Documente Academic
Documente Profesional
Documente Cultură
Human
Resource
Management
McGraw-Hill/Irwin Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Chapter 1, Human Resource Management
Chapter 2, A Strategic Approach to Human
Resource Management
Chapter 3, Legal Environment of Human Resource
Management: Equal Employment
Opportunity
Chapter 4, Global Human Resource Management
1-3
1. Describe the term human resource management.
2. Describe the strategic importance of human
resource management (HRM) activities performed
in operations.
3. Give examples of career opportunities are
available in the HRM field.
4. Compare the role that specialists and operating
managers play in performing HRM activities.
5. Summarize the main objectives pursued by HRM
units in organizations.
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HRM is charged with programs
concerned with people
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1. Equal Employment opportunity (EEO)
compliance
2. Job analysis
3. Human resource planning
4. Employee recruitment, selection, motivation and
orientation
5. Performance evaluation and compensation
6. Training and development
7. Labor relations
8. Safety, health and wellness
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1. Action-oriented
2. People-oriented
3. Globally-oriented
4. Future-oriented
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English Guilds- Masons, carpenters,
leather workers, other craftspeople
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Science
Science Harmony
Harmony
Scientific
Scientific
Management
Management
(Frederick
(Frederick Taylor)
Taylor)
Cooperation
Cooperation Maximum
Maximum output
output
Frederick
Frederick Taylor
Taylor was
was an
an engineer
engineer at
at Midvale
Midvale Steel
Steel Works
Works
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The
Theworker
worker
Individual
Individualdifferences
differences
Maximum
Maximumwell
wellbeing
being
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Until the 1960s, the personnel function
was concerned only with blue-collar
employees
Noted management scholar Peter Drucker
characterized personnel as partly a file
clerks job, partly a housekeeping job,
partly a social workers job, and partly
firefighting, heading off union trouble.
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Today, HRM plays a major role in:
Clarifying the firms human resource problems
Developing solutions for them
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1-14
For years, HRM was not linked to corporate
profit
Organizations focused on current performance
HR managers did not have a strategic perspective
Executives categorized HRM in a traditional manner
It was hard to develop metrics for HRM activities
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Analyze/solve problems from a profit-
oriented point of view
Assess/interpret costs and benefits of HRM
issues
Use realistic, challenging, specific, and
meaningful goals in planning models
Prepare reports on HRM solutions to
problems
Train HR staff to emphasize importance of
profits
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HRM actions,
language,
performance
Measured Communicated
Evaluated
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1-19
Mission
Missionand
and Company
Company HRM
HRM
strategy
strategy structure
structure
Measure of Effectiveness
Influx/
Influx/
Reaching Using
Using
Reaching retention
retention
employees
employees
goals
goals ofgood
of good
efficiently
efficiently employees
employees
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Changes in the
Coping With Change
environment are
often related to
changes in human Growing global competition
resources.
Rapidly expanding technologies
The HRM function
should provide for
Demand for individual, team, organizational competencies
or respond to these
changes
Faster cycle times
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HRM Contributions to Effectiveness
Help the organization reach goals
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Profitability gains
Higher stock prices
Company survival
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Reward good results
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This job is matches
my skills perfectly
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Management
Management
style
style
Meaningful
Meaningful Freedomand
Freedom and
tasks
tasks autonomy
autonomy
Quality of
Workworking
Work working Work Life Goodphysical
Good physical
hours
hours surrounds
surrounds
Jobsafety
Job safety
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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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Apply
Apply to
to all
all HRM
HRM activities
activities
Show
Showby
byexample
examplethat thatHRM
HRMactivities
activities
are
arefair,
fair,truthful,
truthful,honorable
honorable
Do
Donot
notdiscriminate
discriminate
Protect
Protectthe
thebasic
basicrights
rightsofof
employees
employees
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Outsourcing Family
Telecommuting
HRM medical leave
Spouse
Child care relocation Pay for skills
assistance
Competition
Competition New
New opportunities
opportunities
New
New Technology
Technology
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Shorter cycle times mean
less time to:
Increased
Train, educate, and assign
Increased
Emphasis
Emphasis managers
Solve sexual harassment
Customer complaints
Customer Training
Training and
and
Service
Service New education
education Recruit and select talented
New products
products
and services
and services people
Improve the firms image
Learning provides a
framework for decreasing
cycle time
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Key Learning Areas
Leadership behaviors
Empowerment
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Two groups normally perform HRM
activities:
HR manager-specialists
Operating managers
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Operating Managers HRM Specialist
Meetings Recruiting
Phone calls Selection
Problem solving Compensation
Training
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Operating HRM
Managers Joint-decision Conflict Specialists
(line) (staff)
Discipline
Working conditions
Transfer or termination
Promotion
Employment planning
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Operating HRM
Managers Different Viewpoints Specialists
(line) (staff)
Labor relations
Organizational planning
Rewards
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Inflexible
Over-attentive to detail
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Sweeping
Sweeping
Demography
Demography business
business
changes
changes
Forces
Forces
impacting
impacting
roles
roles
Technology
Technology Globalization
Globalization
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HR specialists are encouraged to
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HR must be proactive, integral part of
management and strategic planning
Investments IT Advertising
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These 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
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1-43
Basis for Resource Allocation
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Average
Less than 150 people
HR Dept
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Typically
Typicallyreports
reportsto
tothe
the
ChiefHR
Chief HR
top
topmanager
manager
Executive
Executive
HRM
HRMand
andanother
anotherfunction
functionmay
may
Small/Medium
Small/Medium be
bein
inaasingle
singledepartment
department
Firms
Firms
HRM
HRMisistypically
typicallyaaunit
unitin
inthe
the
Nonprofits
Nonprofits business
businessoffice
office
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A policy is a general guide that
expresses limits within which action
should occur
Arises from past or potential problems
Frees managers from making certain decisions
Ensures some consistency in behavior
Allows managers to concentrate on decisions
where they have the most experience and
knowledge
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Procedures (rules) are specific directions
In standard operating procedure (SOP) manuals
Helps ensure consistent decision making
Should be well-developed, but not excessive
Develop for only the most vital areas
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1-50
1. Describe the term human resource management.
2. Describe the strategic importance of human
resource management (HRM) activities performed
in operations.
3. Give examples of career opportunities are
available in the HRM field.
4. Compare the role that specialists and operating
managers play in performing HRM activities.
5. Summarize the main objectives pursued by HRM
units in organizations.
1-51