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McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All Rights Reserved.
Human
Resource
Management:
A
St...
Chapter Overview
• Human Resource Functions
• Who Performs the Human Resource
Functions?
• Challenges for Today’s Human Re...
Human Resource Management
• Activities designed to provide for and
coordinate the human resources of an
organization
• Hum...
Human Resource Functions
• Tasks and duties performed in large and
small organizations to provide for and
coordinate human...
Activities of the Major Human Resource
Functions
1-6
Who Performs the Human Resource
Functions?
• Most managers are periodically involved to an
extent in each of the major hum...
The Human Resource Department
• Primary function – Provide support to operating
managers on all human resource matters
• F...
Examples of Types of Assistance
Provided by Human Resource
Departments
1-9
Three Types of Assistance Provided by
Human Resource Department
1-10
Challenges For Today’s Human
Resource Managers
• Diversity in the workforce
• Regulatory changes
• Structural changes to o...
Diversity in Workforce
• Between years 2004-2014:
• Almost half the new entrants will be women
• White, non-Hispanic males...
Civilian Labor Force, 2004 and Projected
2014; Entrants and Leavers, Projected 2004
– 2014
1-13
Challenges and Contributions of
Diversity
• Organizations must get away from fitting
employees into a single corporate mol...
Regulatory Changes
• Organizations face new regulations routinely
issued in areas of:
• Safety and health
• Equal employme...
Structural Changes to Organizations
• Downsizing – Laying off large members of
managerial and other employees
• Outsourcin...
Technological and Managerial Changes
within Organizations
• Dramatic and widespread use of management
information systems
...
Technological and Managerial Changes
within Organizations
• Telecommuting – Working at home by using
an electronic linkup ...
Human Resource Management
Tomorrow
• Human resource managers must be integrally
involved in organization’s strategic and p...
Human Resource Management
Tomorrow
• Suggestions to become more familiar with
their businesses
• Know the company strategy...
Questions for Understanding the
Organization’s Business Strategies
1-21
Organizational Performance and the HR
Manager – Direct Impact
• Reducing unnecessary overtime expenses by
increasing produ...
Organizational Performance and the HR
Manager – Direct Impact
• Training and developing all employees to improve their
val...
Metrics and the HR Scorecard
• Metrics – Any set of quantitative measures
used to assess workforce performance
• Analysis ...
Communicating Human Resource
Programs
• Communication – The transfer of information
that is meaningful to those involved
•...
Guidelines for Communicating Human
Resource Programs
• Avoid communicating in peer group or
‘privileged-class’ language by...
Guidelines for Communicating Human
Resource Programs
• Transmit information and not just data
• Data – Raw material from w...
Summary of Learning Objectives
• Define human resource management
• Describe the functions of human resource
management
• ...
Summary of Learning Objectives
• Outline several potential challenges and
contributions that an increasingly diverse
workf...
Chap001
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Chap001

  1. 1. McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All Rights Reserved. Human Resource Management: A Strategic Function Chapter 1
  2. 2. Chapter Overview • Human Resource Functions • Who Performs the Human Resource Functions? • Challenges for Today’s Human Resource Managers • Human Resource Management Tomorrow • Organizational Performance and the Human Resource Manager • Communicating Human Resource Programs • Summary of Learning Objectives 1-3
  3. 3. Human Resource Management • Activities designed to provide for and coordinate the human resources of an organization • Human resource management is a modern term for what was traditionally referred to as personnel administration or personnel management 1-4
  4. 4. Human Resource Functions • Tasks and duties performed in large and small organizations to provide for and coordinate human resources • Major functions: • Human resource planning, recruitment, and selection • Human resource development • Compensation and benefits • Safety and health • Employee and labor relations • Human resource research • Talent management – The broad spectrum of HR activities involved in obtaining and managing firm’s human resources 1-5
  5. 5. Activities of the Major Human Resource Functions 1-6
  6. 6. Who Performs the Human Resource Functions? • Most managers are periodically involved to an extent in each of the major human resource functions • Operating manager • Manages people directly involved with production of organization’s products or services • Performs human resource functions • Human resource generalist • Devotes a lot of time to human resource issues; does not specialize in any specific area • Responsible for directing human resource functions • Human resource specialist • Specially trained in one or more areas of HRM 1-7
  7. 7. The Human Resource Department • Primary function – Provide support to operating managers on all human resource matters • Fulfills a traditional staff role and acts in an advisory capacity • Other functions: • Customarily organizes and coordinates hiring and training • Maintains personnel records • Acts as a liaison between management, labor, and government • Coordinates safety programs • Depending upon the organization, functions maybe split between operating managers and human resource department 1-8
  8. 8. Examples of Types of Assistance Provided by Human Resource Departments 1-9
  9. 9. Three Types of Assistance Provided by Human Resource Department 1-10
  10. 10. Challenges For Today’s Human Resource Managers • Diversity in the workforce • Regulatory changes • Structural changes to organizations • Technological and managerial changes within organizations 1-11
  11. 11. Diversity in Workforce • Between years 2004-2014: • Almost half the new entrants will be women • White, non-Hispanic males will comprise fewer than one-third of new labor force entrants • Average age of employees will climb to 41.6 • Increasing globalization of many companies. • Defining diversity in global terms – Looking at all people and everything that makes them different from one another, as well as the things that make them similar 1-12
  12. 12. Civilian Labor Force, 2004 and Projected 2014; Entrants and Leavers, Projected 2004 – 2014 1-13
  13. 13. Challenges and Contributions of Diversity • Organizations must get away from fitting employees into a single corporate mold • Requirement for new human resource policies to explicitly recognize and respond to unique needs of individual employees • Communication problems that arise will necessitate additional training in written and spoken language skills • Increased factionalism will direct focus on special interest and advocacy groups • Diversity will create a tolerant organizational culture • Better business decisions • Greater responsiveness to diverse customers 1-14
  14. 14. Regulatory Changes • Organizations face new regulations routinely issued in areas of: • Safety and health • Equal employment opportunity • Pension reform • Environment • Quality of work life • New regulations require significant paperwork and changes in operating procedures • Decisions made by courts on human resource requires implementation of findings by managers 1-15
  15. 15. Structural Changes to Organizations • Downsizing – Laying off large members of managerial and other employees • Outsourcing – Subcontracting work to an outside company that specializes in that particular type of work • Outsourcing certain HR activities can be more efficient and less costly • Rightsizing – Continuous and proactive assessment of mission-critical work and its staffing requirements • Different from downsizing • Reengineering – Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, services, and speed 1-16
  16. 16. Technological and Managerial Changes within Organizations • Dramatic and widespread use of management information systems • Increased dependability on cyberspace and Internet • Increased popularity of Web-based human resource systems – electronic human resources (eHR) • Payroll systems, payroll direct deposits and other aspects of benefits administration • Advantages • Employee convenience • Immediate response • Increased accuracy • Decreased turnaround time • Reduced costs 1-17
  17. 17. Technological and Managerial Changes within Organizations • Telecommuting – Working at home by using an electronic linkup with a central office • Applicable to employees in home country or on different continents • Empowerment – Form of decentralization that involves giving subordinates substantial authority to make decisions • Managers express confidence in employee performance and accountability • Self-managed work teams – Groups of peers that are responsible for a particular task or area 1-18
  18. 18. Human Resource Management Tomorrow • Human resource managers must be integrally involved in organization’s strategic and policy- making activities • Human resource managers need to: • Overcome negative impressions and biases sometimes associated with this field • Should become well-rounded businesspeople • Need to understand business complexities and strategies • Become fully knowledgeable about present and future trends and issues in HR and related fields • Promote effective human resource utilization – such that they can affect the bottom line 1-19
  19. 19. Human Resource Management Tomorrow • Suggestions to become more familiar with their businesses • Know the company strategy and business plan • Know the industry • Support business needs • Spend more time with the line people • Keep your hand on the pulse of the organization • Learn to calculate costs and solutions in hard numbers 1-20
  20. 20. Questions for Understanding the Organization’s Business Strategies 1-21
  21. 21. Organizational Performance and the HR Manager – Direct Impact • Reducing unnecessary overtime expenses by increasing productivity during a normal day • Staying on top of absenteeism and instituting programs designed to reduce money spent for time not worked • Eliminating wasted time by employees with sound job design • Minimizing employee turnover and unemployment benefit costs by practicing sound human relations and creating a work atmosphere that promotes job satisfaction • Installing and monitoring effective safety and health programs to reduce lost-time accidents and keep medical and workers’ compensation costs low 1-22
  22. 22. Organizational Performance and the HR Manager – Direct Impact • Training and developing all employees to improve their value to company and produce and sell high-quality products and services at lowest possible cost • Decreasing costly material waste by eliminating bad work habits, attitudes and poor working conditions • Hiring the best people available at every level and avoiding overstaffing • Maintaining competitive pay practices and benefit programs to foster a motivational climate for employees • Encouraging employees to submit ideas for increasing productivity and reducing costs • Installing human resource information systems to streamline and automate many human resource functions 1-23
  23. 23. Metrics and the HR Scorecard • Metrics – Any set of quantitative measures used to assess workforce performance • Analysis of the cost per hire • Average length of time to fill a position • Training cost per employee • Turnover cost per employee • New-hire performance by recruiting strategy • HR Scorecard – Measurement and control system using a mix of quantitative and qualitative measures to evaluate performance • Modified form of the balanced scorecard system 1-24
  24. 24. Communicating Human Resource Programs • Communication – The transfer of information that is meaningful to those involved • Human resource managers must develop an appreciation for the importance of communication • One good approach to communication is to ask, “How can this message be misinterpreted?” • Web-based human resource systems have greatly helped to communicate human resource programs 1-25
  25. 25. Guidelines for Communicating Human Resource Programs • Avoid communicating in peer group or ‘privileged-class’ language by focusing on the audience • Don’t ignore cultural aspects of communication • Back up communications with management action • Periodically reinforce employee communications, especially personnel- related communication 1-26
  26. 26. Guidelines for Communicating Human Resource Programs • Transmit information and not just data • Data – Raw material from which information is developed; composed of facts that describe places, people, things, or events and that have not been interpreted • Information – Data that have been interpreted and that meet a need of one or more managers • Don’t ignore perceptual and behavioral aspects of communication; anticipate employee reactions and act accordingly 1-27
  27. 27. Summary of Learning Objectives • Define human resource management • Describe the functions of human resource management • Summarize the types of assistance the human resource department provides • Explain the desired relationship between human resource managers and operating managers • Identify several challenges today’s human resource managers currently face 1-28
  28. 28. Summary of Learning Objectives • Outline several potential challenges and contributions that an increasingly diverse workforce presents • Discuss the role of human resource managers in the future • Explain how human resource managers can affect organizational performance • Summarize several guidelines to follow when communicating human resource programs 1-29

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