Human resrouce management 12th mathis jacson chapter 001

CHAPTER 1

Changing Nature of Human
Resource Management
© 2008 Thomson/South-Western All rights reserved.

PowerPoint Presentation by Charlie Cook
The University of West Alabama


Chapter
Chapter Objectives
Objectives
After you have read this chapter, you should be able to:
■ Define human capital and explain its importance.
■ Identify the seven categories of HR activities.
■ Describe how the major roles of HR management are
being transformed.
■ Discuss four challenges facing HR today.
■ Identify the purposes and uses of HR technology.
■ Discuss why ethical issues affect HR management.
■ Explain the key competencies needed by HR
professionals and why certification is important.
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Nature of Human Resource Management
• Human Resource (HR) Management
 Designing management systems to ensure that

human talent is used effectively and efficiently to
accomplish organizational goals.

• Who Is an HR Manager?
 In the course carrying out their duties, every operating

manager is, in essence, an HR manager.
 HR specialists design processes and systems that

operating managers help implement.

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Types of Organizational Assets

Assets

Physical

Financial

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Intangible

Human

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Human Capital in Organizations
Human Capital

Core Competency

The collective value of the
capabilities, knowledge,
skills, life experiences, and
motivation of an
organizational workforce.

A unique capability that
creates high value and
differentiates an organization
from its competition.

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Categories of HR Activities
1. Strategic HR Management
2. Equal Employment Opportunity
3. Staffing
4. HR Development

5. Compensation and Benefits
6. Health, Safety, and Security
7. Employee and Labor Relations

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FIGURE 1-1
HR Management
Activities

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Smaller Organizations and HR Management
Issues

Shortage of
Qualified
Workers

Increasing
Costs of
Benefits

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Rising Taxes

Government
Regulation
Compliance

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HR Cooperation with Operating Managers
• HR Unit

• Managers

 Develops legal, effective

 Advise HR of job openings

interviewing techniques

 Decide whether to do own

 Trains managers in

conducting selection
interviews
 Conducts interviews and

testing

 Sends top three applicants

to managers for final review
 Checks references
 Does final interviewing and

final interviewing
 Receive interview training

from HR unit
 Do final interviewing and

hiring where appropriate
 Review reference

information
 Provide feedback to HR unit

on hiring/rejection decisions

hiring for certain job
classifications

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FIGURE 1-2

Typical Division of HR Responsibilities: Training

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HR Management Roles

HR Management Roles

Administrative

Operational and
Employee
Advocate

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Strategic

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FIGURE 1-3

Changing Roles of HR Management

Note: Example percentages are based on various surveys.

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FIGURE 1-4
Performance
Management
Linkage

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FIGURE 1-5

Fastest Growing Jobs to 2014

Source: U.S. Bureau of Labor Statistics, www.bls.gov.

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Current HR Management Challenges
Economic and
Technological
Changes

Globalization of
Business

Human
Resource
Management

Workforce
Demographics and
Diversity

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Organizational Cost
Pressures and
Restructuring

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FIGURE 1-6

Family-Friendly Benefit Offerings

Source: Adapted from Benefits Survey Report (Alexandria,
VA: Society for Human Resource Management, 2006).

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HR Technology
• Human Resource Management System (HRMS)
 An integrated system providing information used by

HR management in decision making.
 Purposes and Benefits of HRMS
 Administrative
 Availability

and operational efficiency

of data for HR strategic planning

 Automation

of payroll and benefit activities

 EEO/affirmative
 Cost

action tracking

reductions for HR workflows

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Uses of a Web-Based HRMS

HRMS on
the Internet

Bulletin
Boards

Data
Access

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Employee
Self-Service

Extended
Linkage

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Ethical Behavior and Organizational Culture
• Organizational Culture
 The shared values and beliefs in an organization

• Fostering Ethical Behavior (Sarbanes-Oxley)
 Have a written code of ethics and conduct standards

 Provide ethical behavior training and advice
 Establish confidential reporting systems for ethical

misconduct
 Provide whistle-blower protection
 Support HR’s role as “keeper and voice” of

organizational ethics
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FIGURE 1-7

Examples of Ethical Misconduct in HR Activities

Types of Misconduct

Examples of Employee, Supervisor, and Managerial Behavior

Compensation

•
•
•
•

Employee Relations

• Employees lying to supervisors
• Executives/managers providing false information to public,
customers, and vendors
• Personal gains/gifts from vendors
• Misusing/stealing organizational assets and supplies
• Intentionally violating safety/health regulations

Staffing and Equal
Employment

• Favoritism in hiring and promotion
• Sexual harassment
• Sex, race, and age discrimination in hiring, discipline, and
termination

Misrepresenting hours and time worked
Falsifying expense reports
Personal bias in performance appraisals and pay increases
Inappropriate overtime classifications

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HR Management Competencies
and Careers
Strategic Contribution

Business Knowledge

HR Delivery

HR
Competencies

HR Technology
Personal Credibility

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HR Management as a Career Field
HR Generalist
A person who has responsibility
for performing a variety of HR
activities.

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HR Specialist
A person who has in-depth
knowledge and expertise in
a limited area of HR.

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FIGURE 1-8

HR Specialists

Source: HR Department Benchmarks and Analysis 2007
(Washington, DC: Bureau of National Affairs, 2007), 131.
To purchase this publication and find out more about BNA
HR solutions, visit or call 800-3721033. Used with permission.

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FIGURE 1-9

HR Certification

The Human Resource Certification Institute offers three
types of professional certifications for HR generalists.

Details on these certifications are available from the Human Resources Certification Institute, www.hrci.org.

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