© 2008 Thomson/South-Western All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama CHAPTER 1 CHAPTER 1 Changing Nature of Human Changing Nature of Human Resource Management Resource Management
© 2008 Thomson/South-Western All rights reserved. PowerPoint Presentation by Charlie CookThe University of West Alabama
CHAPTER 1CHAPTER 1
Changing Nature of Human Changing Nature of Human Resource ManagementResource Management
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Nature of Human Resource Nature of Human Resource ManagementManagement• Human Resource (HR) ManagementHuman Resource (HR) Management
Designing management systems to ensure that Designing management systems to ensure that human talent is used effectively and efficiently to human talent is used effectively and efficiently to accomplish organizational goals.accomplish organizational goals.
• Who Is an HR Manager?Who Is an HR Manager? In the course carrying out their duties, every operating In the course carrying out their duties, every operating
manager is, in essence, an HR manager.manager is, in essence, an HR manager. HR specialists design processes and systems that HR specialists design processes and systems that
operating managers help implement.operating managers help implement.
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Types of Organizational AssetsTypes of Organizational Assets
Assets
Physical Financial Intangible Human
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Human Capital in OrganizationsHuman Capital in Organizations
Human Capital
The collective value of the capabilities, knowledge,
skills, life experiences, and motivation of an
organizational workforce.
Core Competency
A unique capability that creates high value and
differentiates an organization from its
competition.
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Categories of HR ActivitiesCategories of HR Activities1.1. Strategic HR ManagementStrategic HR Management
2.2. Equal Employment OpportunityEqual Employment Opportunity
3.3. StaffingStaffing
4.4. HR DevelopmentHR Development
5.5. Compensation and BenefitsCompensation and Benefits
6.6. Health, Safety, and SecurityHealth, Safety, and Security
7.7. Employee and Labor RelationsEmployee and Labor Relations
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FIGURE 1-1
HR Management Activities
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Smaller Organizations and HR Smaller Organizations and HR ManagementManagement
Issues
Shortage of Qualified Workers
Increasing Costs of Benefits
Rising TaxesGovernment RegulationCompliance
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HR Cooperation with Operating ManagersHR Cooperation with Operating Managers• HR UnitHR Unit
Develops legal, effective Develops legal, effective interviewing techniquesinterviewing techniques
Trains managers in Trains managers in conducting selection conducting selection interviewsinterviews
Conducts interviews and Conducts interviews and testingtesting
Sends top three applicants Sends top three applicants to managers for final reviewto managers for final review
Checks referencesChecks references Does final interviewing and Does final interviewing and
hiring for certain job hiring for certain job classificationsclassifications
• ManagersManagers Advise HR of job openingsAdvise HR of job openings Decide whether to do own Decide whether to do own
final interviewingfinal interviewing Receive interview training Receive interview training
from HR unitfrom HR unit Do final interviewing and Do final interviewing and
hiring where appropriatehiring where appropriate Review reference Review reference
information information Provide feedback to HR unit Provide feedback to HR unit
on hiring/rejection decisionson hiring/rejection decisions
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FIGURE 1-2 Typical Division of HR Responsibilities: Training
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HR Management RolesHR Management Roles
HR Management Roles
Administrative
Operational and
Employee Advocate
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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Current HR Management ChallengesCurrent HR Management Challenges
HumanResource
Management
Globalization of Business
Economic and Technological
Changes
Organizational Cost Pressures
and Restructuring
Workforce Demographics and Diversity
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HR TechnologyHR Technology• Human Resource Management System (HRMS)Human Resource Management System (HRMS)
An integrated system providing information used by An integrated system providing information used by HR management in decision making.HR management in decision making.
Purposes and Benefits of HRMSPurposes and Benefits of HRMS
Administrative and operational efficiencyAdministrative and operational efficiency
Availability of data for HR strategic planningAvailability of data for HR strategic planning
Automation of payroll and benefit activitiesAutomation of payroll and benefit activities
EEO/affirmative action trackingEEO/affirmative action tracking
Cost reductions for HR workflowsCost reductions for HR workflows
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Uses of a Web-Based HRMSUses of a Web-Based HRMS
HRMS on the
Internet
Bulletin Boards
Data Access
Employee Self-
Service
Extended Linkage
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Ethical Behavior and Organizational Ethical Behavior and Organizational CultureCulture• Organizational CultureOrganizational Culture
The shared values and beliefs in an organizationThe shared values and beliefs in an organization
• Fostering Ethical Behavior (Sarbanes-Oxley)Fostering Ethical Behavior (Sarbanes-Oxley) Have a written code of ethics and conduct standardsHave a written code of ethics and conduct standards Provide ethical behavior training and adviceProvide ethical behavior training and advice Establish confidential reporting systems for ethical Establish confidential reporting systems for ethical
misconductmisconduct Provide whistle-blower protectionProvide whistle-blower protection Support HR’s role as “keeper and voice” of Support HR’s role as “keeper and voice” of
organizational ethicsorganizational 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 • Misrepresenting hours and time worked• Falsifying expense reports• Personal bias in performance appraisals and pay
increases• Inappropriate overtime classifications
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 EqualEmployment
• Favoritism in hiring and promotion• Sexual harassment• Sex, race, and age discrimination in hiring, discipline,
and termination
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HR Management as a Career FieldHR Management as a Career Field
HR Generalist HR Specialist
A person who has responsibility for performing a variety of HR activities.
A person who has in-depth knowledge and expertise in a limited area of HR.
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FIGURE 1-9 HR Certification
Details on these certifications are available from the Human Resources Certification Institute, www.hrci.org.
The Human Resource Certification Institute offers three types of professional certifications for HR
generalists.