Human Resources Management Slide - 8 chapters

Chapter 1. HRM overview; chapter 2. HR strategy; chapter 3. HR planning; chapter 4. Job analysis competency; chapter 5. Recruitment and selection; chapter 6. Performance evaluation; chapter 7. Compensation; chapter 8. Training and development. HRM is actionoriented, individualoriented, globallyoriented, and future orientedIt focuses on satisfying the needs of individuals at workHRM is a necessary functionEffectively performed, it can make the crucial difference between successful and unsuccessful organizationsOne of the challenges faced in HRM is that many decisions require input from both operating managers and HR specialists. This dual role can lead to conflict, or it can result in more effective HRM decisions

Human Resource Management

chapter

1

Human Resource Management (HRM)

Human Resource Management (HRM)

•The function performed in organizations that facilitates the most effective use of people

(employees) to achieve organizational and individual goals.

HRM Activities

•Equal employment opportunity (EEO) compliance

•Job analysis

•Human resource planning

•Employee recruitment, selection, motivation, and orientation

•Performance evaluation and compensation

•Training and development

•Labor relations

•Safety, health, and wellness

Four descriptions of the HRM function

1. It is action-oriented

2. It is people-oriented

3. It is globally-oriented

4. It is future-oriented

Scientific Management Welfare Work

Industrial Psychology Human Relations

Historical Foundations of HRM

Strategic Importance of HRM

•The increased strategic importance of HRM means that:

Human resource specialists must show that they contribute to the goals and mission of the firm

•The actions, language, and performance of the HRM function must be:

Measured

Precisely communicated

Evaluated

The new strategic positioning of HRM means that accountability must be taken seriously

Key Strategic HRM Concepts That Must Be Applied

•Analyzing and solving problems from a profit-oriented point of view

•Assessing and interpreting costs or benefits of HRM issues

•Using planning models that include realistic, challenging, specific, and meaningful goals

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• Preparing reports on HRM solutions to problems encountered by the firm

• Training the human resources staff

Emphasizing the strategic importance of HRM

Emphasizing the importance of contributing to the firm’s profits

Key Strategic HRM Concepts That Must Be Applied

If the HRM function is to be successful, managers in other functions must be knowledgeable and involved

HRM and Organizational Effectiveness

Objectives of the HRM Function

• Helping the organization reach its goals

• Employing the skills and abilities of the workforce efficiently

• Providing the organization with well-trained and well-motivated employees

• Increasing to the fullest the employee’s job satisfaction and self-actualization

• Developing and maintaining a quality of work life that makes employment in the organization desirable

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• Communicating HRM policies to all employees

• Helping to maintain ethical policies and socially responsible behavior

• Managing change to the mutual advantage of the organization’s stakeholders

• Managing increased urgency and faster cycle time

Objectives of the HRM Function

Competencies Needed by HR Professionals

Competencies Needed by HR Professionals

•

•Technology

•Forecasting

•Compensation design

•Benefits design and administration

•Accounting and finance

•Record keeping

The HR department has a responsibility

to be a proactive, integral component of management and the strategic planning process

HRM’s Place in Management

HRM must:

•ascertain specific organizational needs for the use of its competence

•evaluate the use and satisfaction among other departments

•educate management and employees about the availability and use of HRM services

HRM Strategy

•The HRM strategy will help aggregate and allocate a firm’s resources into a unique entity

on the basis of:

Its internal strengths and weaknesses

Changes in the environment

The anticipated actions of competitors

Relationship Between Strategy, Objectives, Policies, and

Rules:

More specific

More specific

More specific

Strategy – The plan that integrates major objectives

Objectives – Goals that are specific and measurable

Policies – Guides to decision making

Procedures/Rules – Specific directions for decision

making

• HRM is action-oriented, individual-oriented, globally-oriented, and future oriented

It focuses on satisfying the needs of individuals at work

• HRM is a necessary function

• One of the challenges faced in HRM is that many decisions require input from both operating managers and HR specialists

• This dual role can lead to conflict, or it can result in more effective HRM decisions