Documente Academic
Documente Profesional
Documente Cultură
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Human Resource Management and the Environment
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Objectives
Define
the term human resource management. Describe the strategic importance of human resource management (HRM) activities. Explain what career opportunities are available in the HRM field. Discuss the role that specialists and operating managers play in performing HRM activities. List the main objectives pursued by HRM units.
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Introduction
Human
resource management (HRM) is the effective management of people at work The goal: make workers more satisfied and productive When an organization is concerned about people, its total philosophy, culture, and orientation reflect it Every manager must be concerned with people, whether or not there is a human resources department
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Introduction
HRM
consists of numerous activities: Equal employment opportunity (EEO) compliance Job analysis Human resource planning Recruitment, selection, motivation, and orientation Performance evaluation and compensation Training and development Labor relations Safety, health, and wellness
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Introduction
The
HRM unit is oriented toward: Action People Global enterprise The future
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can be traced to England, where craftspeople organized guilds They used unity to improve working conditions The Industrial Revolution in the 18th century laid the basis for a new, complex industrial society Changing work conditions, social patterns, and labor created a gap between workers and owners During the world wars era, scientific management, welfare work, and industrial psychology merged
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W. Taylor, the father of scientific management, summarized scientific management as: Science Harmony Cooperation Maximum output Industrial psychology, initiated in 1913, focused on: The worker Individual differences The maximum well being of the worker
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departments were created to deal with: Drastic changes in technology Organizational growth The rise of unions Government intervention concerning working people Around the 1920s, more organizations noticed and acted on employee-management conflict
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Hawthorne studies (1924 to 1933): Were to determine the effects of illumination on workers and their output Rather, it pointed out the importance of social interaction on output and satisfaction
Until
the 1960s, the personnel function was concerned only with blue-collar employees File clerk, house-keeper, social worker, firefighter, and union trouble defuser
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HRM plays a major role in: Clarifying the firms human resource problems Developing solutions for them is oriented toward: Action The individual Worldwide interdependence The future
It
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HRM In traditional arrangements, responsibility for managing human resources lies with different specialists in each department or division In a strategic approach, people management rests with an individual who is in direct contact with workers or line managers
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Specialists
Better performance Respond to needs Short-term results
Line managers
Improved understanding and use of human assets Lead, inspire, understand Short, intermediate, long term
Control
Culture Major emphasis Accountability
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years, the HRM function was not linked to corporate profit Organizations focused only on current performance HR managers did not have a strategic perspective Executives categorized HRM in a traditional manner It was difficult to develop metrics for HRM activities of the importance of people made HRM a major player in developing strategic plans HRM strategies must reflect the organizations strategy regarding people, profit, and effectiveness
Recognition
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concepts that must be applied: Analyze and solve problems from a profit-oriented point of view Assess and interpret costs and benefits of HRM issues Planning models must include realistic, challenging, specific, and meaningful goals Prepare reports on HRM solutions to problems encountered by the firm
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concepts that must be applied (continued): Train the human resources staff Emphasize the strategic importance of HRM Show managers that they contribute to the goals/mission of the firm
The
actions, language, and performance of the HRM function must be: Measured Precisely communicated Evaluated
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era of HRM accountability resulted from: Concerns about productivity Organizational downsizing and redesign An increasingly diverse workforce The need to effectively use all organizational resources to compete in an increasingly complex and competitive world
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the HRM function to be successful, managers in other functions must be knowledgeable and involved Managers play a major role in setting the direction, tone, and effectiveness of the relationship between:
The
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a firm to survive and prosper, reasonable goals must be achieved in: Performance Legal compliance Employee satisfaction Absenteeism Turnover Training effectiveness and ROI Grievance rates Accident rates
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is measured by the balance of such complimentary characteristics as: Reaching goals Employing the skills/abilities of employees efficiently Ensuring the influx and retention of well-trained, motivated employees Three elements needed for firms to be effective: Mission and strategy Organizational structure HRM
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It is important to remember that the people who do the work and create the ideas allow the organization to survive
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experienced by organizations: Growing global competition Rapidly expanding technologies Increased demand for individual, team, and organizational competencies Faster cycle times Increasing legal and compliance scrutiny Higher customer expectations
The
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management has trouble making strategic planning decisions regarding people All other resources are evaluated in terms of money high performance management practices results in: Profitability gains Stock price increases Higher company survival rates
Implementing
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HRM
contributions to organizational effectiveness: Helping the organization reach its goals Employing workforce skills and abilities efficiently Increasing job satisfaction, self-actualization, and quality of work life
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contributions to organizational effectiveness (continued): Communicating HRM policies to all employees Maintaining ethical policies and socially responsible behavior Managing change to the mutual advantage of individuals, groups, the enterprise, and the public
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employees job satisfaction and selfactualization Employees must feel that the job is right for their abilities and that they are being treated equitably Satisfied employees are not automatically more productive
However,
unsatisfied employees tend to be absent and quit more often and produce lower-quality work
Both
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of work life (QWL) is a general concept that refers to several aspects of the job, including: Management and supervisory style Freedom and autonomy to make decisions on the job Satisfactory physical surroundings Job safety Satisfactory working hours Meaningful tasks The job and work environment should be structured to meet as many workers needs as possible
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HRM policies to
all employees: HRM policies, programs, and procedures must be communicated fully and effectively They must be represented to outsiders Top-level managers must understand what HRM can offer
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behavior: HRM managers must show by example that HRM activities are fair, truthful, and honorable People must not be discriminated against Their basic rights must be protected
These
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that strain employer-employee relationships: Telecommuting Outsourcing HRM Family medical leave Child care Spouse-relocation assistance Pay for skills Benefit cost-sharing Union-management negotiation
These
changes are due to the emergence of new lifestyles and an aging population
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times: Firms are placing a growing emphasis on: Increasing customer service Developing new products and services Training and educating technicians, managers, and decision makers
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cycle times mean less time to: Train, educate, and assign managers Solve sexual harassment complaints Recruit and select talented people Improve the firms image
Learning
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more urgent management behaviors have been caused by: Foreign and domestic competition Technological changes The emergence of new opportunities
to increase learning and reduce cycle time, while also reducing cost, is a competitive reality HRM activities must be in sync with the firms environment
Pressure
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The
effectiveness of the human resource declines more quickly than all other resources An investment in people effects organizational effectiveness more than money, materials, or equipment
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large part of an operating managers day is spent: In scheduled and unscheduled meetings In telephone conversations Solving problems that have a direct impact on people
In
smaller organizations, the operating manager has such HRM responsibilities as: Scheduling work Recruitment and selection Compensating people
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As
the organization grows, the operating managers HR work may be shifted to HRM specialists HR specialists are found in organizations with 100 to 150 employees A HR department is typically created when the number of employees reaches 200 to 500
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Outsourcing
Outsourcing
because of: Downsizing Rapid growth or decline of business Globalization Increased competition Restructuring
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Outsourcing
Some
executives assume that outsourcing can: Reduce costs Improve flexibility Permit the hiring of specialized expertise
The
choice to outsource HRM activities is being made with little empirical support
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both operating managers and HR specialists making HRM decisions, there can be conflict They have different orientations and objectives is worse if joint decisions must be made on: Discipline Physical working conditions Termination Transfer Promotion Employment planning
Conflict
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differ on: How much authority employees have over job design Labor relations Organizational planning Rewards, such as bonuses and promotions
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roles of HRM and operating managers have been impacted by: Sweeping changes in business Globalization Technology Demography People dont leave companies, they leave managers HRM can help managers do a better job
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is often seen as a company policeman It is also seen as inflexible and over-attentive to detail
specialists are encouraged to: Analyze every activity and prove its added value Understand the business Become a strategic partner with line managers Seek out operating managers Help managers avoid problems Be flexible and open to the ideas of others
HRM
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solving
Leadership
design
Recruiting/staffing
Employment
Benefit
design
law
Accounting/finance
Training/development Record
keeping
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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
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develop a competitive advantage over other firms: Organizations must create value in a way that is rare and difficult for competitors to imitate
things must become so important and effective that every unit in the firm knows they are needed for success: The compensation system Training opportunities Diversity management programs
These
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executives must educate other departments about the human resource implications of decisions This requires being familiar with other aspects of the organization, including:
Investments Advertising Marketing Production
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HR Department Operations
Most
The
number of HR specialists to operating employees (personnel ratio) varies by industry: The national average is 1 specialist to 100 employees
Construction,
agriculture, retail, wholesale, and services have fewer specialists than average Public utilities, durable goods manufacturing, banking, insurance, and government have an above-average ratio
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HRM Strategy
A
firm's HRM strategy integrates major objectives, policies, and procedures into a cohesive whole A well-formulated HRM strategy aggregates and allocates a firm's resources on the basis of: The organizations internal strengths and weaknesses Changes in the environment The anticipated actions of competitors
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objectives of an organization or department are the goals it seeks to achieve Most objectives are stated in very general terms, from which more specific statements are developed These plans are called policies and procedures or rules
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HRM Policy
A
policy is a general guide that expresses limits within which action should occur Policies arise from past or potential problems They free managers from making certain decisions They ensure some consistency in behavior They allow managers to concentrate on decisions in which they have the most experience and knowledge
some organizations, the next step is to develop procedures and rules
For
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HRM Procedures
Procedures
(rules) are a specific direction to action In large organizations, procedures are collected and put into manuals called standard operating procedures (SOPs) Organizations must ensure that consistent decision making flows from a well-developed, but not excessive, set of policies and procedures Procedures should be developed for only the most vital areas
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Organization of an HR Department
In
most organizations, the chief HR executive reports to the top manager In medium- and small-sized organizations, HRM and another function may be in a single department In nonprofit organizations, HRM is typically a unit in the business office HR specialists are usually located at the headquarters of an organization
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book is divided into these sections: Part 1: Introduction to HRM and the Environment
Part Part Part
II: Acquiring Human Resources III: Rewarding Human Resources IV: Developing Human Resources
Part
Part