Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-1 Managing Human Resources Today Chapter 1.

Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-1

Managing Human Resources Today

Chapter 1


What is human resource management?

The basics of HRM are the following:

• Acquiring, training, appraising, and compensating employees

• Attending to labor relations, health and safety, and fairness concerns


HRM Techniques and Concepts

• Conducting job analyses

• Planning labor needs and recruiting job candidates

• Selecting job candidates

• Orientating and training new employees

• Appraising employee performance


• Managing wages and salaries

• Providing incentives and benefits

• Communicating (interviewing, counseling, disciplining)

• Training and developing managers

HRM Techniques and Concepts, cont.


• Building employee commitment

• Being informed about equal opportunity and affirmative action

• Complying to ensure employee health and safety

• Handing grievances and labor relations

HRM Techniques and Concepts, cont.


Why is HRM important to managers?

Examples:

• Finding employees not performing at peak capacity

• Hiring the wrong person for the job or experiencing high turnover

HRM helps you avoid potential messes!


Examples:

• Having your company taken to court because of discriminatory actions

• Having your company cited under federal occupational safety laws for unsafe practices

HRM also helps you avoid serious issues!


Getting results is the bottom line of HRM!

Your planning, leading, organizing and controlling skills are important, but true HRM success lies with your people skills


HRM line vs. staff authority

• What is authority?

– Line managers are authorized to give orders

– Staff managers are authorized to assist and advise line managers in accomplishing goals


Line staff HR cooperation

• Line staff and HR usually share responsibilities

• Supervisors spend much of their time on HR/personnel-type tasks


Line managers’ HRM responsibilities

Small companies (100 or less employees) tend to have informal, “ad hoc” HRM. A line manager there might have duties including the following:

• Placing, orienting and training employees

• Improving employee job performance

• Controlling labor costs


• Gaining creative cooperation and developing smooth working relationships

• Interpreting the company’s policies and procedures

• Developing the abilities of each person

• Protecting employees’ health and physical conditions

Line managers’ HRM responsibilities, cont.


As a company grows, line managers need the assistance as

well as the specialized knowledge and advice of a

separate HR staff


Organizing the HR Department

Providing specialized assistance is what the HR department is all about

• Typical HR positions include:

– Compensation and benefits manager

– Employment and recruiting supervisor

– Training specialist

– Employee relations executive


HR Organization Chart for a Large Corporation


Competitive trends affecting HRM

• Globalization and competition

• Outsourcing and technological advances

• The nature of the work

• Service jobs

• Human capital


Employment Exodus: Projected Loss of Jobs and Wages


Demographic and workforce trends

• Slow growth

• Older, more multi-ethnic workforce

• Nontraditional workers

• “Generation Y”

• Retirees


The changing role of HR

• Effective HRM selection, training, pay and employee fairness practices are crucial to capitalizing on technology and remaining competitive

• HR departments must move away from a housekeeping focus to strategic maneuvering – HRM must evolve to remain dynamic


The evolution of HRM

Decade Major Business Ideas

Common

HR titles

Pre-1900’s Small business and worker’s guilds

No “HR” people

1900’s Large-scale enterprise growth

Labor relations, personnel

1920’s Depression, first labor legislation

Industrial relations, personnel


Decade Major Business Ideas Common

HR titles

1940’s WW II, growth of large diversified enterprises

Personnel administration

1960’s Civil rights and compliance

Personnel

1980’s Growing impact of globalization and technology; human capital; emergency of the knowledge/service economy

Personnel, Human Resources


Decade Major Business Ideas Common

HR titles

2000’s Modern organizations, organization effectiveness, strategic HR planning

Human Resource Management


The new HR manager

• Provides efficient operational services including outsourcing service when necessary

• Supports top management’s strategic planning efforts

• Acts as the company’s “internal consultant” for identifying and institutionalizing changes that enhance employees skills allowing them to contribute to the company’s success


Important HRM issues

• Strategic human resource management

• HR’s use of technology

• Managing ethics

• HR Certification


What is strategic HRM?

• A strategy is a company’s plan for matching internal strengths and weakness with external opportunities and threats

• Strategic HRM is the formulation and execution of HR policies and practices that produce competent employees with the behaviors needed to achieve the company’s strategic goals


HR and technology

• Self-service

• Call centers

• Productivity improvement

• Outsourcing


Some Ways HR Managers Use Technology


Issues related to HR ethics

• Workplace safety

• Security of employee records

• Employee theft

• Affirmative action

• Comparable work

• Employee privacy rights


The path to HR Certification

• Society for Human Resource Management’s (SHRM™) offers two levels of HR professional certification exams– SPHR (senior professional in HR)– PHR (professional in HR)

• Human Resource Certification Institute– Online HRCI assessment exam– Available at www.HRCI.org


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Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-1 Managing Human Resources Today Chapter 1.

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