎﺳﺎ ت واﻟﻤﻤﺎرﺳﺎ ت واﻷﻧﻈﻤ ﺔ اﻟ‬ .‫ﺛﺮ ﻋﲆﺳﻠﻮك اﻟﻤﻮﻇﻔﻴﻦ وﻣﻮاﻗﻔﻬﻢ وأداﺋﻬﻢ‬ ‫ﺗﺆ‬ 4 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 4 Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﻣﻤﺎرﺳﺎ ت إدارة اﻟﻤﻮارد اﻟ‬1.1 ‫اﻟﺸﻜﻞ‬ Figure 1.1 Human Resource Management Practices © McGraw Hill 5 5 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ ؟‬ ‫ﺘ ﻲﺗﺆدﻳﻬﺎ أﻗ ﺴﺎم اﻟﻤﻮارد اﻟ‬ ‫ﻣﺎ ﻫ ﻲ اﻟﻤ ﺴﺆوﻟﻴﺎ ت واﻷدوار اﻟ‬ What Responsibilities and Roles Do HR Departments Perform? 1 ‫ﺛﻴﺮ‬ ‫ﺘﺄ‬ ‫ﺒﺸﺮﻳ ﺔ ﻋﺎﻟﻴ ﺔ اﻟ‬ ‫وﻇﺎﺋﻒ اﻟﻤﻮارد اﻟ‬ High-Impact HR Functions ‫ﺜﺮﺗﻜﺎﻣ ﻼ ً ﻣﻊ اﻷﻋﻤﺎل‬ ‫•أﻛ‬ • More integrated with the business ‫ﺒﻘﺎء اﻟﻤﻮﻇﻔﻴﻦ‬ ‫ﺘ‬ ‫•اﻟﻤﻬﺮة ﻓ ﻲ ﺟﺬ ب واﺳ‬ • Skilled at attracting and retaining employees ‫ﺑ ﺴﺮﻋ ﺔ‬ ‫ﺘﻜﻴﻒ‬ ‫•ﻳﻤﻜﻦ أنﺗ‬ • Can adapt quickly ‫ﺗﻌﺰﻳﺰ اﻟﻤﻮا ﻫ ﺐ ﻣﻦ اﻟﺪاﺧﻞ‬ ‫ﺗﺤﺪﻳﺪ و‬ • • Identify and promote talent from within ‫ﺗﺤﺪﻳﺪ ﻣﺎﻳﺤﻔﺰ اﻟﻤﻮﻇﻔﻴﻦ‬ • • Identify what motivates employees ‫ﺘﻤﺮ‬ ‫ﺑﺸﻜﻞ ﻣ ﺴ‬ ‫ﺑﻨﺎء اﻟﻤﻮا ﻫ ﺐ واﻟﻤﻬﺎرا ت‬ • • Continuously building talent and skills LO 1-1 © McGraw Hill 1-1 ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﻤﻌﻠﻮﻣﺎ ت‬ 6 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 6 Machine Translated by Google 2 ‫ﺒﺸﺮﻳ ﺔ ؟‬ ‫ﺘ ﻲﺗﺆدﻳﻬﺎ أﻗ ﺴﺎم اﻟﻤﻮارد اﻟ‬ ‫ﻣﺎ ﻫ ﻲ اﻟﻤ ﺴﺆوﻟﻴﺎ ت واﻷدوار اﻟ‬ What Responsibilities and Roles Do HR Departments Perform? 2 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﻣ ﺴﺆوﻟﻴﺎ ت ﻗ ﺴﻢ اﻟﻤﻮارد اﻟ‬ HR Department Responsibilities • Outplacement ‫ﺘﻨ ﺴﻴ ﺐ اﻟﺨﺎرﺟ ﻲ‬ ‫•اﻟ‬ • Labor law compliance ‫ﺜﺎل ﻟﻘﺎﻧﻮن اﻟﻌﻤﻞ‬ ‫ﺘ‬ ‫•اﻻﻣ‬ ‫•ﺣﻔﻆ اﻟ ﺴﺠﻼ ت‬ • Record keeping ‫ﺒﺎرا ت‬ ‫ﺘ‬ ‫•اﺧ‬ • Testing ‫ﺒﻄﺎﻟ ﺔ‬ ‫ﺗﻌﻮﻳﺾ اﻟ‬ • • Unemployment compensation ‫ﺑﻌﺾ ﺟﻮاﻧ ﺐ إدارة اﻟﻔﻮاﺋﺪ‬ • • Some aspects of benefits administration 7 © McGraw Hill 7 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google 1 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﻣ ﺴﺆوﻟﻴﺎ ت إدارا ت اﻟﻤﻮارد اﻟ‬1.1 ‫اﻟﺠﺪول‬ Table 1.1 Responsibilities of HR Departments 1 FUNCTION ‫وﻇﻴﻔ ﺔ‬ RESPONSIBILITIES ‫ﺗﺼﻤﻴﻢ اﻟﻌﻤﻞ‬ ‫ﺗﺤﻠﻴﻞ و‬ Analysis and design of Job analysis, work analysis, job descriptions work Recruitment and selection Recruiting, posting job descriptions, interviewing, testing, coordinating use of temporary employees Training and development Orientation, skills training, development programs, career development Performance management Performance measures, preparation and administration of performance appraisals, feedback and coaching, discipline Compensation and benefits Wage and salary administration, incentive pay, insurance, vacation, retirement plans, profit sharing, health and wellness, stock plans ‫ﺘﻴﺎر‬ ‫ﺘﻮﻇﻴﻒ واﻻﺧ‬ ‫اﻟ‬ ‫ﺗﻮﺻﻴﻒ اﻟﻮﻇﺎﺋﻒ‬، ‫ﺗﺤﻠﻴﻞ اﻟﻌﻤﻞ‬، ‫ﺗﺤﻠﻴﻞ اﻟﻮﻇﻴﻔ ﺔ‬ ‫ﺒﺎر‬ ‫ﺘ‬ ‫ﺑﻼ ت واﻻﺧ‬ ‫ﺘﻮﺻﻴﻒ اﻟﻮﻇﻴﻔ ﻲ وإﺟﺮاء اﻟﻤﻘﺎ‬ ‫ﺘﻮﻇﻴﻒ وﻧﺸﺮ اﻟ‬ ‫اﻟ‬ ‫ﺘﻴﻦ‬ ‫ﺘﺨﺪام اﻟﻤﻮﻇﻔﻴﻦ اﻟﻤﺆﻗ‬ ‫ﺗﻨ ﺴﻴﻖ اﺳ‬ ‫و‬ ‫ﺘﻄﻮﻳﺮ‬ ‫ﺘﺪرﻳ ﺐ واﻟ‬ ‫اﻟ‬ ‫ﺘﻄﻮﻳﺮ اﻟﻮﻇﻴﻔ ﻲ‬ ‫ﺘﻄﻮﻳﺮ واﻟ‬ ‫ﺑﺮاﻣﺞ اﻟ‬ ‫ﺘﺪرﻳ ﺐ ﻋﲆ اﻟﻤﻬﺎرا ت و‬ ‫ﺘﻮﺟﻴﻪ واﻟ‬ ‫اﻟ‬ ‫إدارة اﻷداء‬ ، ‫ﺘﺪرﻳ ﺐ‬ ‫ﺘﻐﺬﻳ ﺔ اﻟﺮاﺟﻌ ﺔ واﻟ‬ ‫ اﻟ‬، ‫ إﻋﺪاد وإدارةﺗﻘﻴﻴﻤﺎ ت اﻷداء‬، ‫ﻣﻘﺎﻳﻴ ﺲ اﻷداء‬ ‫ﺘﻌﻮﻳﻀﺎ ت واﻟﻤﺰاﻳﺎ‬ ‫اﻟ‬ ، ‫ﺘﻘﺎﻋﺪ‬ ‫ وﺧﻄﻂ اﻟ‬، ‫ واﻹﺟﺎزا ت‬، ‫ﺘﺄﻣﻴﻦ‬ ‫ واﻟ‬، ‫ ودﻓﻊ اﻟﺤﻮاﻓﺰ‬، ‫ﺒﺎ ت‬ ‫ﺗ‬ ‫إدارة اﻷﺟﻮر واﻟﻤﺮ‬ ‫ﺒﺎط‬ ‫اﻻﻧﻀ‬ ‫ وﺧﻄﻂ اﻷﺳﻬﻢ‬، ‫ واﻟﺼﺤ ﺔ واﻟﻌﺎﻓﻴ ﺔ‬، ‫ﺑﺎح‬ ‫ﺗﻘﺎﺳﻢ اﻷر‬ ‫و‬ ‫ﺘﺪى اﻟ ﺴﻴﺎﺳﺎ ت‬ ‫”ﻣﻨ‬66. 2001. ‫رﻗﻢ‬SHRM-BNA ‫ﺒﺸﺮﻳ ﺔ ؛ ﻣ ﺴﺢ‬ ‫ﺘﺨﺼﺼﻮ اﻟﻤﻮارد اﻟ‬ ‫ ﻣ‬، ‫ﺘﻮﻗﻌﺎ ت اﻟﻤﻬﻨﻴ ﺔ‬ ‫ﺘﻴ ﺐ اﻟ‬ ‫ ﻛ‬، ‫وزارة اﻟﻌﻤﻞ اﻷﻣﺮﻳﻜﻴ ﺔ‬2019. .‫ﺘ ﺐ إﺣﺼﺎءا ت اﻟﻌﻤﻞ‬ ‫ ﻣﻜ‬:‫اﻟﻤﺼﺎدر‬ SOURCES: Bureau of Labor Statistics. 2019. U.S. Department of Labor, Occupational Outlook Handbook, Human Resources Specialists; SHRM-BNA Survey No. 66. 2001. “Policy and Practice Forum: Human Resource Activities, Budgets, and Staffs, 2000–2001.” Bulletin to Management, Bureau of National Affairs Policy and Practice Series. Washington: Bureau of National Affairs. © McGraw Hill ‫اﻟﻤ ﺴﺆوﻟﻴﺎ ت‬ .‫ﺘ ﺐ اﻟﺸﺆون اﻟﻮﻃﻨﻴ ﺔ‬ ‫ﺳﻠ ﺴﻠ ﺔﺳﻴﺎﺳﺎ ت وﻣﻤﺎرﺳﺎ ت ﻣﻜ‬، ‫ﻧﺸﺮة ﻟﻺدارة‬2000-2001.” ، ‫ﺒﺸﺮﻳ ﺔ واﻟﻤﻴﺰاﻧﻴﺎ ت واﻟﻤﻮﻇﻔﻮن‬ ‫ أﻧﺸﻄ ﺔ اﻟﻤﻮارد اﻟ‬:‫واﻟﻤﻤﺎرﺳﺎ ت‬ .‫ﺘ ﺐ اﻟﺸﺆون اﻟﻮﻃﻨﻴ ﺔ‬ ‫ ﻣﻜ‬:‫واﺷﻨﻄﻦ‬ 8 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 8 Machine Translated by Google 2 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﻣ ﺴﺆوﻟﻴﺎ ت إدارا ت اﻟﻤﻮارد اﻟ‬1.1 ‫اﻟﺠﺪول‬ Table 1.1 Responsibilities of HR Departments 2 FUNCTION RESPONSIBILITIES Employee relations/labor relations Attitude surveys, employee handbooks, labor law compliance, relocation and outplacement services Personnel policies Policy creation, policy communications Employee data and information systems Record keeping, HR information systems, workforce analytics, social media, intranet and Internet access Legal compliance Policies to ensure lawful behavior; safety inspections, accessibility accommodations, privacy policies, ethics Support for business strategy Human resource planning and forecasting, talent management, change management, organization development ‫وﻇﻴﻔ ﺔ‬ ‫ ﻋﻼﻗﺎ ت اﻟﻌﻤﻞ‬/ ‫ﻋﻼﻗﺎ ت اﻟﻤﻮﻇﻔﻴﻦ‬ ‫ﺜﺎل ﻟﻘﺎﻧﻮن اﻟﻌﻤﻞ وﺧﺪﻣﺎ ت اﻟﻨﻘﻞ‬ ‫ﺘ‬ ‫ﺒﺎ ت اﻟﻤﻮﻇﻔﻴﻦ واﻻﻣ‬ ‫ﺘﻴ‬ ‫ﺘﻄﻼﻋﺎ ت اﻟﺮأي وﻛ‬ ‫اﺳ‬ ‫ﺘﻨ ﺴﻴ ﺐ اﻟﺨﺎرﺟ ﻲ‬ ‫واﻟ‬ ‫ﺳﻴﺎﺳﺎ ت ﺷﺆون اﻟﻤﻮﻇﻔﻴﻦ‬ ‫ﺑﻴﺎﻧﺎ ت اﻟﻤﻮﻇﻒ وﻧﻈﻢ اﻟﻤﻌﻠﻮﻣﺎ ت‬ ‫ﺜﺎل اﻟﻘﺎﻧﻮﻧ ﻲ‬ ‫ﺘ‬ ‫اﻻﻣ‬ ‫ﺗﺼﺎﻻ ت اﻟ ﺴﻴﺎﺳﻴ ﺔ‬ ‫وﺿﻊ اﻟ ﺴﻴﺎﺳﺎ ت واﻻ‬ ‫ﺗﺤﻠﻴﻼ ت اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔ ووﺳﺎﺋﻞ‬ ‫ﺒﺸﺮﻳ ﺔ و‬ ‫ﺣﻔﻆ اﻟ ﺴﺠﻼ ت وأﻧﻈﻤ ﺔ ﻣﻌﻠﻮﻣﺎ ت اﻟﻤﻮارد اﻟ‬ ‫ﺘﺮاﻧ ﺖ و‬ ‫ﺘﻤﺎﻋ ﻲ واﻹﻧ‬ ‫ﺘﻮاﺻﻞ اﻻﺟ‬ ‫اﻟ‬ ‫ﺘﺮﻧ ﺖ‬ ‫ﺧﺪﻣ ﺔ اﻹﻧ‬ ، ‫ﺗ ﺴﻬﻴﻼ ت اﻟﻮﺻﻮل‬، ‫ﺳﻴﺎﺳﺎ ت ﻟﻀﻤﺎن اﻟ ﺴﻠﻮك اﻟﻘﺎﻧﻮﻧ ﻲ ؛ ﻓﺤﻮﺻﺎ ت اﻟ ﺴﻼﻣ ﺔ‬ ‫ اﻷﺧﻼق‬، ‫ﺳﻴﺎﺳﺎ ت اﻟﺨﺼﻮﺻﻴ ﺔ‬ ‫ﺗﻴﺠﻴ ﺔ اﻟﻌﻤﻞ‬ ‫ﺘﺮا‬ ‫دﻋﻢ اﺳ‬ 9 © McGraw Hill ‫اﻟﻤ ﺴﺆوﻟﻴﺎ ت‬ ‫ﺗﻄﻮﻳﺮ اﻟﻤﻨﻈﻤ ﺔ‬ ‫ و‬، ‫ﺘﻐﻴﻴﺮ‬ ‫ وإدارة اﻟ‬، ‫ وإدارة اﻟﻤﻮا ﻫ ﺐ‬، ‫ﺑﻬﺎ‬ ‫ﺒﺆ‬ ‫ﺘﻨ‬ ‫ﺒﺸﺮﻳ ﺔ واﻟ‬ ‫ﺗﺨﻄﻴﻂ اﻟﻤﻮارد اﻟ‬ 9 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google ‫ﺘﺎج‬ ‫ﺛ ﺔ ﺧﻄﻮط إﻧ‬ ‫ﺛﻼ‬ ‫ﺒﺸﺮﻳ ﺔ ﻛﺸﺮﻛ ﺔ ذا ت‬ ‫اﻟﻤﻮارد اﻟ‬1.2 ‫اﻟﺸﻜﻞ‬ Figure 1.2 HR as a Business with Three Product Lines . 6-561.‫ ص‬44 (2005) ، ‫ﺒﺸﺮﻳ ﺔ‬ ‫” إدارة اﻟﻤﻮارد اﻟ‬، ‫ﺘﻨﻈﻴﻤﻴ ﺔ‬ ‫ﺒﺸﺮﻳ ﺔ إﱃ اﻟﻔﻌﺎﻟﻴ ﺔ اﻟ‬ ‫ “ﻣﻦ إدارة اﻟﻤﻮارد اﻟ‬، ‫ﺒﺸﺮﻳ ﺔ” ﻓ ﻲ إي إي ﻟﻮﻟﺮ‬ ‫ﺘﺠﺎ ت اﻟﻤﻮارد اﻟ‬ ‫”ﺧﻄﻮط ﻣﻨ‬1 ، ‫ﺒ ﺲ ﻣﻦ اﻟﺸﻜﻞ‬ ‫ﺘ‬ ‫ ﻣﻘ‬:‫اﻟﻤﺼﺪر‬ SOURCE: Adapted from Figure 1, “HR Product Lines” in E. E. Lawler, “From Human Resource Management to Organizational Effectiveness,” Human Resource Management 44 (2005), pp. 165–69. .‫ﺑﺪﻳﻞ اﻟﻨﺺ ﻟﺼﻮر اﻟﺸﺮاﺋﺢ‬ ‫اﻟﻮﺻﻮل إﱃ‬ Access the text alternative for slide images. © McGraw Hill 10 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 10 Machine Translated by Google 1 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺗﻴﺠ ﻲ ﻟﻮﻇﻴﻔ ﺔ إدارة اﻟﻤﻮارد اﻟ‬ ‫ﺘﺮا‬ ‫اﻟﺪور اﻻﺳ‬ Strategic Role of the HRM Function 1 ‫ﺒﺸﺮﻳ ﺔ‬ ‫دور إدارة اﻟﻤﻮارد اﻟ‬ HRM Role .‫ﺘﻨﺎﻗﺺ‬ ‫ﺘﻐﺮق ﻓ ﻲ اﻟﻤﻬﺎم اﻹدارﻳ ﺔ آﺧﺬ ﻓ ﻲ اﻟ‬ ‫•اﻟﻮﻗ ﺖ اﻟﻤ ﺴ‬ • Time spent on administrative tasks is decreasing. .‫ﺗﻴﺠ ﻲ ووﻛﻴﻞﺗﻐﻴﻴﺮ وﻣﺪاﻓﻊ ﻋﻦ اﻟﻤﻮﻇﻔﻴﻦ‬ ‫ﺘﺮا‬ ‫ﺘﺰاﻳﺪ اﻷدوار ﻛﺸﺮﻳﻚﺗﺠﺎري اﺳ‬ ‫ﺗ‬ • • Roles as a strategic business partner, change agent, and employee advocate are increasing. ‫ﺘﺮﻛ ﺔ‬ ‫•ﻧﻤﻮذج اﻟﺨﺪﻣ ﺔ اﻟﻤﺸ‬ • Shared service model .‫•ﻣﻜﺎن ﻣﺮﻛﺰي ﻟﻠﻤﻬﺎم اﻹدارﻳ ﺔ واﻟﻤﻌﺎﻣﻼ ت‬ • Central place for administrative and transactional tasks. .‫ﺘﻤﻴﺰ وﻣﺮاﻛﺰ اﻟﺨﺪﻣ ﺔ وﺷﺮﻛﺎء اﻷﻋﻤﺎل‬ ‫ﺒﺮة أو اﻟ‬ ‫ﺗﻀﻢ ﻣﺮاﻛﺰ اﻟﺨ‬ • • Includes centers of expertise or excellence, service centers, and business partners. © McGraw Hill 11 11 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google 2 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺗﻴﺠ ﻲ ﻟﻮﻇﻴﻔ ﺔ إدارة اﻟﻤﻮارد اﻟ‬ ‫ﺘﺮا‬ ‫اﻟﺪور اﻻﺳ‬ Strategic Role of the HRM Function 2 ‫ﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫دور اﻟ‬ Role of Technology ، ‫ﺑﺎﻟ ﺴﺠﻼ ت‬ ‫ﺘﻔﺎظ‬ ‫ واﻻﺣ‬، ‫ﺒﺸﺮﻳ ﺔ ﻓ ﻲ اﻟﻤﻬﺎم اﻹدارﻳ ﺔ‬ ‫•اﻟﺤﺪ ﻣﻦ دور إدارة اﻟﻤﻮارد اﻟ‬ .‫ﺗﻴ ﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ‬ ‫ﺗﻘﺪﻳﻢ اﻟﺨﺪﻣ ﺔ اﻟﺬا‬ ‫و‬ • Reducing HRM role in administrative tasks, maintaining records, and providing self-service to employees. • Shift to self-service gives employees access to many HR functions. .‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺗﻴ ﺔﻳﻤﻨﺢ اﻟﻤﻮﻇﻔﻴﻦ إﻣﻜﺎﻧﻴ ﺔ اﻟﻮﺻﻮل إﱃ اﻟﻌﺪﻳﺪ ﻣﻦ وﻇﺎﺋﻒ اﻟﻤﻮارد اﻟ‬ ‫ﺘﺤﻮل إﱃ اﻟﺨﺪﻣ ﺔ اﻟﺬا‬ ‫•اﻟ‬ • HR managers have more time to work with managers on employee issues. ‫ﺒﺸﺮﻳ ﺔ ﻟﺪﻳﻬﻢ اﻟﻤﺰﻳﺪ ﻣﻦ اﻟﻮﻗ ﺖ ﻟﻠﻌﻤﻞ ﻣﻊ اﻟﻤﺪﻳﺮﻳﻦ ﻋﲆ اﻟﻤﻮﻇﻒ‬ ‫•ﻣﺪﻳﺮي اﻟﻤﻮارد اﻟ‬ © McGraw Hill .‫ﻣ ﺴﺎﺋﻞ‬ 12 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 12 Machine Translated by Google 3 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺗﻴﺠ ﻲ ﻟﻮﻇﻴﻔ ﺔ إدارة اﻟﻤﻮارد اﻟ‬ ‫ﺘﺮا‬ ‫اﻟﺪور اﻻﺳ‬ Strategic Role of the HRM Function 3 ‫ﺑﻤﺼﺎدر‬ ‫ﺘﻌﺎﻧ ﺔ‬ ‫ﺘﻢ اﻻﺳ‬ ‫ﺘ ﻲﻳ‬ ‫ﺜﺮ ﺷﻴﻮﻋً ﺎ اﻟ‬ ‫ﺑﻤﺼﺎدر ﺧﺎرﺟﻴ ﺔ •اﻷﻧﺸﻄ ﺔ اﻷﻛ‬ ‫ﺘﻌﺎﻧ ﺔ‬ ‫اﻻﺳ‬ Outsourcing • Most commonly outsourced activities: :‫ﺧﺎرﺟﻴ ﺔ ﻟﻬﺎ‬ ‫•إدارة اﻟﻔﻮاﺋﺪ‬ • Benefits administration ‫•اﻟﻨﻘﻞ‬ • Relocation • Payroll ‫ﺗﺐ‬ ‫•ﻛﺸﻒ روا‬ :‫ﺑﻤﺼﺎدر ﺧﺎرﺟﻴ ﺔ‬ ‫ﺘﻌﺎﻧ ﺔ‬ ‫ﺜﺮ ﺷﻴﻮﻋً ﺎ ﻟﻼﺳ‬ ‫ﺒﺎ ب اﻷﻛ‬ ‫•اﻷﺳ‬ • Most common reasons for outsourcing: • Cost savings ‫ﺗﺤ ﺴﻴﻦ ﺟﻮدة ﺧﺪﻣ ﺔ اﻟﻤﻮارد‬ • ‫ﺘﻜﺎﻟﻴﻒ •زﻳﺎدة اﻟﻘﺪرة ﻋﲆﺗﻮﻇﻴﻒ وإدارة اﻟﻤﻮا ﻫ ﺐ‬ ‫•وﻓﻮرا ت ﻓ ﻲ اﻟ‬ • Increased ability to recruit and manage talent ‫ﺘﻴﺎر‬ ‫ﺜﻞ اﻻﺧ‬ ‫ﺘﻤﻠ ﺔ ﻣﻦ ﺧﻼلﺗﻮﺣﻴﺪ اﻟﻌﻤﻠﻴﺎ ت ﻣ‬ ‫ﺒﺸﺮﻳ ﺔ •ﺣﻤﺎﻳ ﺔ اﻟﺸﺮﻛ ﺔ ﻣﻦ اﻟﺪﻋﺎوى اﻟﻘﻀﺎﺋﻴ ﺔ اﻟﻤﺤ‬ ‫اﻟ‬ ‫ﺘﻮﻇﻴﻒ‬ ‫واﻟ‬ • Improved HR service quality • Protection of the company from potential lawsuits by standardizing processes such as selection and recruitment © McGraw Hill 13 13 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google 4 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺗﻴﺠ ﻲ ﻟﻮﻇﻴﻔ ﺔ إدارة اﻟﻤﻮارد اﻟ‬ ‫ﺘﺮا‬ ‫اﻟﺪور اﻻﺳ‬ Strategic Role of the HRM Function 4 ‫ﺗﻴﺠ ﻲ‬ ‫ﺘﺮا‬ ‫اﻟﺪور اﻻﺳ‬ Strategic Role ‫ﺘ ﻲﺗﺮﻛﺰ ﻋﲆ إدارة اﻟﻤﻮا ﻫ ﺐ و‬ ‫•ﻗﻴﺎدة اﻟﺠﻬﻮد اﻟ‬ • Lead efforts focused on talent management and performance management ‫ادارة اﻷداء‬ ‫ﺒﻴﺎﻧﺎ ت ﻟﻌﻤﻞ دراﺳ ﺔ ﺟﺪوى ﻟﻸﻓﻜﺎر وﺣﻠﻮل اﻟﻤﺸﻜﻼ ت‬ ‫ﺗﺤﻠﻴﻞ اﻟ‬ ‫ﺘﺨﺪام و‬ ‫•اﺳ‬ • Use and analyze data to make a business case for ideas and problem solutions • Use people management skills across the business ‫ﺘﺠﺎرﻳ ﺔ‬ ‫ﺒﺮ اﻷﻋﻤﺎل اﻟ‬ ‫ﺘﺨﺪام ﻣﻬﺎرا ت إدارة اﻷﻓﺮاد ﻋ‬ ‫•اﺳ‬ • Structure and responsibilities changing to ensure strategic role ‫ﺗﻴﺠﻴ ﺔ‬ ‫ﺘﺮا‬ ‫ﺘﻐﻴﺮة ﻟﻀﻤﺎن اﻻﺳ‬ ‫•اﻟﻬﻴﻜﻞ واﻟﻤ ﺴﺆوﻟﻴﺎ ت اﻟﻤ‬ ‫وﻇﻴﻔ ﺔ‬ © McGraw Hill 14 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 14 Machine Translated by Google ‫ﺗﻴﺠ ًﻴﺎ ﻓ ﻲ اﻟﻌﻤﻞ؟‬ ‫ﺘﺮا‬ ‫ﺒﺸﺮﻳ ﺔ دو ًرا اﺳ‬ ‫ ﻫﻞﺗﻠﻌ ﺐ إدارة اﻟﻤﻮارد اﻟ‬:‫أﺳﺌﻠ ﺔﻳﺠ ﺐ ﻃﺮﺣﻬﺎ‬1.2 ‫اﻟﺠﺪول‬ Table 1.2 Questions to Ask: Is HRM Playing a Strategic Role in the Business? ‫ﺘﻘﺪﻳﻢ ﺧﺪﻣﺎ ت ذا ت ﻗﻴﻤ ﺔ ﻣﻀﺎﻓ ﺔ ﻟﻠﻌﻤﻼء اﻟﺪاﺧﻠﻴﻴﻦ؟‬ ‫ﺒﺸﺮﻳ ﺔ ﻟ‬ ‫ﻣﺎ اﻟﺬيﺗﻔﻌﻠﻪ إدارة اﻟﻤﻮارد اﻟ‬1. 1. What is HRM doing to provide value-added services to internal clients? ‫ﺘﻤﺎﺷﻰ ﻣﻊ أوﻟﻮﻳﺎ ت اﻟﻌﻤﻞ؟‬ ‫ﺗ‬ ‫ﺒﺸﺮﻳ ﺔﺗﺪﻋﻢ و‬ ‫ ﻫﻞ إﺟﺮاءا ت إدارة اﻟﻤﻮارد اﻟ‬2. 2. Do the actions of HRM support and align with business priorities? ‫ﺒﺸﺮﻳ ﺔ؟‬ ‫ﻛﻴﻒﺗﻘﻴ ﺲ ﻓﻌﺎﻟﻴ ﺔ إدارة اﻟﻤﻮارد اﻟ‬3. 3. How are you measuring the effectiveness of HRM? ‫ﺜﻤﺎر ﻓ ﻲ اﻟﻤﻮﻇﻔﻴﻦ؟‬ ‫ﺘ‬ ‫ﻛﻴﻒﻳﻤﻜﻨﻨﺎ إﻋﺎدة اﻻﺳ‬4. 4. How can we reinvest in employees? ‫ﺘﺨﺪﻣﻬﺎ ﻟﻨﻘﻞ اﻷﻋﻤﺎل ﻣﻦ اﻟﻨﻘﻄ ﺔ أ إﱃ اﻟﻨﻘﻄ ﺔ ب؟‬ ‫ﺘ ﻲﺳﻨ ﺴ‬ ‫ﺒﺸﺮﻳ ﺔ اﻟ‬ ‫ﺗﻴﺠﻴ ﺔ إدارة اﻟﻤﻮارد اﻟ‬ ‫ﺘﺮا‬ ‫ﻣﺎ ﻫ ﻲ اﺳ‬5. 5. What HRM strategy will we use to get business from point A to B? ‫ﺘﺤ ﺴﻴﻦ‬ ‫ ﻣﺎ اﻟﺬيﻳﺠ ﺐ أن ﻧﻔﻌﻠﻪ ﻟ‬، ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﻣﻦ ﻣﻨﻈﻮر إدارة اﻟﻤﻮارد اﻟ‬6. 6. From an HRM perspective, what should we be doing to improve our marketplace position? ‫ﻣﻮﻗﻊ اﻟ ﺴﻮق؟‬ ‫ﺒﻞ؟‬ ‫ﺘﻘ‬ ‫ﺘﻌﺪاد ﻟﻠﻤ ﺴ‬ ‫ﻣﺎ ﻫﻮ أﻓﻀﻞﺗﻐﻴﻴﺮﻳﻤﻜﻨﻨﺎ إﺟﺮاؤه ﻟﻼﺳ‬7. 7. What’s the best change we can make to prepare for the future? ‫ﺒ ًﻘﺎ؟‬ ‫ﺘﻮﻗﻌﻬﺎ ﻣ ﺴ‬ ‫ﺘﻔﺎﻋﻞ ﻣﻊ ﻣﺸﺎﻛﻞ اﻟﻌﻤﻞ أو ﻧ‬ ‫ ﻫﻞ ﻧ‬8. 8. Do we react to business problems or anticipate them in advance? Ulrich، D.، D. Kryscynski، M. Ulrich، W. Brockbank. :‫اﻟﻤﺼﺎدر‬ SOURCES: Ulrich, D., D. Kryscynski, M. Ulrich, W. Brockbank. Victory Through Organization. New York: McGraw-Hill Education, 2017; and Wright, P. Human Resource Strategy: Adapting to the Age of Globalization. Alexandria: Society for Human Resource Management Foundation, 2008. © McGraw Hill .‫ ب‬، ‫وراﻳ ﺖ‬2017 ‫ ؛‬، ‫ﺘﻌﻠﻴﻢ‬ ‫اﻟ‬ 2008. ، ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﻣﺆﺳ ﺴ ﺔ إدارة اﻟﻤﻮارد اﻟ‬ 15 ‫ﻫﻴﻞ‬ ‫ﻣﺎﻛﺠﺮو‬ :‫ﻧﻴﻮﻳﻮرك‬ .‫ﺘﻨﻈﻴﻢ‬ ‫ﺧﻼل اﻟ‬ ‫اﻟﻨﺼﺮ ﻣﻦ‬ .‫ﺘﻜﻴﻒ ﻣﻊ ﻋﺼﺮ اﻟﻌﻮﻟﻤ ﺔ‬ ‫ اﻟ‬:‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺟﻤﻌﻴﺔﺔ اﻟﻤﻮارد اﻟ‬ ‫ﺗﻴﺠﻴ‬ ‫ﺘﺮا‬ :‫ﺳﺔ‬ ‫ﺳﻜﻨﺪرﻳ‬ ‫ا‬ ‫اﻹ‬ 15 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google 5 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺗﻴﺠ ﻲ ﻟﻮﻇﻴﻔ ﺔ إدارة اﻟﻤﻮارد اﻟ‬ ‫ﺘﺮا‬ ‫اﻟﺪور اﻻﺳ‬ Strategic Role of the HRM Function 5 ‫ﺒﺸﺮﻳ ﺔ و‬ ‫ﺗﺤﻠﻴﻼ ت اﻟﻤﻮارد اﻟ‬:‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺗﻴﺠﻴ ﺔ ﻹدارة اﻟﻤﻮارد اﻟ‬ ‫ﺘﺮا‬ ‫إﻇﻬﺎر اﻟﻘﻴﻤ ﺔ اﻹﺳ‬ ‫ﺘﻨﺪة إﱃ اﻷدﻟ ﺔ‬ ‫ﺒﺸﺮﻳ ﺔ اﻟﻤ ﺴ‬ ‫اﻟﻤﻮارد اﻟ‬ Demonstrating the Strategic Value of HRM: HR Analytics and Evidenced-Based HR • HR can engage in evidence-based HR ‫ﺒﺸﺮﻳ ﺔ اﻟﻘﺎﺋﻤ ﺔ ﻋﲆ اﻷدﻟ ﺔ‬ ‫ﺒﺸﺮﻳ ﺔ اﻻﻧﺨﺮاط ﻓ ﻲ اﻟﻤﻮارد اﻟ‬ ‫•ﻳﻤﻜﻦ ﻟﻠﻤﻮارد اﻟ‬ • Requires use of HR or workforce analytics ‫ﺒﺸﺮﻳ ﺔ أو اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔ‬ ‫ﺘﺨﺪامﺗﺤﻠﻴﻼ ت اﻟﻤﻮارد اﻟ‬ ‫ﺘﻄﻠ ﺐ اﺳ‬ ‫•ﻳ‬ ‫ﺒﻴﺎﻧﺎ ت اﻟﻀﺨﻤ ﺔ‬ ‫•اﻟ‬ • Big data • Information merged from HR databases, corporate financial statements, employee surveys, and other data sources ‫ وﻣﺼﺎدر‬، ‫ﺘﻄﻼﻋﺎ ت اﻟﻤﻮﻇﻔﻴﻦ‬ ‫ واﺳ‬، ‫ﺒﻴﺎﻧﺎ ت اﻟﻤﺎﻟﻴ ﺔ ﻟﻠﺸﺮﻛﺎ ت‬ ‫ واﻟ‬، ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺑﻴﺎﻧﺎ ت اﻟﻤﻮارد اﻟ‬ ‫•اﻟﻤﻌﻠﻮﻣﺎ ت اﻟﻤﺪﻣﺠ ﺔ ﻣﻦ ﻗﻮاﻋﺪ‬ ‫ﺒﻴﺎﻧﺎ ت اﻷﺧﺮى‬ ‫اﻟ‬ ‫ﺒﺸﺮﻳ ﺔ اﻟﻘﺎﺋﻤ ﺔ ﻋﲆ اﻷدﻟ ﺔ‬ ‫ﺘﺎﺋﺞ ﻓ ﻲ ﻗﺮارا ت اﻟﻤﻮارد اﻟ‬ ‫•اﻟﻨ‬ • Results in evidence-based HR decisions • Show that HR practices influence the organization’s bottom line, including profits and costs © McGraw Hill ‫ﺘﻜﺎﻟﻴﻒ‬ ‫ﺑﺎح واﻟ‬ ‫ﺑﻤﺎ ﻓ ﻲ ذﻟﻚ اﻷر‬ ، ‫ﺛﺮ ﻋﲆ اﻟﻤﺤﺼﻠ ﺔ اﻟﻨﻬﺎﺋﻴ ﺔ ﻟﻠﻤﺆﺳ ﺴ ﺔ‬ ‫ﺒﺸﺮﻳ ﺔﺗﺆ‬ ‫•أﻇﻬﺮ أن ﻣﻤﺎرﺳﺎ ت اﻟﻤﻮارد اﻟ‬ 16 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 16 Machine Translated by Google 6 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺗﻴﺠ ﻲ ﻟﻮﻇﻴﻔ ﺔ إدارة اﻟﻤﻮارد اﻟ‬ ‫ﺘﺮا‬ ‫اﻟﺪور اﻻﺳ‬ Strategic Role of the HRM Function 6 ‫ اﻟﻤﻨﺎﺻ ﺐ واﻟﻮﻇﺎﺋﻒ‬:‫ﺒﺸﺮﻳ ﺔ‬ ‫ﻣﻬﻨ ﺔ إدارة اﻟﻤﻮارد اﻟ‬ The HRM Profession: Positions and Jobs ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺘﺼﺎﺻ ﻲ اﻟﻤﻮارد اﻟ‬ ‫ﺗﺸﻤﻞ اﻷﻧﺸﻄ ﺔ اﻷﺳﺎﺳﻴ ﺔ أداء دور اﺧ‬ • • Primary activities involve performing the HR generalist role ‫ﺒﺸﺮﻳ ﺔ ﻓ ﻲ‬ ‫ﺒﺸﺮﻳ ﺔ اﻟﻤﺸﺎرﻛﻴﻦ ﻓ ﻲ وﻇﺎﺋﻒ اﻟﻤﻮارد اﻟ‬ ‫ﺘﺨﺼﺼﻴﻦ ﻓ ﻲ اﻟﻤﻮارد اﻟ‬ ‫•ﻋﺪد أﻗﻞ ﻣﻦ اﻟﻤ‬ • Fewer HR professionals involved in HR functions at the executive level, training and development, HR consulting, and administrative activities ‫ واﻷﻧﺸﻄ ﺔ اﻹدارﻳ ﺔ‬، ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺘﺸﺎرا ت اﻟﻤﻮارد اﻟ‬ ‫ اﺳ‬، ‫ﺘﻄﻮﻳﺮ‬ ‫ﺘﺪرﻳ ﺐ واﻟ‬ ‫ اﻟ‬، ‫ﺘﻨﻔﻴﺬي‬ ‫ﺘﻮى اﻟ‬ ‫اﻟﻤ ﺴ‬ ‫ﺑﻴﻦ‬ 9٪ ‫ﺒ ﺔ‬ ‫ﺑﻨ ﺴ‬ ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺑﺎﻟﻤﻮارد اﻟ‬ ‫ﺘﻌﻠﻘ ﺔ‬ ‫ﺘﻮﻇﻴﻒ ﻓ ﻲ اﻟﻮﻇﺎﺋﻒ اﻟﻤ‬ ‫ﺘﻮﻗﻊ أنﻳﻨﻤﻮ إﺟﻤﺎﻟ ﻲ اﻟ‬ ‫•ﻣﻦ اﻟﻤ‬ • Overall employment in HR-related positions expected to grow by 9 percent between 2014 and 2024 2024 ‫و‬2014 ‫ﻋﺎﻣ ﻲ‬ 17 © McGraw Hill 17 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺗ ﺐ ﻟﻮﻇﺎﺋﻒ إدارة اﻟﻤﻮارد اﻟ‬ ‫ﺘﻮﺳﻂ اﻟﺮوا‬ ‫ﻣ‬1.3 ‫اﻟﺠﺪول‬ Table 1.3 Median Salaries for HRM Positions © McGraw Hill ‫ﺗﺐ‬ ‫را‬ ‫وﺿﻊ‬ POSITION SALARY Chief human resource officer (CHRO) $238,710 (CHRO) ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺒﻴﺮ ﻣ ﺴﺆوﻟ ﻲ اﻟﻤﻮارد اﻟ‬ ‫ﻛ‬ Global HR manager 127,800 ‫ﺒﺸﺮﻳ ﺔ اﻟﻌﺎﻟﻤ ﻲ‬ ‫ﻣﺪﻳﺮ اﻟﻤﻮارد اﻟ‬ ‫ﺘﻄﻮﻳﺮ اﻹداري‬ ‫ﻣﺪﻳﺮ اﻟ‬ ‫دوﻻر‬238.710 127800 123.543 Management development manager 123,543 Health and safety manager 102,162 Employee benefits manager 100,901 ‫ﻣﺪﻳﺮ ﻣﺰاﻳﺎ اﻟﻤﻮﻇﻒ‬ 100901 HR manager 102,162 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﻣﺪﻳﺮ اﻟﻤﻮارد اﻟ‬ 102162 Mid-level labor relations specialist 89,030 ‫ﺘﻮى‬ ‫ﺘﻮﺳﻂ اﻟﻤ ﺴ‬ ‫أﺧﺼﺎﺋ ﻲ ﻋﻼﻗﺎ ت ﻋﻤﻞ ﻣ‬ Campus recruiter 68,590 ‫اﻟﻤﺠﻨﺪ ﻓ ﻲ اﻟﺤﺮم اﻟﺠﺎﻣﻌ ﻲ‬ Entry-level HRIS specialist 56,590 ‫ﺘﺪﺋﻴﻦ‬ ‫ﺒ‬ ‫ﻟﻠﻤ‬HRIS ‫أﺧﺼﺎﺋ ﻲ‬ HR generalist 55,283 ‫ﺒﺸﺮﻳﻪ‬ ‫اﺧﺼﺎﺋ ﻲ اﻟﻤﻮارد اﻟ‬ 55283 Entry-level compensation analyst 59,855 ‫ﺘﺪﺋﻴﻦ‬ ‫ﺒ‬ ‫ﺘﻮى اﻟﻤ‬ ‫ﻣﺤﻠﻞﺗﻌﻮﻳﻀﺎ ت ﻋﲆ ﻣ ﺴ‬ 59855 Entry-level employee training specialist 40,590 SOURCE: Based on data from Salary Wizard, http://swz.salary.com. ‫ﻣﺪﻳﺮ اﻟﺼﺤ ﺔ واﻟ ﺴﻼﻣ ﺔ‬ ‫ﺘﺪﺋﻴﻦ‬ ‫ﺒ‬ ‫ﺘﻮى اﻟﻤ‬ ‫أﺧﺼﺎﺋ ﻲﺗﺪرﻳ ﺐ اﻟﻤﻮﻇﻔﻴﻦ ﻋﲆ ﻣ ﺴ‬ 18 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 102162 89.030 68.590 56590 40590 http://swz.salary.com. ، ‫ﺗ ﺐ‬ ‫ﺑﻴﺎﻧﺎ ت ﻣﻦ ﻣﻌﺎﻟﺞ اﻟﺮوا‬ ‫ﺘﻨﺎدًا إﱃ‬ ‫ اﺳ‬:‫اﻟﻤﺼﺪر‬ 18 Machine Translated by Google 7 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺗﻴﺠ ﻲ ﻟﻮﻇﻴﻔ ﺔ إدارة اﻟﻤﻮارد اﻟ‬ ‫ﺘﺮا‬ ‫اﻟﺪور اﻻﺳ‬ Strategic Role of the HRM Function 7 ‫ﺒﺮة‬ ‫ﺘﻌﻠﻴﻢ و اﻟﺨ‬ ‫اﻟ‬ Education and Experience ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺑﻊﺳﻨﻮا ت ﻓ ﻲ اﻟﻤﻮارد اﻟ‬ ‫•ﺷﻬﺎدة ﺟﺎﻣﻌﻴ ﺔ أو ﺧﺮﻳﺠ ﺔ ﻟﻤﺪة أر‬ • Four-year college or graduate HR degree ‫ﺒﺸﺮﻳ ﺔ اﻟﻌﻠﻴﺎ‬ ‫•دور اﻟﻤﻮارد اﻟ‬ • Senior HR role ‫ﺛﻘﺎﻓ ﺔ اﻟﺸﺮﻛ ﺔ ودﻋﻤﻬﺎ‬ ‫ﺗﻨﻤﻴ ﺔ‬ • • Developing and supporting the company culture ‫ﺘﻬﻢ‬ ‫ﺑﻬﻢ وﻣﺸﺎرﻛ‬ ‫ﺘﻔﺎظ‬ ‫ﺗﻌﻴﻴﻦ اﻟﻤﻮﻇﻔﻴﻦ واﻻﺣ‬ • • Employee recruitment, retention, and engagement ‫•ﻣﺨﻄﻄﺎ ت ﻧﺎﺟﺤ ﺔ‬ • Succession planning ‫ﺒﺸﺮﻳ ﺔ اﻟﺸﺎﻣﻠ ﺔ ﻟﻠﺸﺮﻛ ﺔ‬ ‫ﺗﻴﺠﻴ ﺔ اﻟﻤﻮارد اﻟ‬ ‫ﺘﺮا‬ ‫ﺗﺼﻤﻴﻢ اﺳ‬ • • Designing company’s overall HR strategy © McGraw Hill 19 19 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google 8 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺗﻴﺠ ﻲ ﻟﻮﻇﻴﻔ ﺔ إدارة اﻟﻤﻮارد اﻟ‬ ‫ﺘﺮا‬ ‫اﻟﺪور اﻻﺳ‬ Strategic Role of the HRM Function 8 ‫ﺒﺮة‬ ‫ﺘﻌﻠﻴﻢ واﻟﺨ‬ ‫ﺘﻤﺮ اﻟ‬ ‫اﺳ‬ Education and Experience continued ‫ﺘﺪﺋﻴﻦ‬ ‫ﺒ‬ ‫ﺒﺸﺮﻳ ﺔ اﻟﻤ‬ ‫•دور اﻟﻤﻮارد اﻟ‬ • Junior HR role ‫ﺗﺐ‬ ‫ﺑﺎﻷﻋﻤﺎل اﻟﻮرﻗﻴ ﺔ واﻟﻤﺰاﻳﺎ وإدارة اﻟﺮوا‬ ‫ﺘﻌﻠﻘ ﺔ‬ ‫ﺘﻌﺎﻣﻞ ﻣﻊ اﻟﻤﻌﺎﻣﻼ ت اﻟﻤ‬ ‫•اﻟ‬ • Handle transactions related to paperwork, benefits, and payroll administration ‫ﺑ ﺔ ﻋﲆ أﺳﺌﻠ ﺔ اﻟﻤﻮﻇﻒ‬ ‫•اﻹﺟﺎ‬ • Answering employee questions ‫ﺒﻴﺎﻧﺎ ت‬ ‫•إدارة اﻟ‬ • Data management ‫ﺘﺮاف‬ ‫•ﺷﻬﺎدة اﺣ‬ • Professional certification © McGraw Hill 20 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 20 Machine Translated by Google 9 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺗﻴﺠ ﻲ ﻟﻮﻇﻴﻔ ﺔ إدارة اﻟﻤﻮارد اﻟ‬ ‫ﺘﺮا‬ ‫اﻟﺪور اﻻﺳ‬ Strategic Role of the HRM Function 9 ‫اﻟﻜﻔﺎءا ت واﻟ ﺴﻠﻮﻛﻴﺎ ت‬ Competencies and Behaviors ‫ﺒﺸﺮﻳ ﺔ ﻫﻢ ﻋﻤﻮﻣﻴﻮن‬ ‫ﺘﺨﺼﺼﻴﻦ ﻓ ﻲ إدارة اﻟﻤﻮارد اﻟ‬ ‫•ﻣﻌﻈﻢ اﻟﻤ‬ • Most HRM professionals are generalists ‫ﺘﺠﺎرﻳ ﺔ‬ ‫ﺘﻘﺎر إﱃ اﻟﻔﻄﻨ ﺔ اﻟ‬ ‫•اﻻﻓ‬ • Lack business acumen SHRM ‫ﺑﻮاﺳﻄ ﺔ‬ ‫ﺘﺎجﺗ ﺴﻌ ﺔ ﻛﻔﺎءا تﺗﻢﺗﻄﻮﻳﺮ ﻫﺎ‬ ‫ﺗﺤ‬ • • Need nine competencies developed by SHRM 300000 ‫ﺜﺮ ﻣﻦ‬ ‫ﺒﺸﺮﻳ ﺔ ﻣﻊ أﻛ‬ ‫ﺘﻨﻈﻴﻢ اﻟﻤﻬﻨ ﻲ اﻷﺳﺎﺳ ﻲ ﻹدارة اﻟﻤﻮارد اﻟ‬ ‫•اﻟ‬ • Primary professional organization for HRM with more than 300,000 members © McGraw Hill ‫أﻓﺮاد‬ 21 21 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google 10 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺗﻴﺠ ﻲ ﻟﻮﻇﻴﻔ ﺔ إدارة اﻟﻤﻮارد اﻟ‬ ‫ﺘﺮا‬ ‫اﻟﺪور اﻻﺳ‬ Strategic Role of the HRM Function 10 ‫ﺗ ﺴﻊ ﻛﻔﺎءا ت‬ Nine Competencies ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺒﺮة واﻟﻤﻤﺎرﺳ ﺔ اﻟﻔﻨﻴ ﺔ ﻟﻠﻤﻮارد اﻟ‬ ‫اﻟﺨ‬1. 1. HR Technical Expertise and Practice ‫ﺒﺸﺮﻳ ﺔ ﻟﻠﻤ ﺴﺎ ﻫﻤ ﺔ ﻓ ﻲ ﻧﺠﺎح اﻷﻋﻤﺎل‬ ‫ﺒﺎدئ إدارة اﻟﻤﻮارد اﻟ‬ ‫ﺒﻴﻖ ﻣ‬ ‫ﺗﻄ‬ • • Apply principles of HRM to contribute to success of the business ‫ﺘﺠﺎرﻳ ﺔ‬ ‫اﻟﻔﻄﻨ ﺔ اﻟ‬2. 2. Business Acumen ‫•ﻓﻬﻢ وﻇﺎﺋﻒ اﻟﻌﻤﻞ واﻟﻤﻘﺎﻳﻴ ﺲ داﺧﻞ اﻟﻤﻨﻈﻤ ﺔ‬ ‫واﻟﺼﻨﺎﻋ ﺔ‬ • Understand business functions and metrics within the organization and industry ‫ﺘﻘﻴﻴﻢ اﻟﻨﻘﺪي‬ ‫اﻟ‬3. 3. Critical Evaluation ‫ﺜﻤﺎر و‬ ‫ﺘ‬ ‫ﺘﺤﺪﻳﺪ اﻟﻌﺎﺋﺪ ﻋﲆ اﻻﺳ‬ ‫ﺗﻔ ﺴﻴﺮ اﻟﻤﻌﻠﻮﻣﺎ ت ﻟ‬ • • Interpret information to determine return on investment and organizational impact in making recommendations and business decisions © McGraw Hill ‫ﺘﻮﺻﻴﺎ ت وﻗﺮارا ت اﻟﻌﻤﻞ‬ ‫ﺘﻨﻈﻴﻤ ﻲ ﻓ ﻲﺗﻘﺪﻳﻢ اﻟ‬ ‫ﺛﻴﺮ اﻟ‬ ‫ﺘﺄ‬ ‫اﻟ‬ 22 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 22 Machine Translated by Google 11 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺗﻴﺠ ﻲ ﻟﻮﻇﻴﻔ ﺔ إدارة اﻟﻤﻮارد اﻟ‬ ‫ﺘﺮا‬ ‫اﻟﺪور اﻻﺳ‬ Strategic Role of the HRM Function 11 ‫ﺘﻤﺮ تﺗ ﺴﻊ ﻛﻔﺎءا ت‬ ‫اﺳ‬ Nine Competencies continued ‫اﻟﻤﻤﺎرﺳ ﺔ اﻷﺧﻼﻗﻴ ﺔ‬4. 4. Ethical Practice ‫•دﻣﺞ اﻟﻘﻴﻢ اﻷﺳﺎﺳﻴ ﺔ واﻟﻨﺰا ﻫ ﺔ واﻟﻤ ﺴﺎءﻟ ﺔ ﻓ ﻲ ﺟﻤﻴﻊ أﻧﺤﺎء‬ • Integrate core values, integrity, and accountability throughout all organizational and business practices ‫ﺘﺠﺎرﻳ ﺔ‬ ‫ﺘﻨﻈﻴﻤﻴ ﺔ واﻟ‬ ‫اﻟﻤﻤﺎرﺳﺎ ت اﻟ‬ ‫ﺜﻘﺎﻓﻴ ﺔ‬ ‫اﻟﻔﻌﺎﻟﻴ ﺔ اﻟﻌﺎﻟﻤﻴ ﺔ واﻟ‬5. 5. Global and Cultural Effectiveness ‫ﺒﺮ اﻟﺤﺪود‬ ‫ﺒﺸﺮﻳ ﺔ داﺧﻞ وﻋ‬ ‫•إدارة اﻟﻤﻮارد اﻟ‬ • Manage HR both within and across boundaries ‫ﺗﺼﺎﻻ ت‬ ‫اﻻ‬6. 6. Communications ‫ﺘﻮﻳﺎ ت‬ ‫ﺘﻠﻒ أﺻﺤﺎ ب اﻟﻤﺼﻠﺤ ﺔ ﻋﲆ ﺟﻤﻴﻊ ﻣ ﺴ‬ ‫ﺑﻴﻦ ﻣﺨ‬ ‫ﺘﺪﻓﻖ اﻟﺤﺮ ﻟﻠﻤﻌﻠﻮﻣﺎ ت ﻣﻊ و‬ ‫ﺒﺎدل اﻟﻔﻌﺎل وﺧﻠﻖ اﻟ‬ ‫ﺘ‬ ‫•اﻟ‬ • Effectively exchange and create free flow of information with and among various stakeholders at all levels of the organization to produce meaningful outcomes © McGraw Hill ‫ﺘﺎﺋﺞ ذا ت ﻣﻐﺰى‬ ‫ﺘﺤﻘﻴﻖ ﻧ‬ ‫اﻟﻤﻨﻈﻤ ﺔ ﻟ‬ 23 23 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google 12 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺗﻴﺠ ﻲ ﻟﻮﻇﻴﻔ ﺔ إدارة اﻟﻤﻮارد اﻟ‬ ‫ﺘﺮا‬ ‫اﻟﺪور اﻻﺳ‬ Strategic Role of the HRM Function 12 ‫ﺘﻤﺮ تﺗ ﺴﻊ ﻛﻔﺎءا ت‬ ‫اﺳ‬ Nine Competencies continued ‫ﺘﻨﻈﻴﻤﻴ ﺔ واﻟﻤﻼﺣ ﺔ‬ ‫اﻟﻘﻴﺎدة اﻟ‬7. 7. Organizational Leadership and Navigation ‫ﺒﺎﺷﺮة داﺧﻞ اﻟﻤﻨﻈﻤ ﺔ واﻟﻤﻜﺎﺳ ﺐ‬ ‫ﺒﺎدرا ت واﻟﻌﻤﻠﻴﺎ ت اﻟﻤ‬ ‫•اﻟﻤ‬ • Direct initiatives and processes within the organization and gain buy-in from stakeholders ‫ﺷﺮاء ﻣﻦ أﺻﺤﺎ ب اﻟﻤﺼﻠﺤ ﺔ‬ ‫ﺘﺸﺎور‬ ‫اﻟ‬8. 8. Consultation ‫ﺜﻞ اﻟﻤﻮﻇﻔﻴﻦ واﻟﻘﺎدة اﻟﺬﻳﻦﻳ ﺴﻌﻮن ﻟﻠﺤﺼﻮل ﻋﲆ ﻣﺸﻮرة‬ ‫ﺘﻮﺟﻴﻪﻷﺻﺤﺎ ب اﻟﻤﺼﻠﺤ ﺔ ﻣ‬ ‫ﺗﻮﻓﻴﺮ اﻟ‬ • • Provide guidance to stakeholders such as employees and leaders seeking expert advice on a variety of circumstances and situations ‫ﺘﻨﻮﻋ ﺔ ﻣﻦ اﻟﻈﺮوف واﻟﻤﻮاﻗﻒ‬ ‫ﺑﺸﺄن ﻣﺠﻤﻮﻋ ﺔ ﻣ‬ ‫ﺒﺮاء‬ ‫اﻟﺨ‬ ‫إدارة اﻟﻌﻼﻗﺎ ت‬9. 9. Relationship Management ‫ﺑﻬﺪف ﻣﺤﺪد‬ ‫ﺑﻴﻦ اﻵﺧﺮﻳﻦ‬ ‫ﺘﻔﺎﻋﻼ ت ﻣﻊ و‬ ‫•إدارة اﻟ‬ ‫ﺘﻨﻈﻴﻤ ﻲ‬ ‫ﺗﻘﺪﻳﻢ اﻟﺨﺪﻣ ﺔ واﻟﻨﺠﺎح اﻟ‬ • Manage interactions with and between others with specific goal of providing service and organizational success © McGraw Hill 24 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 24 Machine Translated by Google Competitive Challenges Influencing Human Resource Management 1 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ Competing Through Environment, Social, and Governance (ESG) Practices ‫ﺒﻴﺌ ﺔ ةيعام تجالاوواﻟﺤﻮﻛﻤ ﺔ‬ ‫ﺘﻨﺎﻓ ﺲ ﻣﻦ ﺧﻼل اﻟ‬ ‫اﻟ‬ 1 ‫اﻹدارة‬ ‫(اﻟﻤﻤﺎرﺳﺎ ت‬ESG) • Sustainability ‫ﺘﺪاﻣ ﺔ‬ ‫•اﻻﺳ‬ • Company’s ability to meet its needs without sacrificing the ability of future generations to meet their needs ‫ﺑﻘﺪرة‬ ‫ﺘﻀﺤﻴ ﺔ‬ ‫ﺗﻬﺎ دون اﻟ‬ ‫ﺘﻴﺎﺟﺎ‬ ‫ﺒﻴ ﺔ اﺣ‬ ‫•ﻗﺪرة اﻟﺸﺮﻛ ﺔ ﻋﲆﺗﻠ‬ • Company must meet stakeholders’ needs ‫ﺘﻴﺎﺟﺎ ت أﺻﺤﺎ ب اﻟﻤﺼﻠﺤ ﺔ‬ ‫ﺒﻴ ﺔ اﺣ‬ ‫•ﻳﺠ ﺐ ﻋﲆ اﻟﺸﺮﻛ ﺔﺗﻠ‬ ‫ﺗﻬﻢ‬ ‫ﺘﻴﺎﺟﺎ‬ ‫ﺒﻴ ﺔ اﺣ‬ ‫ﺘﻠ‬ ‫ﺒﻞ ﻟ‬ ‫ﺘﻘ‬ ‫أﺟﻴﺎل اﻟﻤ ﺴ‬ ‫ﺘﺤﻘﻴﻖ اﻟﻔﺎﺋﺪة‬ ‫ﺟﺰءًا ﻣﻦ ﻧﻤﻮذج أﻋﻤﺎل اﻟﺸﺮﻛ ﺔ ﻟ‬ESG ‫•ﻳﺠ ﺐ أنﺗﻜﻮن ﻣﻤﺎرﺳﺎ ت‬ • ESG practices must be part of company’s business model to gain competitive advantage and reduce legal risks ‫ﺗﻘﻠﻴﻞ اﻟﻤﺨﺎﻃﺮ اﻟﻘﺎﻧﻮﻧﻴ ﺔ‬ ‫ﻣﻴﺰةﺗﻨﺎﻓ ﺴﻴ ﺔ و‬ LO 1-2 LO 1-2 25 © McGraw Hill 25 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google ‫ﺘﺤﺪة‬ ‫ﺛﺮ ﻋﲆ اﻟﻮﻻﻳﺎ ت اﻟﻤ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬1.4 ‫اﻟﺸﻜﻞ‬ Figure 1.4 Competitive Challenges Influencing U.S. Companies ‫ﺷﺮﻛﺎ ت‬ .‫ﺑﺪﻳﻞ اﻟﻨﺺ ﻟﺼﻮر اﻟﺸﺮاﺋﺢ‬ ‫اﻟﻮﺻﻮل إﱃ‬ Access the text alternative for slide images. © McGraw Hill 26 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 26 Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ Competitive Challenges Influencing Human Resource Management 2 2 ‫اﻹدارة‬ ‫ﺘﻮﻇﻴﻒ‬ ‫ﺒ ﺔ ﻋﲆ اﻟ‬ ‫ﺗ‬ ‫ﺘﺮ‬ ‫ﺛﺎر اﻟﻤ‬ ‫ﺘﻌﺎﻣﻞ ﻣﻊ اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔ واﻵ‬ ‫اﻟ‬ Deal with the Workforce and Employment Implications of the Economy ‫ﺒﺎ ت اﻟﻤﻬﺎرة ﻟﻠﻮﻇﺎﺋﻒ‬ ‫ﺘﻄﻠ‬ ‫ﺗﻐﻴﺮ ت ﻣ‬ • • Skill demands for jobs have changed ‫ﺘﺼﺎد‬ ‫اﻗ‬ ‫ﺘﻄﻠ ﺐﺳﺎﻋﺎ ت ﻋﻤﻞ‬ ‫ﺘﺼﺎد اﻟﻌﺎﻟﻤ ﻲﺳﺎﻋﺎ ت ﻋﻤﻞﺗ‬ ‫ﺘﻤﺮار اﻟﻤﻨﺎﻓ ﺴ ﺔ ﻓ ﻲ اﻻﻗ‬ ‫ﺘﻄﻠ ﺐ اﺳ‬ ‫•ﻳ‬ • Remaining competitive in global economy requires demanding work hours and changes in traditional employment patterns ‫ﺘﻘﻠﻴﺪﻳ ﺔ‬ ‫ﺘﻮﻇﻴﻒ اﻟ‬ ‫ﺗﻐﻴﻴﺮا ت ﻓ ﻲ أﻧﻤﺎط اﻟ‬ ‫و‬ • Companies give more attention to HR practices that influence their ability to attract and retain employees ‫ﺛﺮ ﻋﲆ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺒﺸﺮﻳ ﺔ اﻟ‬ ‫ﺘﻤﺎم ﻟﻤﻤﺎرﺳﺎ ت اﻟﻤﻮارد اﻟ‬ ‫ﺗﻮﻟ ﻲ اﻟﺸﺮﻛﺎ ت ﻣﺰﻳﺪًا ﻣﻦ اﻻ ﻫ‬ • • Currently economy is thriving and unemployment low ‫ﺒﻄﺎﻟ ﺔ ﻣﻨﺨﻔﻀ ﺔ‬ ‫ﺘﺼﺎد ﻓ ﻲ اﻟﻮﻗ ﺖ اﻟﺤﺎﻟ ﻲ ﻣﺰد ﻫﺮ واﻟ‬ ‫•اﻻﻗ‬ © McGraw Hill ‫ﺑﻬﻢ‬ ‫ﺘﻔﺎظ‬ ‫ﺗﻬﺎ ﻋﲆ ﺟﺬ ب اﻟﻤﻮﻇﻔﻴﻦ واﻻﺣ‬ ‫ﻗﺪر‬ 27 27 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google 2026 ‫ﺘﻰ ﻋﺎم‬ ‫ﺘﻮﻇﻴﻒ ﺣ‬ ‫ﺒﺎرزة ﻓ ﻲﺗﻮﻗﻌﺎ ت اﻟ‬ ‫اﻟﻨﻘﺎط اﻟ‬1.4 ‫اﻟﺠﺪول‬ Table 1.4 Highlights of Employment Projections to 2026 • The labor force is projected to increase by 11.5 million, reaching approximately 168 million. ‫ﺘﺼﻞ إﱃ ﻣﺎﻳﻘﺎر ب‬ ‫ﻣﻠﻴﻮن ﻟ‬11.5 ‫ﺑﻤﻘﺪار‬ ‫ﺘﻮﻗﻊ أنﺗﺰداد اﻟﻘﻮة اﻟﻌﺎﻣﻠ ﺔ‬ ‫•ﻣﻦ اﻟﻤ‬ .‫ﻣﻠﻴﻮﻧﺎ‬168 • Today, 93% of U.S. jobs are nonagriculture wage and salary jobs: 12% are in goods-producing industries (mining, construction, manufacturing); 81% are in service-providing industries; and 1.3% in agriculture, forestry, fishing, and hunting. The distribution of jobs across industries is projected to be similar in 2026. ، ‫ﺒﻨﺎء‬ ‫ اﻟ‬، ‫ﺘﻌﺪﻳﻦ‬ ‫ﺘﺠ ﺔ ﻟﻠ ﺴﻠﻊ )اﻟ‬ ‫ﻓ ﻲ ﺻﻨﺎﻋﺎ ت ﻣﻨ‬12٪ :‫ﺒﺎ ت ﻏﻴﺮ زراﻋﻴ ﺔ‬ ‫ﺗ‬ ‫ﺑﺄﺟﻮر وﻣﺮ‬ ‫ﻣﻦ اﻟﻮﻇﺎﺋﻒ اﻷﻣﺮﻳﻜﻴ ﺔ ﻫ ﻲ وﻇﺎﺋﻒ‬93٪ ، ‫•اﻟﻴﻮم‬ ‫ﺘﻮﻗﻊ أنﻳﻜﻮن‬ ‫ ﻣﻦ اﻟﻤ‬.‫ﺑﺎ ت وﺻﻴﺪ اﻷﺳﻤﺎك واﻟﺼﻴﺪ‬ ‫ﻓ ﻲ اﻟﺰراﻋ ﺔ واﻟﻐﺎ‬1.3٪ ‫ﺘ ﻲﺗﻘﺪم اﻟﺨﺪﻣﺎ ت ؛ و‬ ‫ﻓ ﻲ اﻟﺼﻨﺎﻋﺎ ت اﻟ‬81٪ .(‫ﺘﺼﻨﻴﻊ‬ ‫اﻟ‬ 2026. ‫ﺛ ﻼ ً ﻓ ﻲ ﻋﺎم‬ ‫ﺒﺮ اﻟﺼﻨﺎﻋﺎ ت ﻣﻤﺎ‬ ‫ﺗﻮزﻳﻊ اﻟﻮﻇﺎﺋﻒ ﻋ‬ • 46.5 million job openings are expected, with more than three-fourths resulting from the need to replace workers who retire or leave an occupation. ‫ﺒﺪال اﻟﻌﻤﺎل اﻟﺬﻳﻦﺗﻘﺎﻋﺪوا أوﺗﺮﻛﻮا‬ ‫ﺘ‬ ‫ﺗﺠ ﺔ ﻋﻦ اﻟﺤﺎﺟ ﺔ إﱃ اﺳ‬ ‫ﺑﺎﻋﻬﺎ ﻧﺎ‬ ‫ﺛ ﺔ أر‬ ‫ﺛﻼ‬ ‫ﺜﺮ ﻣﻦ‬ ‫ وأﻛ‬، ‫ﻣﻠﻴﻮن ﻓﺮﺻ ﺔ ﻋﻤﻞ‬46.5 ‫ﺘﻮﻗﻊ وﺟﻮد‬ ‫•ﻣﻦ اﻟﻤ‬ • The median age of the workforce will increase to 42.3 years, the highest ever recorded. ‫ و ﻫﻮ أﻋﲆ ﻣﻌﺪل ﻋﲆ اﻹﻃﻼق‬، ‫ﺳﻨ ﺔ‬42.3 ‫ﺘﻮﺳﻂ ﻋﻤﺮ اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔ إﱃ‬ ‫ﺗﻔﻊ ﻣ‬ ‫•ﺳﻴﺮ‬ .‫ﻣ ﺴﺠﻞ‬ .‫ﻣﻬﻨ ﺔ‬ • Health care support and practitioner occupations are projected to be the fastest-growing occupational groups and contribute the most new jobs (one out of four new jobs). © McGraw Hill ‫ﺘﻮﻗﻊ أنﺗﻜﻮن‬ ‫•دﻋﻢ اﻟﺮﻋﺎﻳ ﺔ اﻟﺼﺤﻴ ﺔ وﻣﻬﻦ اﻟﻤﻤﺎرس ﻣﻦ اﻟﻤ‬ .(‫ﺑﻊ وﻇﺎﺋﻒ ﺟﺪﻳﺪة‬ ‫ﺗ ﺴﺎ ﻫﻢ ﻓ ﻲ ﻣﻌﻈﻢ اﻟﻮﻇﺎﺋﻒ اﻟﺠﺪﻳﺪة )واﺣﺪة ﻣﻦ ﻛﻞ أر‬ ‫اﻟﻤﺠﻤﻮﻋﺎ ت اﻟﻤﻬﻨﻴ ﺔ اﻷﺳﺮع ﻧﻤ ًﻮا و‬ 28 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 28 Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ Competitive Challenges Influencing Human Resource Management 3 3 ‫اﻹدارة‬ ‫ﺘﻮﻇﻴﻒ‬ ‫ﻗﻮة اﻟﻌﻤﻞ وﺧﺼﺎﺋﺺ اﻟ‬ Labor Force and Employment Characteristics ‫ﺗﺮﻛﻴ ﺐ اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔ‬ ‫•اﻟ ﺴﻜﺎن ﻫﻢ أ ﻫﻢ ﻋﺎﻣﻞ ﻓ ﻲﺗﺤﺪﻳﺪ ﺣﺠﻢ و‬ • Population is most important factor in determining size and composition of labor force ‫ﺑﻄ ﻲء ﻣﻊﺗﻘﺪم اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔ ﻓ ﻲ اﻟ ﺴﻦ‬ ‫•اﻟﻨﻤﻮ‬ • Growth is slow as labor force is aging ‫ﺒﺎﻧﻴ ﺔ‬ ‫ وﺧﺎﺻ ﺔ ذوي اﻷﺻﻮل اﻷﺳ‬، ‫ﺘﻨﻮع آﺧﺬ ﻓ ﻲ اﻻزدﻳﺎد‬ ‫•اﻟ‬ • Diversity is increasing, especially Hispanics ‫•أ ﻫﻤﻴ ﺔ ﻗﻄﺎع اﻟﺨﺪﻣﺎ ت وﺧﺎﺻ ﺔ اﻟﺮﻋﺎﻳ ﺔ اﻟﺼﺤﻴ ﺔ‬ • Importance of service sector, especially health care ‫ﺒﺎ ت اﻟﻮﻇﻴﻔ ﺔ‬ ‫ﺘﻄﻠ‬ ‫ﺒﻴ ﺔ ﻣ‬ ‫ﺘﻠ‬ ‫ﺘﻌﻠﻴﻢ ﻣﻬﻢ ﻟ‬ ‫•اﻟ‬ • Education is important to meet job requirements (STEM ) ‫ﺘﻜﻨﻮﻟﻮﺟﻴﺎ واﻟﻬﻨﺪﺳ ﺔ واﻟﺮﻳﺎﺿﻴﺎ ت‬ ‫ ﺧﺎﺻ ﺔ ذوي ﻣﻬﺎرا ت اﻟﻌﻠﻮم واﻟ‬، ‫•ﻧﻘﺺ اﻟﻌﺎﻣﻠﻴﻦ اﻟﻤﺆ ﻫﻠﻴﻦ‬ • Shortage of qualified workers, especially with STEM skills © McGraw Hill 29 29 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google Competitive Challenges Influencing Human Resource Management 4 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ Understand and Enhance the Value Placed on Intangible Assets and Human Capital ‫ﺗﻌﺰﻳﺰ اﻟﻘﻴﻤ ﺔ اﻟﻤﻮﺿﻮﻋ ﺔ ﻋﲆ ﻏﻴﺮ اﻟﻤﻠﻤﻮس‬ ‫ﻓﻬﻢ و‬ 4 ‫اﻹدارة‬ ‫ﺒﺸﺮي‬ ‫اﻷﺻﻮل ورأس اﻟﻤﺎل اﻟ‬ :‫ﺛ ﺔ أﻧﻮاع ﻣﻦ اﻷﺻﻮل‬ ‫ﺛﻼ‬ • • Three types of assets: (‫•اﻷﺻﻮل اﻟﻤﺎﻟﻴ ﺔ )اﻟﻨﻘﺪﻳ ﺔ واﻷوراق اﻟﻤﺎﻟﻴ ﺔ‬ • Financial assets (cash and securities) (‫ﺘﻠﻜﺎ ت واﻵﻻ ت واﻟﻤﻌﺪا ت‬ ‫•اﻷﺻﻮل اﻟﻤﺎدﻳ ﺔ )اﻟﻤﻤ‬ • Physical assets (property, plant, equipment) (‫ رأس اﻟﻤﺎل اﻟﻔﻜﺮي‬، ‫ﺘﻤﺎﻋ ﻲ‬ ‫ رأس اﻟﻤﺎل اﻻﺟ‬، ‫ رأس ﻣﺎل اﻟﻌﻤﻼء‬، ‫ﺒﺸﺮي‬ ‫•اﻷﺻﻮل ﻏﻴﺮ اﻟﻤﻠﻤﻮﺳ ﺔ )رأس اﻟﻤﺎل اﻟ‬ • Intangible assets (human capital, customer capital, social capital, intellectual capital) © McGraw Hill 30 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 30 Machine Translated by Google ‫ﺜﻠ ﺔ ﻋﲆ اﻷﺻﻮل ﻏﻴﺮ اﻟﻤﻠﻤﻮﺳ ﺔ‬ ‫أﻣ‬1.6 ‫اﻟﺠﺪول‬ Table 1.6 Examples of Intangible Assets Human capital • Tacit knowledge • Education • Work-related know-how • Work-related competence Social capital • Corporate culture • Management philosophy • Management practices • Informal networking systems • Coaching/mentoring relationships Customer capital • Customer relationships • Brands • Customer loyalty • Distribution channels Intellectual capital • Patents • Copyrights • Trade secrets • Intellectual property ‫اﻟﺮأﺳﻤﺎﻟﻴ ﺔ ةيعام تجالا‬ ‫ﺗﻌﻠﻴﻢ‬ • ‫•ﻓﻠ ﺴﻔ ﺔ اﻹدارة‬ ‫•اﻟﻤﻌﺮﻓ ﺔ اﻟﻀﻤﻨﻴ ﺔ‬ ‫ﺑﺎﻟﻌﻤﻞ‬ ‫ﺘﻌﻠﻘ ﺔ‬ ‫•اﻟﺪراﻳ ﺔ اﻟﻤ‬ ‫ﺑﺎﻟﻌﻤﻞ‬ ‫ﺘﻌﻠﻘ ﺔ‬ ‫•اﻟﻜﻔﺎءة اﻟﻤ‬ ‫ﺛﻘﺎﻓ ﺔ اﻟﺸﺮﻛ ﺔ‬ • ‫•اﻟﻤﻤﺎرﺳﺎ ت اﻹدارﻳ ﺔ‬ ‫ﺒﻜﺎ ت ﻏﻴﺮ اﻟﺮﺳﻤﻴ ﺔ‬ ‫•أﻧﻈﻤ ﺔ اﻟﺸ‬ ‫ﺘﻮﺟﻴﻪ‬ ‫ اﻟ‬/ ‫ﺘﺪرﻳ ﺐ‬ ‫•ﻋﻼﻗﺎ ت اﻟ‬ ‫رأس ﻣﺎل اﻟﻌﻤﻴﻞ‬ ‫رأس اﻟﻤﺎل اﻟﻔﻜﺮي‬ ‫ﺘﺠﺎرﻳ ﺔ‬ ‫•اﻟﻌﻼﻣﺎ ت اﻟ‬ ‫ﺘﺄﻟﻴﻒ واﻟﻨﺸﺮ‬ ‫•ﺣﻘﻮق اﻟ‬ ‫•ﻋﻼﻗﺎ ت اﻟﻌﻤﻼء‬ ‫•وﻻء اﻟﻌﻤﻴﻞ‬ ‫ﺘﻮزﻳﻊ‬ ‫•ﻗﻨﻮا ت اﻟ‬ ‫ﺘﺮاع‬ ‫ﺑﺮاءا ت اﻻﺧ‬ • ‫ﺘﺠﺎرﻳ ﺔ‬ ‫•اﻷﺳﺮار اﻟ‬ ‫•اﻟﻤﻠﻜﻴ ﺔ اﻟﻔﻜﺮﻳ ﺔ‬ .‫اﻟﻤﺮاوغ‬ ‫رأس‬ 1 (2004): 56-80 ‫ ؛‬.‫ﻻ‬17 ، ‫ و‬، .‫ إي‬، ‫ﺘﻮن‬ ‫ ﻫﻮﻟ‬SHRM ، 2003 ‫ﻷﺻﻞ ث ؛‬ ‫ﺒﺤﻮ‬ Weatherly، ‫ﺔا ﻟﻠ‬:‫ﺒﺸﺮي‬ ‫اﻟاﻟﻔﺼﻠﻴ‬L. :‫اﻟﻤﺎلﺔ‬ ‫ﻳ‬ :‫اﻟﻤﺼﺎدر‬ ‫ﺳﻜﻨﺪر‬ ‫اﻹ‬ SOURCES: Weatherly, L. Human Capital: The Elusive Asset. Alexandria: SHRM Research Quarterly, 2003; Holton, E., and S. Naquin. “New Metrics for Employee Development.” Performance Improvement Quarterly 17, no. 1(2004): 56–80; Huselid, M., B. Becker, and R. Beatty. The Workforce Scorecard. Boston: Harvard University Press, 2005. © McGraw Hill ‫ﺒﺸﺮي‬ ‫رأس اﻟﻤﺎل اﻟ‬ .‫ﺔ‬ “.‫اﻟﻤﻮﻇﻔﻴﻦ‬ ‫اﻟﻘﻮى اﻟﻌﺎﻣﻠ‬ ‫ﺘﻄﻮﻳﺮ‬ ‫ﻳﺪةﺔﻟ أداء‬ ‫ﺑﻄﺎﻗ‬ ‫ﺳﻨﻮيﺟﺪ‬ ‫”ﻣﻘﺎﻳﻴ ﺲ‬ ‫ﺑﻊ‬ ‫ﻷداء ر‬ S. Naquin. ‫ﺗﺤ ﺴﻴﻦ ا‬ 2005. ، ‫ﺒﻌ ﺔ ﺟﺎﻣﻌ ﺔ ﻫﺎرﻓﺎرد‬ ‫ ﻣﻄ‬:‫ﺑﻮﺳﻄﻦ‬ .‫ﺘ ﻲ‬ ‫ﺑﻴ‬ ‫ آر‬، ‫ﺑﻴﻜﺮ‬ ، ‫ إم‬، ‫ﻫﻮﺳﻠﻴﺪ‬ 31 31 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ Competitive Challenges Influencing Human Resource Management 5 5 ‫اﻹدارة‬ ‫ﺗﻌﺰﻳﺰ اﻟﻘﻴﻤ ﺔ اﻟﻤﻮﺿﻮﻋ ﺔ ﻋﲆ ﻏﻴﺮ اﻟﻤﻠﻤﻮس‬ ‫ﻓﻬﻢ و‬ Understand and Enhance the Value Placed on Intangible Assets and Human Capital continued ‫ﺒﺸﺮي‬ ‫ﺑﻊ اﻷﺻﻮل ورأس اﻟﻤﺎل اﻟ‬ ‫ﺗﺎ‬ ‫•اﻟﻌﺎﻣﻠﻴﻦ ﻓ ﻲ ﻣﺠﺎل اﻟﻤﻌﺮﻓ ﺔ‬ • Knowledge workers ‫ﺘﺨﺼﺼ ﺔ‬ ‫ﺑﺎﻟﻤﻌﺮﻓ ﺔ اﻟﻤ‬ ‫•اﻟﻤ ﺴﺎ ﻫﻤ ﺔ‬ • Contribute specialized knowledge ‫ﺘﻌﺎون ﻓ ﻲ إﻳﺠﺎد اﻟﺤﻠﻮل‬ ‫ﺒﺎدل اﻟﻤﻌﺮﻓ ﺔ واﻟ‬ ‫ﺗ‬ • • Share knowledge and collaborate on solutions ‫ﺗﻬﺎ ووﻇﺎﺋﻔﻬﺎ‬ ‫ﺘﺎج إﱃ ﻣﻬﺎرا‬ ‫•ﻣﻄﻠﻮ بﻷن اﻟﺸﺮﻛﺎ تﺗﺤ‬ • In demand because companies need their skills and jobs requiring them are growing © McGraw Hill ‫ﻳﻨﻤﻮون‬ 32 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 32 Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ 6 ‫اﻹدارة‬ Competitive Challenges Influencing Human Resource Management 6 ‫ﺘﻤﺮ‬ ‫ﺘﻌﻠﻢ اﻟﻤ ﺴ‬ ‫ﺘﻤﻜﻴﻦ واﻟ‬ ‫ﺘﺄﻛﻴﺪ ﻋﲆ اﻟ‬ ‫اﻟ‬ Emphasize Empowerment and Continuous Learning ‫•ﻣﻨﺢ اﻟﻤﻮﻇﻔﻴﻦ اﻟﻤ ﺴﺆوﻟﻴ ﺔ واﻟ ﺴﻠﻄ ﺔ‬ • Give employees responsibility and authority ‫ﺗﺤﻤﻴﻠﻬﻢ اﻟﻤ ﺴﺆوﻟﻴ ﺔ‬ • • Hold them accountable ‫•ﻣﺸﺎرﻛ ﺔ اﻟﻤﻮﻇﻔﻴﻦ ﻓ ﻲ اﻟﻤﻜﺎﻓﺂ ت واﻟﺨ ﺴﺎﺋﺮ‬ • Employees share in the rewards and losses ‫ﺘﻌﻠﻢ‬ ‫•ﻣﻨﻈﻤ ﺔ اﻟ‬ • Learning organization © McGraw Hill 33 33 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ 7 ‫اﻹدارة‬ Competitive Challenges Influencing Human Resource Management 7 ‫ﺘﻐﻴﻴﺮ‬ ‫ﺘﻜﻴﻒ ﻣﻊ اﻟ‬ ‫اﻟ‬ Adapt to Change ‫ﺘﻤ ﻲ‬ ‫•ﺣ‬ • Inevitable • Employees expected to take more responsibility for own careers ‫وﻇﺎﺋﻒ‬ ‫ﺘﺠ ﺔ‬ ‫ﺘﺰﻣ ﺔ وﻣﻨ‬ ‫ﺑﻨﺎء ﻗﻮة ﻋﺎﻣﻠ ﺔ ﻣﻠ‬ ‫ﺘﺤﺪي ﻫﻮ ﻛﻴﻔﻴ ﺔ‬ ‫•اﻟ‬ • Challenge is how to build a committed, productive workforce ‫ﺘﻐﻴﻴﺮ ﻣﻦ ﺧﻼل ﺧﻔ ﺔ اﻟﺤﺮﻛ ﺔ‬ ‫•ﻳﺪﻳﺮ اﻟﻤﻮﻇﻔﻮن اﻟ‬ • Employees manage change through agility ‫ﺘﻐﻴﻴﺮا ت ﻓ ﻲ ﻋﻼﻗ ﺔ اﻟﻌﻤﻞ‬ ‫•اﻟ‬ • Changes in the employment relationship © McGraw Hill ‫ﺗﻬﻢ‬ ‫ﺘﻮﻗﻊ اﻟﻤﻮﻇﻔﻮنﺗﺤﻤﻞ اﻟﻤﺰﻳﺪ ﻣﻦ اﻟﻤ ﺴﺆوﻟﻴ ﺔ ﻟﺬا‬ ‫•ﻳ‬ 34 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 34 Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ Competitive Challenges Influencing Human Resource Management 8 8 ‫اﻹدارة‬ ‫ﺗﻌﻈﻴﻢ ﻣﺸﺎرﻛ ﺔ اﻟﻤﻮﻇﻔﻴﻦ‬ Maximize Employee Engagement ‫ﺑﻌﻤﻠﻬﻢ‬ ‫•ﺷﻐﻮف‬ • Passionate about their work • Committed to the company and its mission ‫ﺘﻬﺎ‬ ‫ﺑﺎﻟﺸﺮﻛ ﺔ ورﺳﺎﻟ‬ ‫ﺘﺰم‬ ‫ﺗﻠ‬ • • Work hard to contribute ‫•اﻟﻌﻤﻞ اﻟﺠﺎد ﻟﻠﻤ ﺴﺎ ﻫﻤ ﺔ‬ ‫ﺘﻄﻼﻋﺎ ت اﻟﺮأي أو اﻟﻤﻮاﻗﻒ‬ ‫ﺑﺎﺳ‬ ‫•ﻳﻘﺎس‬ • Measured with attitude or opinion surveys • Focus on employee experience ‫ﺒﺮة اﻟﻤﻮﻇﻒ‬ ‫ﺘﺮﻛﻴﺰ ﻋﲆ ﺧ‬ ‫•اﻟ‬ • Employee value proposition (EVP) (EVP) ‫•ﻋﺮض ﻗﻴﻤ ﺔ اﻟﻤﻮﻇﻒ‬ 35 © McGraw Hill 35 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google ‫ﺘﺮﻛ ﺔ ﻹﺷﺮاك اﻟﻤﻮﻇﻔﻴﻦ‬ ‫اﻟﻤﻮﺿﻮﻋﺎ ت اﻟﻤﺸ‬1.7 ‫اﻟﺠﺪول‬ Table 1.7 Common Themes of Employee Engagement ‫ﺒﺮﻳﺎء ﻓ ﻲ ﺻﺎﺣ ﺐ اﻟﻌﻤﻞ‬ ‫اﻟﻜ‬1. 1. Pride in employer ‫اﻟﺮﺿﺎ ﻋﻦ ﺻﺎﺣ ﺐ اﻟﻌﻤﻞ‬2. 2. Satisfaction with employer ‫اﻟﺮﺿﺎ ﻋﻦ اﻟﻮﻇﻴﻔ ﺔ‬3. 3. Satisfaction with the job ‫ﻓﺮﺻ ﺔﻷداء اﻟﻌﻤﻞ اﻟﺼﻌ ﺐ‬4. 4. Opportunity to perform challenging work ‫ﺑﻴ ﺔ‬ ‫ﺘﺮاف وردود اﻟﻔﻌﻞ اﻹﻳﺠﺎ‬ ‫اﻻﻋ‬5. 5. Recognition and positive feedback 6. Personal support from manager ‫اﻟﺪﻋﻢ اﻟﺸﺨﺼ ﻲ ﻣﻦ اﻟﻤﺪﻳﺮ‬6. 7. Effort above and beyond the minimum ‫ﺘﺠﺎوز اﻟﺤﺪ اﻷدﻧﻰ‬ ‫ﺟﻬﺪﻳ‬7. ‫ﺑﻴﻦ وﻇﻴﻔ ﺔ اﻟﻔﺮد ورﺳﺎﻟ ﺔ اﻟﺸﺮﻛ ﺔ‬ ‫ﻓﻬﻢ اﻟﺼﻠ ﺔ‬8. 8. Understand link between one’s job and company’s mission ‫ﺒﻠ ﻲ ﻣﻊ اﻟﺸﺮﻛ ﺔ‬ ‫ﺘﻘ‬ ‫آﻓﺎق اﻟﻨﻤﻮ اﻟﻤ ﺴ‬9. 9. Prospects for future growth with the company ‫ﺒﻘﺎء ﻣﻊ اﻟﺸﺮﻛ ﺔ‬ ‫ﻧﻴ ﺔ اﻟ‬10- 10. Intention to stay with the company .‫ ر‬، ‫ﻓﺎﻧ ﺲ‬ :‫اﻟﻤﺼﺎدر‬ .‫ﺘﺰاﻣﻬﻢ‬ ‫اﻟﻤﻮﻇﻔﻴﻦ واﻟ‬ ‫ﻣﺸﺎرﻛ ﺔ‬ .‫ﺗﺤﺪي اﻟﻤﺸﺎرﻛ ﺔ‬.‫ ت‬، ‫ﺘﻞ‬ ‫ﻟﻴ‬2006 ‫ ؛‬، ‫إدارة اﻟﻤﻮارد‬ SOURCES: Vance, R. Employee Engagement and Commitment. Alexandria: Society for Human Resource Management, 2006; Lytle, T. The Engagement Challenge. HR Magazine, 2016. © McGraw Hill 36 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 2016. ‫ ﺟﻤﻌﻴ ﺔ اﻹﻧ ﺴﺎن‬:‫اﻹﺳﻜﻨﺪرﻳ ﺔ‬ ،‫ﻣﺠﻠ ﺔ‬ ‫ﺒﺸﺮﻳ ﺔ‬ ‫اﻟﻤﻮارد اﻟ‬ 36 Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ Competitive Challenges Influencing Human Resource Management 9 9 ‫اﻹدارة‬ ‫إدارة اﻟﻤﻮا ﻫ ﺐ‬ Manage Talent ‫ﺗﻘﻴﻴﻢ اﻟﻤﻮﻇﻔﻴﻦ‬ ‫ﺘ ﺴﺎ ب و‬ ‫•اﻛ‬ • Acquiring and assessing employees • Learning and development ‫ﺘﻄﻮﻳﺮ‬ ‫ﺘﻌﻠﻢ و اﻟ‬ ‫•اﻟ‬ • Performance management ‫•ادارة اﻷداء‬ ‫ﺗﻌﻮﻳﺾ‬ • • Compensation © McGraw Hill 37 37 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ Competitive Challenges Influencing Human Resource Management 10 10 ‫اﻹدارة‬ ‫ﺘﻘﻠﻴﺪي واﻟﺤﻔﻠ ﺔ‬ ‫ﺘﻮﻇﻴﻒ ﻏﻴﺮ اﻟ‬ ‫ﺒﺎرك اﻟ‬ ‫ﺘ‬ ‫ﺿﻊ ﻓ ﻲ اﻋ‬ Consider Nontraditional Employment and the Gig Economy ‫ﺘﺼﺎد‬ ‫اﻗ‬ ‫ﺘﺤﺪة‬ ‫ﻣﻦ إﺟﻤﺎﻟ ﻲ اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔ ﻓ ﻲ اﻟﻮﻻﻳﺎ ت اﻟﻤ‬35٪ ‫و‬20 ‫ﺑﻴﻦ‬ ‫•ﻣﺎ‬ • Between 20 and 35% of total U.S. workforce ‫ﺑﻬﻢ وﻻﻳﻌﻤﻠﻮن ﻟﺼﺎﻟﺢ ﺷﺮﻛ ﺔ‬ ‫•ﻳﺤﺪد اﻟﻌﻤﺎل اﻟﺠﺪول اﻟﺰﻣﻨ ﻲ اﻟﺨﺎص‬ • Workers set own schedule and do not work for a company ‫ﺗﻮﻓﺮ اﻟﻤﺮوﻧ ﺔ‬ • • Offers flexibility © McGraw Hill 38 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 38 Machine Translated by Google Competitive Challenges Influencing Human Resource Management 11 ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ Provide Flexibility to Help Employees Meet Work and Life Demands ‫ﺑﻠ ﺔ اﻟﻌﻤﻞ واﻟﺤﻴﺎة‬ ‫ﺗﻮﻓﻴﺮ اﻟﻤﺮوﻧ ﺔ ﻟﻤ ﺴﺎﻋﺪة اﻟﻤﻮﻇﻔﻴﻦ ﻋﲆ ﻣﻘﺎ‬ • 46% of employees work more than 45 hours per week ‫ﺒﻮع‬ ‫ﺳﺎﻋ ﺔ ﻓ ﻲ اﻷﺳ‬45 ‫ﺜﺮ ﻣﻦ‬ ‫ﻣﻦ اﻟﻤﻮﻇﻔﻴﻦ أﻛ‬46٪ ‫•ﻳﻌﻤﻞ‬ 11 ‫اﻹدارة‬ ‫ﺣﻔﺰ‬ • Only half of employees in U.S. believe they have the flexibility they need for work/life balance ‫ﺘﺎﺟﻮﻧﻬﺎ‬ ‫ﺘ ﻲﻳﺤ‬ ‫ﺘﺤﺪة أن ﻟﺪﻳﻬﻢ اﻟﻤﺮوﻧ ﺔ اﻟ‬ ‫ﺘﻘﺪ ﻧﺼﻒ اﻟﻤﻮﻇﻔﻴﻦ ﻓﻘﻂ ﻓ ﻲ اﻟﻮﻻﻳﺎ ت اﻟﻤ‬ ‫•ﻳﻌ‬ ‫ﺑﻴﻦ اﻟﻌﻤﻞ واﻟﺤﻴﺎة‬ ‫ﺘﻮازن‬ ‫ﺘﺤﻘﻴﻖ اﻟ‬ ‫ﻟ‬ ‫ واﻟﻌﻤﻞ ﻓ ﻲ اﻟﻤﻨﺰل‬، ‫ ﺟﺪاول ﻋﻤﻞ ﻣﺮﻧ ﺔ‬:‫•اﻟﺤﻞ‬ • Solution: flexible work schedules, work-at-home arrangements, protecting employees’ free time, and more productively using employees’ work time ‫ﺘﺎﺟﻴ ﺔ‬ ‫ﺜﺮ إﻧ‬ ‫ﺑﺸﻜﻞ أﻛ‬ ‫ﺘﺨﺪام وﻗ ﺖ ﻋﻤﻞ اﻟﻤﻮﻇﻔﻴﻦ‬ ‫ واﺳ‬، ‫ وﺣﻤﺎﻳ ﺔ وﻗ ﺖ ﻓﺮاغ اﻟﻤﻮﻇﻔﻴﻦ‬، ‫ﺒﺎ ت‬ ‫ﺗﻴ‬ ‫ﺘﺮ‬ ‫اﻟ‬ ‫ﺘﺮﻛ ﺔ‬ ‫ﺗ ﺐ اﻟﻤﺸ‬ ‫ﺘﺮك أو اﻟﻤﻜﺎ‬ ‫•ﻣﻮاﻗﻊ اﻟﻌﻤﻞ اﻟﻤﺸ‬ • Co-working sites or shared offices © McGraw Hill 39 39 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ Competitive Challenges Influencing Human Resource Management 12 12 ‫اﻹدارة‬ ‫ﺘﻴﺎﺟﺎ ت أﺻﺤﺎ ب اﻟﻤﺼﻠﺤ ﺔ واﻟﻤ ﺴﺎ ﻫﻤﻴﻦ واﻟﻌﻤﻼء‬ ‫ﺒﻴ ﺔ اﺣ‬ ‫ﺗﻠ‬ Meet the Needs of Stakeholders, Shareholders, Customers, Employees, and Community ‫ﺘﻤﻊ‬ ‫اﻟﻤﻮﻇﻔﻴﻦ واﻟﻤﺠ‬ ‫ﺘﻮازن‬ ‫ اﻟﻤ‬:‫•إﻇﻬﺎر اﻷداءﻷﺻﺤﺎ ب اﻟﻤﺼﻠﺤ ﺔ‬ • Demonstrate performance to stakeholders: the balanced scorecard ‫ﺑﻄﺎﻗ ﺔ اﻷداء‬ • Being customer-focused ‫ﺘﺮﻛﻴﺰ ﻋﲆ اﻟﻌﻤﻼء‬ ‫•اﻟ‬ • Improving quality ‫ﺗﺤ ﺴﻴﻦ اﻟﺠﻮدة‬ • ‫ﺘﺄﻛﻴﺪ ﻋﲆ اﻟﻌﻤﻞ اﻟﺠﻤﺎﻋ ﻲ‬ ‫•اﻟ‬ • Emphasizing teamwork • Reducing new product and service development times ‫ﺘﺠﺎ ت واﻟﺨﺪﻣﺎ ت اﻟﺠﺪﻳﺪة‬ ‫ﺗﻘﻠﻴﺺ أوﻗﺎ تﺗﻄﻮﻳﺮ اﻟﻤﻨ‬ • • Managing for the long term ‫•اﻹدارة ﻋﲆ اﻟﻤﺪى اﻟﻄﻮﻳﻞ‬ LO 1-3 LO 1-3 © McGraw Hill 40 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 40 Machine Translated by Google ‫ﺘﻮازن‬ ‫ﺑﻄﺎﻗ ﺔ اﻷداء اﻟﻤ‬ 1.8 ‫اﻟﺠﺪول‬ Table 1.8 The Balanced Scorecard PERSPECTIVE QUESTIONS ANSWERED EXAMPLES OF CRITICAL BUSINESS INDICATORS CRITICAL HR INDICATORS Customer How do customers see us? Time, quality, performance, service, cost Employee satisfaction with HR department services; Employee perceptions of the company as an employer Internal What must we excel at? Processes that influence customer satisfaction, availability of information on service, and/or manufacturing processes Training costs per employee, turnover rates, time to fill open positions Innovation and learning Can we continue to improve and create value? Improve operating efficiency, launch new products, continuous improvement, empowering of workforce, employee satisfaction Employee/skills competency levels, engagement survey results, change management capability Financial How do we look to shareholders? Profitability, growth, shareholder value Compensation and benefits per employee, turnover costs, profit per employee, revenue per employee © McGraw Hill ‫ﻣﻨﻈﻮرﺔ‬ ‫ﺳﺌﻠﺔﺔ ﺣﺎﺳﻤ‬ ‫ﺜﻠ‬ ‫أأﻣ‬ ‫ﻣﺆﺷﺮاﺔ ت اﻷﻋﻤﺎل‬ ‫ﺑ‬ ‫اﻹﺟﺎ‬ ‫ﻳﺮاﻧﺎ اﻟﻌﻤﻼء؟‬ ‫واﻟﺠﻮدة واﻷداء واﻟﺨﺪﻣ ﺔ‬ ‫ﻛﻴﻒ ﺖ‬ ‫اﻟﻮﻗ‬ ‫ﺘﻜﻠﻔ ﺔ‬ ‫واﻟ‬ ‫ﻋﻤﻴﻞ‬ ‫داﺧﻠ ﻲ‬ ‫ﺗﺼﻮرا ت اﻟﻤﻮﻇﻒ ﻟﻠﺸﺮﻛ ﺔ ﻛﺼﺎﺣ ﺐ ﻋﻤﻞ‬ ‫ واﻟﻮﻗ ﺖ ﻟﺸﻐﻞ‬، ‫وﻣﻌﺪﻻ ت اﻟﺪوران‬ ‫اﻟﻮﻇﺎﺋﻒ اﻟﺸﺎﻏﺮة‬ ‫ﺘﺤ ﺴﻴﻦ وﺧﻠﻖ اﻟﻘﻴﻤ ﺔ؟‬ ‫اﻟ‬ 41 ‫ﺒﺸﺮﻳ ﺔ ؛‬ ‫رﺿﺎ اﻟﻤﻮﻇﻔﻴﻦ ﻋﻦ ﺧﺪﻣﺎ ت ﻗ ﺴﻢ اﻟﻤﻮارد اﻟ‬ ‫ﺘﺼﻨﻴﻊ‬ ‫ أو ﻋﻤﻠﻴﺎ ت اﻟ‬/ ‫ و‬، ‫ﺗﻮاﻓﺮ اﻟﻤﻌﻠﻮﻣﺎ ت ﺣﻮل اﻟﺨﺪﻣ ﺔ‬ ‫ و‬، ‫ﻟﻜﻞاﻟﻌﻤﻼء‬ ‫ﻋﲆ رﺿﺎ‬ ‫ﺛﺮ‬ ‫ﺘاﻟﻲﺗﺆ‬ ‫ﺗﻜﺎﻟﻴﻒاﻟ‬ ‫اﻟﻌﻤﻠﻴﺎ ت‬ ، ‫ﻣﻮﻇﻒ‬ ‫ﻳﺐ‬ ‫ﺘﺪر‬ ‫ﺘﻔﻮق ﻓﻴﻪ؟‬ ‫ﻣﺎ اﻟﺬيﻳﺠ ﺐ أن ﻧ‬ ‫ﺘﻤﺮار ﻓ ﻲ‬ ‫ﺘﻌﻠﻢاﻻﺳ‬ ‫ﻳﻤﻜﻨﻨﺎ‬ ‫ﺘﻜﺎر واﻟ‬ ‫ﻫﻞ‬ ‫ﺑ‬ ‫اﻻ‬ ‫ﻣﺎﻟ ﻲ‬ ‫ﺒﺸﺮﻳ ﺔ اﻟﺤﺎﺳﻤ ﺔ‬ ‫ﻣﺆﺷﺮا ت اﻟﻤﻮارد اﻟ‬ ‫ إرﺿﺎء اﻟﻤﻮﻇﻔﻴﻦ‬، ‫ﺗﻤﻜﻴﻦ اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔ‬، ‫ﺘﻤﺮ‬ ‫ﺘﺤ ﺴﻴﻦ اﻟﻤ ﺴ‬ ‫ﺴﺢ‬ ‫ اﻟ‬، ‫ﻳﺪة‬ ‫ﺋﺞ ﻣ‬ ‫ﺟﺪ‬ ‫ﺘﺎ‬ ‫ توﻧ‬،‫ﺘﺠﺎ‬ ‫ﻣﻨ ت‬ ‫اﻟﻤﻬﺎرا‬ ‫إﻃﻼق‬ / ‫اﻟﻤﻮﻇﻒ‬ ، ‫ﺘﺸﻐﻴﻞ‬ ‫ﻛﻔﺎءة‬ ‫ﻛﻔﺎءة اﻟ‬ ‫ﺴﻴﻦ ت‬ ‫ﺘﻮﻳﺎ‬ ‫ﺗﺤﺴ‬ ‫ﻣ‬ ‫ﺗﻐﻴﻴﺮ اﻟﻘﺪرة ﻋﲆ اﻹدارة‬ ‫ و‬، ‫اﻟﻤﺸﺎرﻛ ﺔ‬ ‫إﱃ اﻟﻤ‬ ‫ﻧﻨﻈﺮ‬ ‫ﻛﻴﻒ‬ ‫ﻫﻤﻴﻦ؟ﻫﻢ‬ ‫ﺴﺎﺔ اﻟﻤ ﺴﺎ‬ ‫وﻗﻴﻤ‬ ‫واﻟﻨﻤﻮ‬ ‫ﺑﺤﻴ ﺔ‬ ‫اﻟﺮ‬ ‫ﺗﻜﺎﻟﻴﻒ‬ ‫ و‬، ‫ﺘﻌﻮﻳﻀﺎ ت واﻟﻤﺰاﻳﺎ ﻟﻜﻞ ﻣﻮﻇﻒ‬ ‫اﻟ‬ ‫ واﻹﻳﺮادا ت‬، ‫ﺑﺢ ﻟﻜﻞ ﻣﻮﻇﻒ‬ ‫ واﻟﺮ‬، ‫اﻟﺪوران‬ ‫ﻟﻜﻞ ﻣﻮﻇﻒ‬ 41 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ 13 ‫اﻹدارة‬ Competitive Challenges Influencing Human Resource Management 13 ‫ﺒﺎ ت اﻟﻤ ﺴﺆوﻟﻴ ﺔ ةيعام تجالا‬ ‫ﺛ‬ ‫إ‬ Demonstrate Social Responsibility .‫•ﻳ ﺴﺎﻋﺪ ﻋﲆﺗﻌﺰﻳﺰ ﺻﻮرة اﻟﺸﺮﻛ ﺔ ﻣﻊ اﻟﻌﻤﻼء‬ • Helps boost company’s image with customers. .‫•ﻳ ﺴﺎﻋﺪ ﻓ ﻲ اﻟﻮﺻﻮل إﱃ أﺳﻮاق ﺟﺪﻳﺪة‬ • Helps gain access to new markets. .‫ﺑﻬﻢ‬ ‫ﺘﻔﺎظ‬ ‫ﺑﻴﻦ واﻻﺣ‬ ‫•ﻳ ﺴﺎﻋﺪ ﻋﲆ ﺟﺬ ب اﻟﻤﻮﻇﻔﻴﻦ اﻟﻤﻮ ﻫﻮ‬ • Helps attract and retain talented employees. © McGraw Hill 42 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 42 Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ Competitive Challenges Influencing Human Resource Management 14 14 ‫اﻹدارة‬ ‫ﺘﺄﻛﻴﺪ ﻋﲆ ﺧﺪﻣ ﺔ اﻟﻌﻤﻼء واﻟﺠﻮدة‬ ‫اﻟ‬ Emphasize Customer Service and Quality • Total quality management (TQM) five core values: :‫(ﺧﻤ ﺲ ﻗﻴﻢ أﺳﺎﺳﻴ ﺔ‬TQM) ‫•إدارة اﻟﺠﻮدة اﻟﺸﺎﻣﻠ ﺔ‬ 1. Methods and processes are designed to meet internal and external customers’ needs. .‫ﺘﻴﺎﺟﺎ ت اﻟﻌﻤﻼء اﻟﺪاﺧﻠﻴ ﺔ واﻟﺨﺎرﺟﻴ ﺔ‬ ‫ﺒﻴ ﺔ اﺣ‬ ‫ﺘﻠ‬ ‫ﺗﻢﺗﺼﻤﻴﻢ اﻷﺳﺎﻟﻴ ﺐ واﻟﻌﻤﻠﻴﺎ ت ﻟ‬ 1. .‫ﺒﺎ ً ﻓ ﻲ اﻟﺠﻮدة‬ ‫ﺘﻠﻘﻰ ﻛﻞ ﻣﻮﻇﻒﺗﺪرﻳ‬ ‫ﻳ‬2. 2. Every employee receives training in quality. .‫ﺒﺎﺋﻌﻴﻦ واﻟﻤﻮردﻳﻦ واﻟﻌﻤﻼء‬ ‫ﺘﻌﺎون ﻣﻊ اﻟ‬ ‫ﺗﻌﺰﻳﺰ اﻟ‬ 3. 3. Promote cooperation with vendors, suppliers and customers. .‫ﺒﻴﺎﻧﺎ ت‬ ‫ﺑﻨﺎ ًء ﻋﲆ اﻟ‬ ‫ﺘﻐﺬﻳ ﺔ اﻟﺮاﺟﻌ ﺔ‬ ‫ﺘﻘﺪم ﻣﻊ اﻟ‬ ‫ﻳﻘﻴ ﺲ اﻟﻤﺪﻳﺮون اﻟ‬4. 4. Managers measure progress with feedback based on data. .‫ﺗﺼﺤﻴﺤﻬﺎ‬ ‫ﺘﺸﺎﻓﻬﺎ و‬ ‫ﺑﺪﻻ ً ﻣﻦ اﻛ‬ ‫ﺘﻢ ﻣﻨﻊ اﻷﺧﻄﺎء‬ ‫ﺑﺤﻴ ﺚﻳ‬ ‫ﺘﺞ أو ﺧﺪﻣ ﺔ‬ ‫ﺗﻢﺗﺼﻤﻴﻢ اﻟﺠﻮدة ﻓ ﻲ ﻣﻨ‬ 5. 5. Quality is designed into a product or service so that errors are prevented rather than being detected and corrected. © McGraw Hill 43 43 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ 15 ‫اﻹدارة‬ Competitive Challenges Influencing Human Resource Management 15 ‫ﺑﺎﻟﺪرﻳﺞ اﻟﻮﻃﻨﻴ ﺔ ﻟﻠﺠﻮدة‬ ‫ﺟﺎﺋﺰة ﻣﺎﻟﻜﻮﻟﻢ‬ Malcolm Baldrige National Quality Award ‫ﺘ ﻲﺗﻌﺰز اﻟﺠﻮدة‬ ‫•اﻟﻤﻨﺎﻓ ﺴ ﺔ اﻟ‬ • Competition that promotes quality 9000 (‫ﺘﻮﺣﻴﺪ اﻟﻘﻴﺎﺳ ﻲ‬ ‫)اﻟﻤﻨﻈﻤ ﺔ اﻟﺪوﻟﻴ ﺔ ﻟﻠ‬ISO ‫اﻟﻤﻌﺎﻳﻴﺮ‬ ISO (International Organization for Standardization) 9000 Standards ‫•ﻣﻌﺎﻳﻴﺮ اﻟﺠﻮدة اﻟﻌﺎﻟﻤﻴ ﺔ‬ • International standards of quality © McGraw Hill 44 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 44 Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ 16 ‫اﻹدارة‬ Competitive Challenges Influencing Human Resource Management 16 ‫ﺘ ﺔﺳﻴﺠﻤﺎ‬ ‫ﺳ‬ Six Sigma ‫ﺘﺤ ﺴﻴﻦ واﻟ ﺴﻴﻄﺮة ﻋﲆ اﻟﻌﻤﻠﻴﺎ ت‬ ‫ﺘﺤﻠﻴﻞ واﻟ‬ ‫•ﻋﻤﻠﻴ ﺔ اﻟﻘﻴﺎس واﻟ‬ • Process of measuring, analyzing, improving, and controlling processes ‫ﺗﺤ ﺴﻴﻦ اﻟﻌﻤﻠﻴﺎ ت‬ ‫ﺘﻔﻜﻴﺮ اﻟﻠﻴﻦ و‬ ‫اﻟ‬ Lean Thinking and Process Improvement • Do more with less effort, equipment space, and time ‫ ووﻗ ﺖ أﻗﻞ‬، ‫ وﻣ ﺴﺎﺣ ﺔ ﻣﻌﺪة‬، ‫ﺑﺠﻬﺪ أﻗﻞ‬ ‫ﺑﺎﻟﻤﺰﻳﺪ‬ ‫•اﻟﻘﻴﺎم‬ ‫ﺒﺮا ت اﻟﻤﻮﻇﻔﻴﻦ ﻓ ﻲ اﻟﻌﻤﻞ‬ ‫ﺗﺤ ﺴﻴﻦ ﺟﻮدة ﺧ‬ • • Improve quality of employees’ work experiences © McGraw Hill 45 45 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ Competitive Challenges Influencing Human Resource Management 17 17 ‫اﻹدارة‬ ‫ﺘﻔﺎدة ﻣﻨﻬﺎ و‬ ‫ﺒ ﺔ اﻟ ﺴﻜﺎﻧﻴ ﺔ واﻻﺳ‬ ‫ﺘﺮﻛﻴ‬ ‫ﺘﻌﺮف ﻋﲆ اﻟ‬ ‫اﻟ‬ Recognize and Capitalize on the Demographics and Diversity of the Workforce ‫ﺗﻨﻮع اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔ‬ • Internal labor force ‫•اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔ اﻟﺪاﺧﻠﻴ ﺔ‬ • External labor market ‫•ﺳﻮق اﻟﻌﻤﻞ اﻟﺨﺎرﺟ ﻲ‬ ‫ﺘﻮﺳﻂ ﻋﻤﺮ اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔﺳﻴﺰداد‬ ‫•ﻣ‬ • Average age of workforce will increase ‫•زﻳﺎدةﺗﻨﻮع اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔ‬ • Increased workforce diversity ‫ﺘﻨﻮع‬ ‫ﺛﺮ اﻟﻬﺠﺮة ﻋﲆ اﻟﺤﺠﻢ واﻟ‬ ‫ﺘﺆ‬ ‫•ﺳ‬ • Immigration will affect size and diversity © McGraw Hill 46 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 46 Machine Translated by Google ‫ﺒﺸﺮﻳ ﺔ‬ ‫ﺛﺮ ﻋﲆ اﻟﻤﻮارد اﻟ‬ ‫ﺘ ﻲﺗﺆ‬ ‫ﺘﻨﺎﻓ ﺴﻴ ﺔ اﻟ‬ ‫ﺘﺤﺪﻳﺎ ت اﻟ‬ ‫اﻟ‬ Competitive Challenges Influencing Human Resource Management 18 18 ‫إدارة‬ ‫ﺷﻴﺨﻮﺧ ﺔ اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔ‬ Aging of the Workforce ‫ﺳﻨ ﺔ ﻓﻤﺎ ﻓﻮق‬55 ‫•ﻣﺸﺎرﻛ ﺔ اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔ ﻟﻤﻦ ﻫﻢ‬ • Labor force participation of those 55 years and older expected to grow ‫ﺘﻮﻗﻊ أنﻳﻨﻤﻮ‬ ‫ﻣﻦ اﻟﻤ‬ ، ‫ﺘﻘﺎﻋﺪ‬ ‫ﺘﺨﻄﻴﻂ ﻟﻠ‬ ‫ واﻟ‬، ‫ﺘﻘﺮار اﻟﻮﻇﻴﻔ ﻲ‬ ‫ﺜﻞ اﻻﺳ‬ ‫ﺒﺸﺮﻳ ﺔ ﻣ‬ ‫•ﻗﻀﺎﻳﺎ إدارة اﻟﻤﻮارد اﻟ‬ • HRM issues such as career plateauing, retirement planning, and retraining older workers ‫ﺒﺎر اﻟ ﺴﻦ ﻣﻦ اﻟﻌﻤﺎل‬ ‫وإﻋﺎدةﺗﺪرﻳ ﺐ ﻛ‬ ‫ﺘﻌﺪدة اﻷﺟﻴﺎل‬ ‫اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔ ﻣ‬ The Multigenerational Workforce • Five generations ‫•ﺧﻤ ﺴ ﺔ أﺟﻴﺎل‬ 47 © McGraw Hill 47 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ Machine Translated by Google 2026 ‫و‬2016 ‫ﺘﻮزﻳﻊ اﻟﻌﻤﺮي ﻟﻠﻘﻮى اﻟﻌﺎﻣﻠ ﺔ‬ ‫ﻣﻘﺎرﻧ ﺔ اﻟ‬1.5 ‫اﻟﺸﻜﻞ‬ Figure 1.5 Comparison of the Age Distribution of the 2016 and 2026 Labor Forces SOURCE: Bureau of Labor Statistics, U.S. Department of Labor, “Employment projections: 2016–2026,” News Release, October 24, 2017, from www.bls.gov/emp, accessed January 5, 2019. 2019. ‫ﺜﺎﻧ ﻲ‬ ‫ ﻛﺎﻧﻮن اﻟ‬/ ‫ﻳﻨﺎﻳﺮ‬5 ‫ﺗﻤ ﺖ اﻟﺰﻳﺎرة ﻓ ﻲ‬ www.bls.gov/emp ، ‫ﻣﻦ‬2017 ، ‫ﺗﺸﺮﻳﻦ اﻷول‬/ ‫ﺑﺮ‬ ‫ﺘﻮ‬ ‫أﻛ‬24 ، ‫ﺑﻴﺎن ﺻﺤﻔ ﻲ‬ 2016-2026″ ، :‫ﺘﻮﻇﻴﻒ‬ ‫ﺗﻮﻗﻌﺎ ت اﻟ‬ ” ، ‫ وزارة اﻟﻌﻤﻞ اﻷﻣﺮﻳﻜﻴ ﺔ‬، ‫ﺘ ﺐ إﺣﺼﺎءا ت اﻟﻌﻤﻞ‬ ‫ ﻣﻜ‬:‫اﻟﻤﺼﺪر‬ .‫ﺑﺪﻳﻞ اﻟﻨﺺ ﻟﺼﻮر اﻟﺸﺮاﺋﺢ‬ ‫اﻟﻮﺻﻮل إﱃ‬ Access the text alternative for slide images. © McGraw Hill 48 ‫©ﻣﺎﻛﺠﺮو ﻫﻴﻞ‬ 48 Machine Translated by Google ‫اﻷﺟﻴﺎل ﻓ ﻲ اﻟﻘﻮى اﻟﻌﺎﻣﻠ ﺔ‬1.11 ‫اﻟﺠﺪول‬ Table 1.11 Generations in the Workforce GENERATION AGES 1925 to 45 Traditionalists Silent Generation >74 45 ‫ﺘﻰ‬ ‫ﺣ‬1925 1946 to 64 Baby Boomers 55 to 74 64 ‫ﺘﻰ‬ ‫ﺣ‬1946 1965 to 80 Generation X 39 to 54 80 ‫ﺘﻰ‬ ‫ﺣ‬1965 1981 to 95 Millennials Generation Y Echo Boomers 24 to 38 95 ‫إﱃ‬1981 1996 Generation Z 1996 74 38 ‫إﱃ‬24 ‫ﻣﻦ‬

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