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1.2 Ma Elec 1
1.2 Ma Elec 1
MANAGING HUMAN
RESOURCES
What Do I Need To Know?
LO 1-1 Define human resource management, and explain how
HRM contributes to an organization’s performance.
LO 1-2 Identify the responsibilities of human resource
departments.
LO 1-3 Summarize the types of competencies needed for human
resource management.
LO 1-4 Explain the role of supervisors in human resource
management.
LO 1-5 Discuss ethical issues in human resource management.
LO 1-6 Describe typical careers in human resource
management.
Human Resource Management (HRM)
Human capital – an
organization’s employees
described in terms of
The concept of HRM
their:
• training implies that employees
• experience are resources of the
• judgment employer.
• intelligence
• relationships
• insight
Figure 1.2 Impact of HRM
HR Product Lines
• Strategic partner
Table 1.1 Responsibilities of HR Departments
Function Responsibilities
Analysis and design of work Work analysis; job design; job descriptions
Recruitment and selection Recruiting; job postings; interviewing; testing; coordinating use of temporary
labor
Training and development Orientation; skills training; career development programs
Performance management Performance measures; preparation and administration of performance
appraisals; discipline
Compensation and benefits Wage and salary administration; incentive pay; insurance; vacation leave
administration; retirement plans; profit sharing; stock plans
Employee relations Attitude surveys; labor relations; employee handbooks; company publications;
labor law compliance; relocation and outplacement services
Personnel policies Policy creation; policy communication
Employee data and Record keeping; HR information systems; workforce analytics
information systems
Compliance with laws Policies to ensure lawful behavior; reporting; posting information; safety
inspections; accessibility accommodations
Support for strategy Human resource planning and forecasting; talent management; change
management
Sources: Bureau of Labor Statistics, “Human Resources Managers,” Occupational Outlook Handbook, 2014–2015, January 8, 2014, http://www.bls.gov/ooh; SHRM-BNA
Survey No. 66, “Policy and Practice Forum: Human Resource Activities, Budgets, and Staffs, 2000–2001,” Bulletin to Management, Bureau of National Affairs Policy and
Practice Series (Washington, DC: Bureau of National Affairs, June 28, 2001).
Responsibilities of Human Resource Departments 2 of 13
Job Analysis
Process of getting
detailed information
about jobs.
Job Design
Process of defining the
way work will be © Lars A. Niki RF
Recruitment Selection
The process through The process by which the
which the organization organization attempts to
seeks applicants for identify applicants with
potential employment. the necessary knowledge,
skills, abilities, and other
characteristics that will
help the organization
achieve its goals.
Responsibilities of Human Resource Departments 4 of 13
• Company’s founders
– First supervisors
• Supervisors have many HR responsibilities
Figure 1.4 Supervisors’ Involvement In HRM
Employee Rights
Free consent
Privacy
Freedom of conscience
Freedom of speech
Due process
Ethics In Human Resource Management 3 of 3
Aging Workforce
Diverse Workforce
Skill Deficiencies
Change in the Labor Force 3 of 7
Today’s Workforce
– Baby Boomers (born between 1946 and 1964))
– Generation X (born between 1965–1980)
– Millennials (born from 1981 to 1995)
Figure 2.1 Age Distribution of U.S Labor Force
As more of the
workforce reaches
retirement age, some
companies have set up
mentoring programs
between older and
younger workers so
that knowledge is not
lost but passed on.
© HeroImages/Getty Images
Figure 2.3 HRM Practices That Support Diversity Management
Knowledge Workers
Employees whose Some feel all workers
contribution to the are knowledge
organization is workers.
specialized knowledge
of:
• customers
• processes
• profession
Test Your Knowledge 1 of 2
Employee Employee
Empowerment Engagement
Giving employees Full involvement in one’s
responsibility and authority work and commitment to
to make decisions regarding one’s job and company.
all aspects of product This is associated with:
development or customer ▪ higher productivity
service. ▪ better customer
service
▪ lower employee
turnover
High-Performance Work Systems 4 of 4
Teamwork
The assignment of work to Work teams often assume
groups of employees with many of the activities
various skills who interact to traditionally reserved for
assemble a product or managers:
provide a service.
• selecting new team
members
• scheduling work
• coordinating work with
customers and other units
of the organization
Test Your Knowledge 2 of 2
Cost Control
Downsizing
Reengineering
Outsourcing
Figure 2.5 Number of Job Cuts Announced by
Employers during the Past Decade
Focus on Strategy 6 of 8
Reengineering
• A complete review of the organization’s major work
processes to make them more efficient and able to
deliver higher quality
• Reengineering affects HRM in two ways:
⁻ How HR accomplishes its goals may change.
⁻ Change requires HR to help design and implement change
so that all employees will be committed to the
reengineered organization’s success.
Focus on Strategy 7 of 8
Outsourcing
– The practice of having another company, such as a vendor, third-
party provider, or consultant, provide services.
– Outsourcing gives the company access to in-depth
expertise and is often more economical as well.
– HR helps with the transition to outsourcing.
Focus on Strategy 8 of 8
Business intelligence
Data mining
Technological Change in HRM 2 of 3
e-HRM
– Processing and transmission of digitized HR information
–Has potential to change all traditional HRM functions
Cloud computing
– Remote server computers do the user’s computing tasks
Technological Change in HRM 3 of 3
Self-Service
–System in which employees have online access to information
about HR issues and go online to enroll themselves in programs
and provide feedback through surveys
–Especially useful with mobile computing devices
HR dashboards
–Display HR metrics
Change In the Employment Relationship 1 of 3
A Psychological Contract
Flexibility
Change In the Employment Relationship 2 of 3
A Psychological Contract
– Employer and employee both contribute to the relationship
– Employees expected to take more responsibility in their training,
etc., but expect the company to offer them more flexibility, better
training
Flexibility
Organizations seek flexibility in staffing levels
through alternatives to traditional employment
relationship:
• outsourcing, temporary and contract workers
• flexible work schedules – including shortened work
weeks
• moving employees to different jobs to meet
changes in demand
Summary 1 of 3