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Chapter 1 Jack Welch-  Winning “ Elevate HR to a position of power and primacy in the organization, and make sure HR people have the special qualities to help managers build leaders and careers. In fact, the best HR types are pastors and parents in the same package.” “ The head of human resources at any company should be at least as important as the CFO.”
 
Leaders are Readers ,[object Object],[object Object],[object Object]
Leaders are Readers ,[object Object],[object Object],[object Object]
Learning Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Today  ,[object Object],[object Object],[object Object],[object Object]
Nature of Human Resource Management ,[object Object],[object Object]
Nature of Human Resource Management cont . ,[object Object],[object Object],[object Object]
Source:  HR Department Benchmarks and Analysis Survey  2004 (Washington, DC: Bureau of National Affairs, 2004), 21. To purchase this publication and find out more about other BNA HR solutions visit http://hrcenter.bna.com or call 800-372-1033. Used with permission.
HR Activities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Activities Continued ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Activities Continued ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Activities Continued ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Activities Continued ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Issues of Greatest Concern Small Businesses Large piece of economic sector Larger piece of job creation in U.S. When do we need an HR person? (80-100 employees) Compliance with Government Regulations Shortage of Qualified Workers Increasing  Costs of Benefits Rising Taxes
Management of Human Capital  In Organizations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
1– 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.
HR Management Challenges ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Management Challenges ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
1– FIGURE 1–6 Fastest Growth in Job Changes to 2016 Source:  U.S. Bureau of Labor Statistics, www.bls.gov.
1– FIGURE 1–6 Fastest Growth in Job Changes to 2016 Source:  U.S. Bureau of Labor Statistics, www.bls.gov.
HR Management Challenges ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Management Challenges ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Management Challenges ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Management Roles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Note: Example percentages are based on various surveys.
Strategic Role for HR ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
HR Technology ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Uses of an HRMS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ethics and HR Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Leaders are Readers  ,[object Object],[object Object],[object Object]
© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web  site, in whole or in part. 1– FIGURE 1–4 Business Ethics and HR Management Consequences
© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web  site, in whole or in part. 1– 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
© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web  site, in whole or in part. 1– Legal Question Ethical Question ,[object Object],[object Object]
© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web  site, in whole or in part. 1– FIGURE 1–5 Examples of HR-Related Ethical Misconduct Activities
HR Ethics and Sarbanes-Oxley (SOX) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],1–
Ethical Behavior and Organizational Culture ,[object Object],[object Object],[object Object],[object Object],[object Object]
HR Management Competencies  and Careers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Management as a Career Field ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Source:  HR Department Benchmarks and Analysis 2004  (Washington, DC: Bureau of National Affairs, 2004), 119. To purchase this publication and find out more about other BNA HR solutions visit http://hrcenter.bna.com or call 800-372-1033. Used with permission.
The Human Resource Certification Institute offers three types of professional certifications for HR generalists. Details on these certifications are available from the Human Resources Certification Institute,  www.hrci.org.
Other HR Certifications ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 

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Hrm 381 chapter 1 intro to hr

  • 1. Chapter 1 Jack Welch- Winning “ Elevate HR to a position of power and primacy in the organization, and make sure HR people have the special qualities to help managers build leaders and careers. In fact, the best HR types are pastors and parents in the same package.” “ The head of human resources at any company should be at least as important as the CFO.”
  • 2.  
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9. Source: HR Department Benchmarks and Analysis Survey 2004 (Washington, DC: Bureau of National Affairs, 2004), 21. To purchase this publication and find out more about other BNA HR solutions visit http://hrcenter.bna.com or call 800-372-1033. Used with permission.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15. Issues of Greatest Concern Small Businesses Large piece of economic sector Larger piece of job creation in U.S. When do we need an HR person? (80-100 employees) Compliance with Government Regulations Shortage of Qualified Workers Increasing Costs of Benefits Rising Taxes
  • 16.
  • 17. 1– 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.
  • 18.
  • 19.
  • 20. 1– FIGURE 1–6 Fastest Growth in Job Changes to 2016 Source: U.S. Bureau of Labor Statistics, www.bls.gov.
  • 21. 1– FIGURE 1–6 Fastest Growth in Job Changes to 2016 Source: U.S. Bureau of Labor Statistics, www.bls.gov.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26. Note: Example percentages are based on various surveys.
  • 27.
  • 28.  
  • 29.
  • 30.
  • 31.
  • 32.
  • 33. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 1– FIGURE 1–4 Business Ethics and HR Management Consequences
  • 34. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 1– 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
  • 35.
  • 36. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 1– FIGURE 1–5 Examples of HR-Related Ethical Misconduct Activities
  • 37.
  • 38.
  • 39.
  • 40.
  • 41. Source: HR Department Benchmarks and Analysis 2004 (Washington, DC: Bureau of National Affairs, 2004), 119. To purchase this publication and find out more about other BNA HR solutions visit http://hrcenter.bna.com or call 800-372-1033. Used with permission.
  • 42. The Human Resource Certification Institute offers three types of professional certifications for HR generalists. Details on these certifications are available from the Human Resources Certification Institute, www.hrci.org.
  • 43.
  • 44.