Human Resources Management

Exam 1

Human Resource Management

The policies, practices, and systems that influence employees behavior, attitudes, and performance

Companies with effective HRM tend to…

-be more innovative

-have greater productivity

-develop a more favorable reputation in the community

Type and behavior of Human Capital

Types

-Training

-Experience

-Judgment

-Intelligence

-Relationships

-Insight

Behaviors

-Motivation

-Effort

Responsibilities as a HR Director

-Analysis and design of work

-HR planning

-Recruiting

-Selection

-Training and Development

-Performance management

-Compensation

-Employee relations

Organizational Performance

-quality

-profitability

-customer satisfactions

Responsibility of Analysis and design of work department

work analysis; job design; job descriptions

Responsibility of recruitment and selection department

recruiting; job postings; interviewing; testing; coordinating use of temporary labor

Responsibility of training and development department

orientation; skills training; career development programs

Responsibility of performance management department

performance measures; preparation and administration of performance appraisals; discipline

Responsibility of compensation and benefits department

wage and salary administration; incentive pay; insurance; vacation leave administration; retirement plans; profit sharing; stock plans

Responsibility of employee relations

attitude surveys; labor relations; employee handbooks; company publications; labor law compliance; relocation and outplacement services

Responsibility of personnel policies department

policy creation; policy communication

Responsibility of employee data and information systems

record keeping; HR information systems; workforce analytics

Responsibility of compliance with laws department

policies to ensure lawful behavior; reporting; posting information; safety inspections; accessibility accommodations

Responsibility of support for strategy department

human resource planning and forecasting; talent management; change management

Job Analysis

Process of getting detailed information about jobs

Job Design

Process of defining the way work will be performed and the tasks that a given job requires

Recruitment

The process through which the organization seeks applicants for potential employment

Selection

The process by which the organization attempts to identify applicants with the necessary knowledge, skills, abilities, and other characteristics that will help the organization achieve its goals

Training

A planned effort to enable employees to learn job-related knowledge, skills, and behavior

Development

Acquisition of knowledge, skills, and behaviors that improve an employee’s ability to meet changes in job requirements and in customer demands

Performance Measurement

-The process of ensuring that employees’ activities and outputs match the organization’s goals

-HR may be responsible for developing or obtaining questionnaires and other devices for measuring performance

Planning Pay and Benefits

-How much salary, wages bonuses, commissions, and other performance-related pay to offer

-Which benefits to offer and how much of the cost will be shared by employees

Administering Pay and Benefits

-Systems for keeping track of employees’ earnings and benefits are needed

-Employees need information about their benefits plans

Preparing and Distributing

-Employee handbooks and policies, company publications and newsletters

Collective bargaining and contract administration

HR negotiates union contracts and maintains communication with union representatives to ensure that problems are resolved

Organizations depend on HR to help establish and communicate policies related to…

-hiring

-discipline

-promotions

-benefits

Workforce Analytics

Use of quantitative tools and scientific methods to analyze data from human resource databases and other sources to make evidence-based decisions that support business goals

Government requirements include…

-Filing reports and displaying posters

-Avoiding unlawful behavior

HR Planning

Identifying the numbers and types of employees the organization will require to meet its objectives

Talent Management

A systematic, planned effort to attract, retain, develop, and motivate highly skilled employees and managers

Evidence-based HR

Collecting and using data to show that human resource practices have a positive influence on the company’s bottom line or key stakeholders

Competencies/Behaviors of HR professionals

-HR Experience and Practice

-Relationship Management

-Consultation

-Organizational Leadership

-Communications

-Global and Cultural Effectiveness

-Business Understanding

-Critical Evaluation

-Ethical Practice

Ethics

-Fundamental principles of right and wrong

-Many ethical issues in the workplace involve HRM

-Employee rights

-Standards for identifying ethical practices

Current Trends in the HR Field

Post-Covid Era:

• -Impact on HRM Field

• -Education Systems

• -Future of work

-Human AI collaboration

-Big Data

-Offshoring/Reshoring

-Diversity

-Skill deficiencies

-Aging workforce

Veterans

-1950-1964

-65+

-Hard working, conservative, conforming, loyalty to the organization

Boomers

-1965-1985

-40s-60s

-Success, achievement, ambition, dislike of authority, loyalty to career

Xers

-1985-2000

-20s-40s

-Work/life balance, team-oriented, dislike of rules; loyalty to relationships

Millennials

-2000-present

-Under 20

-Confident, financial success, self-reliant but team-oriented; loyalty to both self and relationships

Aging Workforce; HRM implications

-planning retirement

-retraining older worker

-motivating workers whose careers have plateaued

-controlling the rising cost of health care and other benefits

-attract and retain young workers

Diverse Workforce

Concerns:

• -Equal Employment Opportunity

• -Diverse individuals experience unfair treatment in the workplace as a result of biases, stereotypes, and discrimination

Aging U.S. Population

-Median age is 36.9

-By 2030, 20% of the population will be over 65

Gender

-U.S. workforce is 46.7% female

-Women’s weekly median earnings are $688 compared to men’s $843

-Women hold 14.1% of corporate officer positions

-Glass ceiling

Religion

May impact the workplace in areas of dress, grooming, and hygiene

HR Implication towards Undocumented or Illegal Immigrants

-supply of and demand for labor

-need to comply with laws

-Immigration Reform and Control Act

-Visa Restrictions

-Employment verification to avoid legal penalties associated with employment eligibility verification Sponsoring work visas

Employers are looking for skills such as

-mathematical

-verbal'

-interpersonal

-computer

-Gap between needed and available skills has decreased company’s ability to compete

-companies may lack capacity to upgrade technology, reorganize work, and empower employees

High-Performance Work Systems

-Organizations have best fit between their social system (people and how they interact); and technical system (equipment and processes)

-Three trends in high-performance work systems

• -Reliance on knowledge workers

• -Empowerment of employees to make decisions

• -Teamwork

Knowledge Workers

-Employees whose contribution to the organization is specialized knowledge of

• -Customers

• -Processes

• -Profession

Especially needed in:

• -Health services

• -Business services

• -Social services

• -Engineering

• -Management

Employee Empowerment

Giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service

Employee Engagement

Full involvement in one’s work and commitment to one’s job and company

Associated with:

-higher productivity

-better customer service

-lower employee turnover

Teamwork

The assignment of work to groups of employees with various skills who interact to assemble a product or provide a service

Work teams often assume many of the activities traditionally reserved for managers…

-Selecting new team members

-Scheduling work

-Coordinating work with customers and other units of the organization

Reengineering

A complete review of the organization’s major work processes to make them more efficient and able to deliver higher quality, including HRM

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

Offshoring

Moving operations from the country where a company is headquartered to a country where pay rates are lower, but the necessary skills are available

Reshoring

Reestablishing operations in North America

International Labor Pool

Hiring at home may involve selection of employees from other countries

Outsourcing

The practice of having another company, such as a vendor, third-party provider, or consultant, provide services

This gives the company access to in-depth expertise and is often more economical as well

HR helps with a transition to outsourcing

Total Quality Management (TQM)

Issues:

Guidelines for all organization’s activities

Quality improvement can focus on HRM functions

Applying data to improve business functions

People Analytics

The use of computers to analyze large amounts of data and offer information to guide decisions

Artificial Intelligence (AI) can improve HR decisions

• Job analysis

• Recruiting and selection

• Performance management

• Employee Relations

Flexibility Affects HRM

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