hrm chapter 01
TRANSCRIPT
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Human Resource ManagementHuman Resource Management
Chapter 1Orlando V. Griego, PhD
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Proverbs 28:10
Lead good
people down a
wrong path and
you'll come to a
bad end; do goodand you'll be
rewarded for it.
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I-OpenersFind a partner: answer 5 and the last one in blue (below):
Ive attained:
I break:
I concentrate on:
I define:
I establish:
I finalize:
I gather:
I hunt for:
I idolize:
I treat:
I juggle: I know:
Ive learned:
I make:
I nourish:
I organize: I produce:
I questions:
Ive reengineered:
I satisfy:
The most interesting thing about me is __________________
The most interesting thing about ___ is (to be stated by your partner):
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Class Norms
Classroom behaviors:
______________________
______________________
______________________
Breaks & Exit Strategy:
______________________ ______________________
Other:
______________________
______________________
______________________
______________________ ______________________
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The Syllabus
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Whatdo you wanttolearn or focus on inthis course?________________________
____________
____________
________________________
____________
____________
________________________
____________
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After studyingthischapter,After studyingthischapter,youshouldbe able to:youshouldbe able to:After studyingthischapter,After studyingthischapter,youshouldbe able to:youshouldbe able to:
1. Explain what human resourcemanagement (HR) is and how
it relates to the management
process.
2. Give at least eight examplesof how managers can use HR
concepts and techniques.
3. Illustrate the HR managementresponsibilities of line and
staff (HR) managers.
4. Provide a good example thatillustrates HRs role in
formulating and executing
company strategy.
1. Explain what human resourcemanagement (HR) is and how
it relates to the management
process.
2. Give at least eight examplesof how managers can use HR
concepts and techniques.
3. Illustrate the HR managementresponsibilities of line and
staff (HR) managers.
4. Provide a good example thatillustrates HRs role in
formulating and executing
company strategy.
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Chapter 1Questions
1.1. Explain what human resourcesExplain what human resourcesmanagement is and how itmanagement is and how itrelates to the managementrelates to the managementprocess?process?
2.2. Give at least four examples ofGive at least four examples ofhow managers can use HRhow managers can use HRconcepts and techniques.concepts and techniques.
3.3. Illustrate the HR managementIllustrate the HR managementresponsibilities of line and staffresponsibilities of line and staff(HR) managers.(HR) managers.
4.4. Provide a good example thatProvide a good example thatillustrates HRs role inillustrates HRs role informulating and executingformulating and executingcompany strategy.company strategy.
5.5. Explain why metrics andExplain why metrics andmeasurement are crucial tomeasurement are crucial totodays HR managers and whattodays HR managers and whatthey are using.they are using.
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Slide for your own reviewSlide for your own review
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The Managers HumanResource ManagementJobs
Management process
The five basic functions ofplanning, organizing, staffing,leading,and controlling.
Human resource management(HRM)
The policies and practicesinvolved in carrying outthe
people or human resource
aspects ofa managementposition, including recruiting,screening,training,rewarding,and appraising.
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Basic HRConcepts
Getting results The bottom line of managing
HRcreates value by engaging
in activities that produce
the employee behaviorsthe company needs to
achieve its strategic
goals.
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Line and Staff Aspects ofHRM
Line manager A manager who is
authorized to directthe work ofsubordinates and is
responsible foraccomplishingtheorganizations tasks.
Staff manager
A manager who assistsand advises linemanagers.
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Line ManagersHRMLine ManagersHRMResponsibilitiesResponsibilities
Placing the right person on theright job
Starting new employees in theorganization (orientation)
Training employees for jobsnew to them
Improving the job performanceof each person
Gaining creative cooperationand developing smooth workingrelationships
Interpreting the firms policiesand procedures
Controlling labor costs
Developing the abilities of eachperson
Creating and maintainingdepartment morale
Protecting employees health
and physical condition
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Functions ofthe HRManager
A line function The HR manager directs
the activities of thepeople in his or her owndepartment and inrelated service areas
(like the plant cafeteria). A coordinative function
HR managers alsocoordinate personnelactivities, a duty oftenreferred to as functional
control.
Staff (assist and advise)
functions
Assisting and advisingline managers is the
heart of the HRmanagers job.
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HRand Authority
Authority The rightto make
decisions, directotherswork,and give orders.
Implied authority
The authority exerted byan HR manager by virtueof others knowledge thathe or she has access totop management.
Line authority The authority exerted by
an HR manager bydirectingthe activities ofthe people in his or herown departmentand inservice areas.
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Employee Advocacy
HRmust take responsibilityfor:
Clearly defininghowmanagement should be
treating employees. Making sure employees
have the mechanismsrequired to contestunfairpractices.
Representthe interests ofemployees within theframework of its primaryobligation to senior
management.
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Examples ofHRJob Duties
Recruiters Search for qualified job
applicants.
Equal employment
opportunity (EEO)
coordinators Investigate and resolve
EEO grievances, examineorganizational practicesfor potential violations,
and compile and submitEEO reports.
Job analysts
Collectand examineinformation about jobs toprepare job descriptions.
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A ChangingHREnvironment
Globalization
Technological
Advances
ExportingJobs
The Nature of Work
Workforce
Demographics
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MeasuringHRs Contribution
Strategy
The companys long-term plan forhow itwillbalance its internalstrengths and weaknesses withits external opportunities and
threats to maintain a competitiveadvantage.
HR managers today are more
involvedin partnering with their top
managers in both designing and
implementing their companies
strategies.
Top managementwants to see,precisely,how the HR managersplans will make the companymore valuable.
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MeasuringHRs Contribution
The HRScorecard 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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Benefits ofaHighPerformance WorkBenefits ofaHighPerformance WorkSystem (HPWS)System (HPWS)
Generate more job applicantsGenerate more job applicants
Screen candidates more effectivelyScreen candidates more effectively
Provide more and better trainingProvide more and better training
Link pay more explicitly to performanceLink pay more explicitly to performance
Provide a safer work environmentProvide a safer work environment Produce more qualified applicants perProduce more qualified applicants per
positionposition
More employees are hired based onMore employees are hired based on
validated selection testsvalidated selection tests
Provide more hours of training for newProvide more hours of training for newemployeesemployees
Higher percentages of employeesHigher percentages of employees
receiving regular performance appraisals.receiving regular performance appraisals.
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The New HRManager
New Proficiencies
HR proficiencies
Business proficiencies
Leaders
h
ipproficiencies
Learning proficiencies
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Effects CFOs Believe Human CapitalHas on Business Outcomes
Figure 16Source: Steven H. Bates, Business Partners, HRMagazine, September 2003, p. 49
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The New HRManager
Ethics andHR
Ethicallapses (e.g.,Enron,Martha Stewart)
Sarbanes-OxleyAct in 2003
Intended to curb erroneouscorporate financial
reporting: Requires CEOs and CFOs to
certify their companies periodic
financial reports.
Prohibits personalloans to
executive officers anddirectors.
Requires CEOs and CFOs to
reimburse their firms for bonuses
and stock option profits if
corporate financial statements
subsequently require restating.
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HRProfessionalCertification
HR is becoming moreprofessionalized.
Society forHuman
Resource Management
(SHRM) SHRMs HumanResource CertificationInstitute (HRCI)
SPHR (sen
iorprofessionalin HR)
PHR (professionalin
HR)
certificate
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HRand Technology
Benefits of technologicalapplications for HR
Intranet-based employeeportals through whichemployees can self-serviceHR transactions.
The availability ofcentralized call centersstaffed with HRspecialists.
Increased efficiency of HR
operations. The development of data
warehouses of HR-relatedinformation.
The ability to outsourceHR activities to specialistservice providers.
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After studyingthischapter,After studyingthischapter,youshouldbe able to:youshouldbe able to:After studyingthischapter,After studyingthischapter,youshouldbe able to:youshouldbe able to:
1. Explain what human resourcemanagement (HR) is and how
it relates to the management
process.
2. Give at least eight examplesof how managers can use HR
concepts and techniques.
3. Illustrate the HR managementresponsibilities of line and
staff (HR) managers.
4. Provide a good example thatillustrates HRs role in
formulating and executing
company strategy.
1. Explain what human resourcemanagement (HR) is and how
it relates to the management
process.
2. Give at least eight examplesof how managers can use HR
concepts and techniques.
3. Illustrate the HR managementresponsibilities of line and
staff (HR) managers.
4. Provide a good example thatillustrates HRs role in
formulating and executing
company strategy.