Rue byars 11e_ppt_ch01

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HUMAN
CHAPTER 1
RESOURCE
MANAGEMENT:
A STRATEGIC
FUNCTION
SENIOR LECTURER:
DR. LYTHI MINH CHAU
MARCH 2021

LEARNING OBJECTIVES
• Define human resource management
• Describe the functions of human resource
management
• Summarize the types of assistance the human
resource department provides
• List the general requirements for human
resource certification
2

LEARNING OBJECTIVES
• Explain the desired relationship between human
resource managers and operating managers
• Identify several challenges today's human
resource managers currently face
• Outline several potential challenges and
contributions that an increasingly diverse
workforce presents
3

LEARNING OBJECTIVES
• 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
4

HUMAN RESOURCE MANAGEMENT
• Activities designed to provide for and coordinate
human resources of an organization
• Traditionally referred to as personnel
administration or personnel management
5

HUMAN RESOURCE FUNCTIONS
• Tasks and duties that human resource
managers perform
• Determine the organization’s human resource
needs
• Recruiting, selecting, developing, counseling, and
rewarding employees
• Acting as liaison with unions and government
organizations
• Handling matters of employee well-being
6

TABLE 1.1 - ACTIVITIES OF THE MAJOR
7

TABLE 1.1 - ACTIVITIES OF THE MAJOR
8

TALENT MANAGEMENT
• Broad spectrum of HR activities involved in
obtaining and managing the organization’s
human resources
• Crafting a job advertisement
• Tracking an employee’s career progress
• Separation of the employee from the organization
9

WHO PERFORMS THE HUMAN
RESOURCE FUNCTIONS?
• Manages people directly involved in the production of an
organization's products or services
• Performs HR functions in addition to normal managerial
activities
Operating manager
• Devotes a majority of working time to HR issues
• Does not specialize in specific areas
Human resource generalist
• Specially trained in one or more areas of human resource
management
Human resource specialist
10

HUMAN RESOURCE CERTIFICATION
• Career-long commitment that shows mastery in
principles of human resources and dedication to
staying current in the HR profession
• The Professional in Human Resources (PHR)
• The Senior Professional Human Resources
(SPHR)
• The Global Professional in Human Resources
(GSPHR)
11

HUMAN RESOURCE DEPARTMENT
• Primary function - Provide support to operating
managers on all HR matters
• Acts in an advisory capacity and does not have
authority over operating managers
• Functions are split between operating managers
and human resource department, depending on
the organization
• An effective HR department must continually
cultivate good relations with operating managers
12

TABLE 1.3 - EXAMPLES OF THE TYPES OF
ASSISTANCE PROVIDED BY HUMAN RESOURCE
DEPARTMENTS
13

FIGURE 1.1 - THREE TYPES OF ASSISTANCE
PROVIDED BY HUMAN RESOURCE DEPARTMENT
14

CHALLENGES FOR TODAY'S
HUMAN RESOURCE MANAGERS
Diversity in the workforce
Regulatory changes
Structural changes to organizations
Technological and managerial changes within
organizations
15

DIVERSITY IN WORKFORCE
• Organizations should begin to integrate diverse
people into their workforces
• Growing number of women in the workforce will
affect an organization’s policies
• Immigrant employees bring educational, language,
and cultural, differences
• Older workforce will be more experienced, reliable,
and stable, but less adaptable to technological
change
16

• Globalization of HR
• Diversity must be defined in global terms
• Local people should be allowed to deal with local
issues
17

• Challenges and contributions of diversity
• Organizations should create new HR policies to
recognize and respond to the unique needs of
individual employees
• Additional training in written and problem solving
can help solve communication problems
• Diversity presents new opportunities
18

REGULATORY CHANGES
• Organizations face new regulations routinely
issued in areas of:
• Environment
• Safety and health
• Equal employment opportunity
• Pension reform
• Quality of work life
19

STRUCTURAL CHANGES TO
ORGANIZATIONS
• Laying off large numbers of employees
Downsizing
• Subcontracting work to an outside company specialized in that
particular type of work
Outsourcing
• Continuous and proactive assessment of mission-critical work and
its staffing requirements
Rightsizing
• Rethinking and radical redesign of business processes to achieve
dramatic improvements in cost, quality, services, and speed
Reengineering
20

TECHNOLOGICALAND MANAGERIAL
CHANGES WITHIN ORGANIZATIONS
• Computerized information systems are used in:
• Accounts and payroll calculations
• Maintaining employee data
• Employee training, succession planning, and
compensation management
• Affirmative action tracking and reporting
21

• Electronic human resources (eHR)
• Conducting HR functions and transactions using
the internet
• Electronic human resource management
systems (e-HRM)
• Web based HR systems, allow employees to
complete HR-related tasks online
22

• Working at home by using an electronic linkup with a
central office
Telecommuting
• Form of decentralization, gives subordinates substantial
authority to make decisions
Empowerment
• Groups of peers responsible for a particular task or area
Self-managed work teams
23

IN THE FUTURE
• HR managers must be integrally involved in
organization's strategic and policy-making
activities
• HR managers need to:
• Overcome negative impressions and biases
associated with the field
• Become well-rounded businesspeople
• Be knowledgeable about present and future trends
and issues
24

IN THE FUTURE
• Understand business complexities and strategies
• Know the company strategy, business plan, and
the industry
• Support business needs
• Spend time with the line people
• Understand the pulse of the organization
• Learn to calculate costs and solutions
• Promote effective human resource utilization
within the organization
25

IMPACT OF HR MANAGER ON
ORGANIZATIONAL PERFORMANCE
• Reduce overtime expenses
• Institute programs designed to reduce
absenteeism
• Create sound job design
• Minimize employee turnover and unemployment
benefit costs
• Install and monitor safety and health programs
26

IMPACT OF HR MANAGER ON
ORGANIZATIONAL PERFORMANCE
• Properly train and develop employees
• Decrease costly material waste
• Hire the best available people available and
avoid overstaffing
• Maintain competitive pay practices and benefit
programs
• Encourage employees to submit ideas for
increasing productivity and reducing costs
• Install human resource information systems
27

METRICS AND HR SCORECARD
• Metrics: Quantitative measures used to assess
workforce performance
• Analysis of cost per hire
• Average length of time to fill a position
• Training and turnover cost per employee
• New-hire performance by recruiting strategy
28

METRICS AND HR SCORECARD
• HR scorecard: Measurement and control
system that uses quantitative and qualitative
measures to evaluate performance
• Modified form of the balanced scorecard system
29

COMMUNICATING HR PROGRAMS
• Communication: Transfer of information that is
meaningful to those involved
• Human resource managers must develop an
appreciation for the importance of
communication
30

GUIDELINES FOR COMMUNICATING
HR PROGRAMS
• Avoid communicating in peer group or
privileged-class language
• Do not ignore cultural and global aspects of
communication
• Back up communications with management
action
• Periodically reinforce employee communications
• Transmit information and not just data
• Consider perceptual and behavioral aspects of
communication
31

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