Human resrouce management 13th mathis jacson chapter 01

May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.. May not be scanned, copied or duplicated, or posted to a publicly accessible

Trang 1

PowerPoint Presentation by Charlie CookThe University of West Alabama

SECTION 1 Environment for Human Resource Management

publicly accessible Web site, in whole or in part

Trang 2

• Explain how organizational ethical issues affect HR management.

• Provide an overview of six challenges facing HR today.

• Describe how the major roles of HR management

are being transformed.

• Explain the key competencies needed by HR professionals and why certification is important.

After you have read this chapter, you should be able to:

Trang 3

Nature of Human Resource Management

 Designing management systems to ensure that human talent is used effectively and efficiently to accomplish organizational goals.

Trang 4

Types of Organizational Assets

Assets

Trang 5

FIGURE 1–1 Core Competencies in Possible HR Areas

Trang 6

Human 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.

Trang 7

FIGURE 1–2

HR Management Functions

Trang 8

HR Management: Interlinked Functions

5. Total Rewards: Compensation and Benefits

Trang 9

Organizational Culture and HR

• Organizational Culture

 Is the shared values and beliefs in an organization.

 Is the internal “climate” of the organization that employees, managers, customers, and others experience.

 Positively affects service and quality, productivity, and financial results when aligned with

HR values and organizational goals.

 Is affected by differences in cultural dimensions from country to country and even within countries.

Trang 10

Hofstede’s Dimensions of Culture

Inequality

of Power

Individualism/ Group Orientation

Masculinity/ Femininity

Long-term/

Short-term Orientation

Uncertainty Avoidance

Culture

Trang 11

Organizational Productivity

Productivity

A measure of the quantity and quality of work done, considering the cost of

the resources used.

Unit Labor Cost

A measure of HR productivity computed by dividing the average cost of workers by their average levels

of output.

Trang 12

FIGURE 1–3 Approaches to Improving Organizational Productivity

Goals

• Increase organizational productivity

• Reduce unit labor costs

Restructuring the Organization

• Revising organizational structure

• Reducing staff

• Aiding in mergers and acquisitions

Re-Designing Work

• Changing workloads and combining jobs

• Reshaping jobs due to technology changes

Outsourcing

• Using domestic vendors/contractors instead of employees

• Outsourcing operations internationally

Aligning HR Activities

• Attracting and retaining employees

• Training, developing, and evaluating employees

• Compensating employees and other

Trang 13

Social Responsibilities and HR

• HR Advantages and Social Responsibilities

 Attracting and retaining employees

 Achieving sustainability in dealing

with economic challenges

 Creating a “green culture”

• Global Social Responsibility and HR

 Results in higher organizational images globally, better employee morale and loyalty, and more competitive advantages with consumers

Trang 14

Customer Service and Quality Linked to HR

• Linking HR to social responsibility, customer service, and quality significantly affects organizational effectiveness.

Human Resource Management

Trang 15

Employee Engagement and HR Culture

 Has evolved from personal contacts and oral communications to include:

 E-mail and text messages

 Twitters

 Blogs

Trang 16

FIGURE 1–4 Business Ethics and HR Management Consequences

Trang 17

Ethical Behavior and Organizational Culture

Ethics Program Elements

Written code of ethics

and standards of conduct

Employee training on ethical behaviors

Advice to employees

on ethical situations

Confidential reporting

of ethical problems

Trang 18

HR’s Role in Organizational Ethics

• Does the behavior or result meet all

applicable laws, regulations, and

government codes?

• Does the behavior or result meet both organizational standards and professional standards of ethical behavior?

Trang 19

FIGURE 1–5 Examples of HR-Related Ethical Misconduct Activities

Trang 20

HR Ethics and Sarbanes-Oxley (SOX)

• Reduce the likelihood of illegal and unethical behaviors by:

 Having a written code of ethics and conduct standards

 Providing ethical behavior training and advice

 Establishing confidential reporting systems for ethical misconduct

 Providing whistle-blower protection

 Supporting HR’s role as “keeper and voice” of organizational ethics

Trang 21

Current HR Management Challenges

Human Resource Management

Organizational Cost Pressures and

Restructuring

Economics and Job Changes

Workforce Demographics and Diversity Globalization of Organizations

and HR

Trang 22

Economics and Job Changes

Future Job Change Concerns

Occupational Shifts Workforce Availability and

Quality Talent Management

Growth in Contingent Workforce

Trang 23

FIGURE 1–6 Fastest Growth in Job Changes to 2016

Source: U.S Bureau of Labor Statistics, www.bls.gov.

Trang 24

FIGURE 1–7 Hourly Compensation Costs for Manufacturing Production Workers

Trang 25

HR Technology

 An integrated system providing information used by HR management in decision making.

• Purposes of HRMS Data Collection

 Administrative and operational efficiency in :

 Automation of payroll and benefit activities

 EEO/affirmative action tracking

 Web-based communication with employees

 Availability of data for HR strategic planning

Trang 27

Smaller Organizations and HR Management

HR Issues

Shortage of Qualified

Workers

Increasing Costs of Benefits Rising Taxes

Government Regulation Compliance

Trang 28

HR Cooperation with Operating and Line Managers

• HR Unit

interviews

appropriate

decisions

Trang 29

FIGURE 1–8 Typical Division of HR Responsibilities: Recruiting

Trang 31

FIGURE 1–9 Roles of HR Management

Trang 32

HR Management Competencies

and Careers

HR Competencies

Trang 33

HR Management as a Career Field

Trang 34

FIGURE 1–10

HR Certifications at a Glance

* In addition to meeting the exam eligibility

requirements, successful exam candidates usually

have the above work experience

Định dạng
Số trang	34
Dung lượng	1,98 MB