Introduction to HRM

Organization

Consists of people with formally assigned roles who work together to achieve the organization’s goals

Manager

Manages the efforts of the organization’s people

5 Basic Functions in the Management Process

• Planning

• Organizing

• Staffing

• Leading

• Controlling

Planning

goals, rules, plans, and forecasts

Organizing

Task delegation, department and authority establishment, communication

channels

Staffing

Recruitment, selection, compensation, evaluation, training

Leading

motivation; retention of morale

Controlling

compare standards with performance of employees

Human Resouce Management

process of acquiring, training, appraising, and compensating employees

development of policies and strategies for retention

Human Resource Management

Goal: to retain and foster talent

Human Resource Development

not limited to training and development

individual career planning, organization development, performance

management, and appraisal

Human Resource Development

Goal: improve learning and performance

Authority

right to make decisions, direct the work of others, and give orders

Line Authority

• for line managers

• right to issue orders

• superior-subordinate relationship

• associated with managing departments

Staff Authority

• for staff managers

• right to advise other managers and employees

• advisory relationship

• human resource managers are usually staff managers

WITHIN

the department, line managers.

OUTSIDE

the department, staff managers.

Human Resouce Department

usually provides specialized assistance to line managers in large organizations

Recruiters

search for qualified job applicants through various methods

Equal employment opportunity (EEO) representatives

investigate and resolve EEO grievances

examine organizational practices for violations

Job Analyst

collect information about job duties

prepares job descriptions

Compensation Managers

develop compensation plans and handle benefits programs

Training Specialists

plan, organize, and direct training activities

Labor relation specialist

advise management on all aspects of union-management relations

Shared services agreement

create centralized HR units whose employees are shared by all

departments to assist line managers

Corporate HR Teams

assist top management in top-level issues

Embedded HR Teams

have HR generalists (a.k.a. relationship partners or HR business partners)

provide the employee selection and other assistance the departments need

Centers of Expertise

HR consulting firms within the company

On-Demand Workers

freelancers and independent contractor-gig workers

work when they can, on what they want to work on, when they are needed

mobile, independent bundles of skills

Human Capital

knowledge, skills, and abilities of a firm’s workers that produces economic

value

Globalization

companies extending their sales, ownership, and/or manufacturing to new markets abroad

Labor Force Trends

labor force grows more slowly

because the labor force participation rate is falling

percent of the population that wants to work declines

Unbalanced Labor Force

in some occupations, unemployment rate are low (usually in jobs that don’t require college educations) while in others, unemployment rates are relatively high (usually in jons that require college educations)

many people working today settle for jobs below their expertise (which results in employee disengagement)

Strategic Human Resource Management

formulating and executing HR policies and practices that produce employee competencies and behaviors

Three levers of performance-improvement efforts:

• HR department

• employee costs

• strategic results

HR Department Lever

HR manager ensures that the HR management function is delivering services efficiently

Employee Costs Lever

advising top management about company’s staffing levels

setting and controlling compensation, incentives, and benefits

Strategic Results Lever

policies and practices that produce employee competencies and skills

Evidence- based HRM

using the best-available evidences in making decisions about HRM practices

Sources: actual measurements, existing data, and research studies

Adding Value

helping employees improve in a measurable way as a result of HR manager’s actions

Sustainability

judged not just on profits, but also on their environmental and social performance

Enployee Engagement

being psychologically involved in, connected to, and committed to getting one’s jobs done

engaged employees have higher connectivity with work tasks = push more effort to accomplish task-related goals

Ethics

principles of conduct governing an individual or group

standards use to decide proper conduct