Human Resources Management Slide - 8 chapters

chapter

1
Human Resource Management


Human Resource Management (HRM)

The overview
HRM?
Activities?
Descriptions/approaches
Foundations of HRM
Strategic HRM
HRM professionals/specialist
HRM management and strategy...

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Human Resource Management (HRM)

• The function performed in organizations that facilitates the most effective use of people
(employees) to achieve organizational and individual goals.

HRM Activities

• Equal employment opportunity (EEO) compliance
• Job analysis
• Human resource planning
• Employee recruitment, selection, motivation, and orientation
• Performance evaluation and compensation
• Training and development
• Labor relations
• Safety, health, and wellness...


Four descriptions of the HRM function

1.
2.
3.
4.

It is action-oriented
It is people-oriented
It is globally-oriented
It is future-oriented


Historical Foundations of HRM

Scientific Management

Welfare Work

Industrial Psychology

Human Relations


Strategic Importance of HRM

• The increased strategic importance of HRM means that:

Human resource specialists must show that they contribute to the goals and mission of the firm

• The actions, language, and performance of the HRM function must be:
Measured
Precisely communicated
Evaluated...


The new strategic positioning of HRM
means that accountability must be taken
seriously


Key Strategic HRM Concepts That Must Be Applied

• Analyzing and solving problems from a profit-oriented point of view
• Assessing and interpreting costs or benefits of HRM issues
• Using planning models that include realistic, challenging, specific, and meaningful goals

• ...


Key Strategic HRM Concepts That Must Be Applied

• ....
• Preparing reports on HRM solutions to problems encountered by the firm
• Training the human resources staff
Emphasizing the strategic importance of HRM
Emphasizing the importance of contributing to the firm’s profits


If the HRM function is to be successful,
managers in other functions must be
knowledgeable and involved


HRM and Organizational Effectiveness

• Performance
• Legal compliance
• Employee satisfaction

• Training effectiveness

• Absenteeism

• Training return on investment

• Turnover

• Grievance rates
• Accident rates


Objectives of the HRM Function

• Helping the organization reach its goals
• Employing the skills and abilities of the workforce efficiently
• Providing the organization with well-trained and well-motivated employees
• Increasing to the fullest the employee’s job satisfaction and self-actualization
• Developing and maintaining a quality of work life that makes employment in the organization desirable
• ...


Objectives of the HRM Function

• ...
• Communicating HRM policies to all employees
• Helping to maintain ethical policies and socially responsible behavior
• Managing change to the mutual advantage of the organization’s stakeholders
• Managing increased urgency and faster cycle time


Performs HRM Activities

In most organizations two groups perform HRM activities:

1)

HR manager-specialists (staff)

2)

Operating managers (line)


Competencies Needed by HR Professionals

• Communication skills
• Problem solving
• Leadership
• Recruiting/staffing
• Employment law
• Training and development
• ...


Competencies Needed by HR Professionals

• ....
• Technology
• Forecasting
• Compensation design
• Benefits design and administration
• Accounting and finance
• Record keeping...


The HR department has a responsibility

to be a proactive, integral component of
management and the strategic planning
process


HRM’s Place in Management

HRM must:

• ascertain specific organizational needs for the use of its competence
• evaluate the use and satisfaction among other departments
• educate management and employees about the availability and use of HRM
services...


HRM Strategy

• The HRM strategy will help aggregate and allocate a firm’s resources into a unique entity
on the basis of:

Its internal strengths and weaknesses
Changes in the environment
The anticipated actions of competitors


Relationship Between Strategy, Objectives, Policies, and
Rules:

Strategy – The plan that integrates major objectives

More specific
Objectives – Goals that are specific and measurable

More specific

Policies – Guides to decision making

More specific

Procedures/Rules – Specific directions for decision
making


Summary

• HRM is action-oriented, individual-oriented, globally-oriented, and future oriented
It focuses on satisfying the needs of individuals at work

• HRM is a necessary function
Effectively performed, it can make the crucial difference between successful and unsuccessful organizations

• One of the challenges faced in HRM is that many decisions require input from both operating managers and HR
specialists

• This dual role can lead to conflict, or it can result in more effective HRM decisions