ace hrm introduction

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Introduction to HumanResource Management



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In Brief:

We will know: what Human Resource

Management is, how it relates to the

management process, and how it is changing

in response to trends in the workplace. It

illustrates how all managers can use HR

concepts and techniques, HR’s role in

strategic planning and improvedorganizational performance, the

competencies required of HR managers



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Interesting Issues:

Human Resources play a key role in helping

companies meet the challenges of global

competition. Strategic objectives to lower

costs, improve productivity and increase

organizational effectiveness are changing the

way every part of the organization, including

the HR department, does business.



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Introduction

The World of Work - continues to change, but at aneven more rapid pace.

HR must understand the implications of:

globalization technology changes

workforce diversity

changing skill requirements

continuous improvement initiatives

the contingent work force

decentralized work sites

and employee involvement



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Understanding CulturalEnvironments

Today’s business world is truly a global village.This term refers to the fact that businesses currently

operate around the world.



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Understanding CulturalEnvironments

HRM must ensure that

employees can operate in the appropriate language

communications are understood by a multilingual work force

Ensure that workers can operate in cultures that differ on

variables such as

status differentiation

societal uncertainty

assertiveness

individualism

HRM also must help multicultural groups work together.



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The Changing World ofTechnology

Has altered the way people work.

Has changed the way information is created,stored, used, and shared.

The move from agriculture to industrializationcreated a new group of workers – the blue-collar industrial worker.

Since WWII, the trend has been a reductionin manufacturing work and an increase inservice jobs.



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Knowledge Worker - individuals whose jobs are

designed around the acquisition and application of

information.

Why the emphasis on technology:

makes organizations more productive

helps them create and maintain a competitive

advantage provides better, more useful information



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How Technology Affects HRM Practices Recruiting

Employee Selection

Training and Development

Ethics and Employee Rights

Motivating Knowledge Workers

Paying Employees Market Value

Communication

Decentralized Work Sites

Skill Levels

Legal Concerns



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Workforce Diversity

The challenge is to make organizations more

accommodating to diverse groups of people.



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Labor Supply



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The Management Process

Planning

Organizing

Leading Staffing

Controlling



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Human Resource Managementat Work

What Is Human Resource Management

(HRM)?

The policies and practices involved in carrying out

the ―people‖ or human resource aspects of a

management position, including recruiting,

screening, training, rewarding, and appraising.



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HumanResource

Management(HRM)



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Acquisition

Training

Appraisal

CompensatingLabor Relations

Health andSafety

Fairness

HumanResource

Management(HRM)



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Personnel Aspects of aManager’s Job

Conducting job analyses

Planning labor needs and recruiting job candidates

Selecting job candidates

Orienting and training new employees

Managing wages and salaries

Providing incentives and benefits

Appraising performance

Communicating

Training and developing managers

Building employee commitment



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Personnel Mistakes

Hire the wrong person for the job

Experience high turnover

Have your people not doing their best

Waste time with useless interviews

Have your company in court because of discriminatory actions

Have your company cited by OSHA for unsafe practices

Have some employees think their salaries are unfair and

inequitable relative to others in the organization

Allow a lack of training to undermine your department’s

effectiveness

Commit any unfair labor practices



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Basic HR Concepts

The bottom line of managing:

Getting results

HR creates value by engagingin activities that produce the

employee behaviors that the

company needs to achieve

its strategic goals.



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Line and Staff Aspects of HRM

Line manager

A manager who is authorized to direct the work of

subordinates and is responsible for accomplishing

the organization’s tasks.

Staff manager

A manager who assists and advises line

managers.



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Line Managers’ HRM

Responsibilities

1. Placing the right person on the right job

2. Starting new employees in the organization (orientation)

3. Training employees for jobs that are new to them

4. Improving the job performance of each person

5. Gaining creative cooperation and developing smooth working

relationships

6. Interpreting the firm’s policies and procedures

7. Controlling labor costs

8. Developing the abilities of each person

9. Creating and maintaining department morale

10. Protecting employees’ health and physical condition



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Human Resource Managers’

Duties

Functions ofHR Managers

Line Function

Line Authority

Implied Authority

Staff FunctionsStaff Authority

Innovator

Employee Advocacy

CoordinativeFunction

Functional Authority



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Human Resource Specialties

Recruiters

EEO

Coordinators

Labor Relations

Specialists

TrainingSpecialists

Job Analysts

CompensationManagers

HumanResource

Specialties



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FIGURE 1 –1

HR Organization Chart

for a Large Organization

Source: www.hr.wayne.edu/orgcharts.php. Accessed May 6, 2007.



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FIGURE 1 –2 HR Organizational Chart (Small Company)

FIGURE 1 3 Employment and Recruiting Who Handles It?



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FIGURE 1 –3 Employment and Recruiting—Who Handles It?

(Percentage of All Employers)

Source: HR MAGAZINE, BNA/Society for Human Resource Management , 2002.

Reproduced with permission via Copyright Clearance Center.

Note: Length of bars represents prevalence of activity among all surveyed employers.

Who handles in your institution??

The Changing



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The ChangingEnvironment of Human

Resource ManagementGlobalization Trends

Technological Trends

Trends in the Nature of Work

Workforce Demographic Trends

Changes and Trendsin Human Resource

Management



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The Changing Role ofHuman Resource Management

NewResponsibilitiesfor HR Managers

Measuring the HRM

Team’s Performance

Managing with the

HR Scorecard

Process

Creating High-

Performance Work

Systems

Strategic Human

Resource

Management



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TABLE 1 –1 Technological Applications for HR

Application Service Providers (ASPs) and technology outsourcing

Web portalsPCs and high-speed access

Streaming desktop video

The mobile Web and wireless net access

E-procurement

Internet- and network-monitoring software

Bluetooth

Electronic signatures

Electronic bill presentment and payment

Data warehouses and computerized analytical programs



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High-Performance WorkSystem Practices

Employment security

Selective hiring

Extensive training

Self-managed teams/decentralized decision making

Reduced status distinctions

Information sharing

Contingent (pay-for-performance) rewards Transformational leadership

Measurement of management practices

Emphasis on high-quality work



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Benefits of a High-PerformanceWork System (HPWS)

Generate more job applicants

Screen candidates more effectively

Provide more and better training Link pay more explicitly to performance

Provide a safer work environment

Produce more qualified applicants per position Hiring based on validated selection tests

Provide more hours of training for new employees

Conduct more performance appraisals

FIGURE 1 –5 Five Sample HR Metrics



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GU 5 e Sa p e e csHR Metric* How to Calculate It

Absence rate # of days absent in month

× 100 Average # of employees during month × # of

workdays

Cost per hire Advertising + agency fees + employee referrals + travel cost of

applicants and staff + relocation costs + recruiter pay and benefits

Number of hires

HR expensefactor

HR expense

Total operating expense

Time to fill Total days elapsed to fill job

requisitions

Number hired

Turnover rate Number of separations during month× 100

Average number of employees during monthSources: Robert Grossman, ―Measuring Up,‖ HR Magazine , January 2000, pp. 29 –35; Peter V. Le Blanc, Paul Mulvey, and Jude T. Rich, ―Improving the Return on Human Capital: New Metrics,‖

Compensation and Benefits Review , January/February 2000, pp. 13 –20; Thomas E. Murphy and Sourushe Zandvakili, ―Data and Metrics-Driven Approach to Human Resource Practices: Using

Customers, Employees, and Financial Metrics,‖ Human Resource Management 39, no. 1 (Spring 2000), pp. 93 –105; [HR Planning , Commerce Clearing House Incorporated, July 17, 1996;]

SHRM/BNA 2000 Cost Per Hire and Staffing Metrics Survey ; www.shrm.org. See also, SHRM Research ―2006 Strategic HR Management Survey Report,‖ Society for Human Resource Management..



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Measuring HR’s Contribution

The HR Scorecard

Shows the quantitative standards,

or ―metrics‖ the firm uses to

measure HR activities.

Measures the employee behaviors

resulting from these activities.

Measures the strategically

relevant organizational outcomes

of those employee behaviors.



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The Human ResourceManager’s Proficiencies

New Proficiencies

HR proficiencies

Business proficiencies

Leadership proficiencies

Learning proficiencies



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HR Certification

HR is becoming more professionalized.

Society for Human Resource

Management (SHRM) SHRM’s Human Resource Certification

Institute (HRCI)

SPHR (senior professional in HR)

certificate

PHR (professional in HR)

certificate



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HR Certification (Cont)

Nepal

Universities with HR Diploma Degree

MCAN- Strategically planning



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The Human Resource Manager’s

Proficiencies (cont’d)

Managing within the Law

Equal employment laws

Occupational safety and health laws

Labor laws

Managing Ethics

Ethical lapses

Sarbanes-Oxley in 2003



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Basic Themes

HRM is the responsibility of every manager .

HR managers must defend their plans and

contributions in measurable terms.

All personnel actions and decisions have

strategic implications.

All managers rely on information technology.

Virtually every personnel decision has legal

implications.

Th Pl f thi B i



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The Plan of this course: BasicThemes

Reality in Nepalese Context

Donald Trump, Jack Welch,

BKC, Anil S,



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Based on your personal experiences, listten examples showing how you did use(or could have used) human resource

management techniques at work orschool.



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1) situations where they have improved theefficiency of their work through the use of technology made available to them through humanresource systems; 2) employed the services of non-

traditional workers (or been employed as a non-traditional worker); 3) developed metrics tomeasure how they have added value in terms of human resource contributions; 4) kept themselves

abreast of employment law in order to minimize riskto their company; 5) Utilized self-service HRtechnology; 6) employed High Performance WorkSystems concepts in their job/department.

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