INTRODUCTION TO HUMAN RESOURCES

Click to Edit Master Title Style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,*,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,2,WHERE WE ARE NOW,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,3,Explain what human resource management is and how it relates to the management process.,Show with examples why human resource management is important to all managers.,Illustrate the human resources responsibilities of line and staff (HR) managers.,Briefly discuss and illustrate each of the important trends influencing human resource management.,List and briefly describe important trends in human resource management.,Define and give an example of evidence-based human resource management.,Outline the plan of this book.,LEARNING OUTCOMES,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,4,Human Resource Management at Work,What Is Human Resource Management (HRM)?,The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.,Organization,People with formally assigned roles who work together to achieve the organizations goals.,Manager,The person responsible for accomplishing the organizations goals, and who does so by managing the efforts of the organizations people.,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,5,The Management Process,Planning,Organizing,Leading,Staffing,Controlling,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,6,Human Resource Management Processes,Acquisition,Training,Appraisal,Compensation,Labor Relations,Health and Safety,Fairness,Human Resource Management (HRM),Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,7,Personnel Aspects of a Managers 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,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,8,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 firm in court because of discriminatory actions,Have your firm 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 departments effectiveness,Commit any unfair labor practices,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,9,Basic HR Concepts,The bottom line of managing:,Getting results,HR creates value by engaging in activities that produce the employee behaviors that the organization needs to achieve its strategic goals.,Looking ahead: Using evidence-based HRM to measure the value of HR activities in achieving those goals.,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,10,Line and Staff Aspects of HRM,Line Manager,Is authorized (has line authority) to direct the work of subordinates and is responsible for accomplishing the organizations tasks.,Staff Manager,Assists and advises line managers.,Has functional authority to coordinate personnel activities and enforce organization policies.,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,11,Line Managers HRM Responsibilities,Placing the right person on the right job,Starting new employees in the organization (orientation),Training employees for jobs that are new to them,Improving the job performance of each person,Gaining creative cooperation and developing smooth working relationships,Interpreting the firms policies and procedures,Controlling labor costs,Developing the abilities of each person,Creating and maintaining department morale,Protecting employees health and physical condition,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,12,Human Resource Managers Duties,Line Function,Line AuthorityImplied Authority,Staff Functions,Staff AuthorityInnovator/Advocacy,Functions ofHR Managers,Coordinative Function,Functional Authority,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,13,FIGURE 1,1,Human Resources Organization Chart for a Large Organization,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,14,FIGURE 1,2,Human Resources Organization Chart for a Small Company,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,15,Human Resource Specialties,Recruiter,EEO coordinator,Labor relations specialist,Training specialist,Job analyst,Compensation manager,Human Resource Specialties,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,16,New Approaches to Organizing HR,Transactional HR group,Corporate HR group,EmbeddedHR unit,New HR Services Groups,Centers of Expertise,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,17,Trends Shaping Human Resource Management,Globalization and Competition Trends,Technological Trends,Indebtedness (“Leverage”) and Deregulation,Trends in the Nature of Work,Workforce and Demographic Trends,Economic Challenges and Trends,Trends in HR Management,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,18,FIGURE 1,4,Trends Shaping Human Resource Management,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,19,FIGURE 1,5,Employment Exodus: Percent of employers who said they planned as of 2008 to offshore a number of these jobs,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,20,Trends in the Nature of Work,High-Tech Jobs,Service Jobs,Changes in How We Work,Knowledge Work and Human Capital,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,21,TABLE 1,1,Demographic Groups as a Percent of the Workforce, 19862016,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,22,Workforce and Demographic Trends,Demographic Trends,Generation “Y”,Retirees,Nontraditional Workers,Trends Affecting Human Resources,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,23,FIGURE 1,6,Gross National Product (GNP),Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,24,FIGURE 1,7,Case-Shiller Home Price Indexes,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,25,Important Trends in HRM,The New HR Managers,High-Performance Work Systems,Strategic HRM,Evidence-Based HRM,Managing Ethics,HR Certification,Human Resource Management Trends,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,26,Meeting Todays HRM Challenges,Focus more on “big picture” (strategic) issues,Find new ways to provide transactional services,The New Human Resource Managers,Acquire broader business knowledge and new HRM proficiencies,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,27,TABLE 1,2,Some Technological Applications to Support HR,Technology,How Used by HR,Application service providers (ASPs) and technology outsourcing,ASPs provide software application, for instance, for processing employment applications. The ASPs host and manage the services for the employer from their own remote computers,Web portals,Employers use these, for instance, to enable employees to sign up for and manage their own benefits packages and to update their personal information,Streaming desktop video,Used, for instance, to facilitate distance learning and training or to provide corporate information to employees quickly and inexpensively,Internet- and network-monitoring software,Used to track employees Internet and e-mail activities or to monitor their performance,Electronic signatures,Legally valid e-signatures that employers use to more expeditiously obtain signatures for applications and record keeping,Electronic bill presentment and payment,Used, for instance, to eliminate paper checks and to facilitate payments to employees and suppliers,Data warehouses and computerized analytical programs,Help HR managers monitor their HR systems. For example, they make it easier to assess things like cost per hire, and to compare current employees skills with the firms projected strategic needs,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,28,FIGURE 1,8,Effects CFOs Believe Human Capital Has on Business Outcomes,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,29,High-Performance Work Systems,Increase productivity and performance by:,Recruiting, screening and hiring more effectively,Providing more and better training,Paying higher wages,Providing a safer work environment,Linking pay to performance,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,30,Evidence-Based HRM,Actual measurements,Existingdata,Providing Evidence for HRM Decision Making,Research studies,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,31,Managing Ethics,Ethics,Standards that someone uses to decide what his or her conduct should be,HRM-related Ethical Issues,Workplace safety,Security of employee records,Employee theft,Affirmative action,Comparable work,Employee privacy rights,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,32,HR Certification,HR is becoming more professionalized.,Society for Human Resource Management (SHRM),SHRMs Human Resource Certification Institute (HRCI),SPHR (Senior Professional in HR) certificate,GPHR (Global Professional in HR) certificate,PHR (Professional in HR) certificate,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,33,The Plan of This Book: Basic Themes,HRM is the responsibility of every manager.,The workforce is becoming increasingly diverse.,Current economic challenges require that HR managers develop new and better skills to effectively and efficiently deliver and manage HR services.,The intensely competitive nature of business today means human resource managers must defend their plans and contributions in measurable terms.,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,34,FIGURE 1,10,Strategy and the Basic Human Resource Management Process,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,35,K E Y T E R M S,organization,managermanagement process,human resource management (HRM),authority,line authority,staff authority,line manager,staff manager,functional authority,globalization,human capital,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,1,36,All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.,