HR Concept

1. Human Resource Management: Functions, Applications, Skill
Development by Robert N. Lussier and John R. Hendon
Chapter 1

2. Video
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
 Did You Know 2009
 http://www.youtube.com/watch?v=HPbO0TBxUZs
 Career Paths
 http://www.youtube.com/watch?v=-VasGrFLqW8&feature=related
 Workforce of Tomorrow
 http://www.youtube.com/watch?v=aM1YQVtlxHk&feature=related
 Outsourcing to India
 http://www.youtube.com/watch?v=FwwgXCOEYks&feature=youtu
be_gdata_player
 Remembering the Triangle Shirtwaist Fire
 http://www.youtube.com/watch?v=4ulaG9x4GpE&feature=fvsr
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3. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Why Study HRM?
 To learn how to engage employees more
effectively. Employee engagement is a combination
of both job satisfaction and a willingness to perform
for the organization at a high level over an extended
period of time.
 Organizations that engage and manage their
people more successfully than their competitors
have a much greater chance of being more
productive and profitable than their competition.
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4. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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• HR managers =
paper pushers
who organized
personnel files
• HR = cost center
or revenue center
• HR managers
improve
organizational
revenues and
profits by creating
the right working
environment
• HR = productivity
and profit center
HRM: Past versus Present

5. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
What is Productivity?
Definition: The amount of output that an organization
gets per unit of input, usually expressed in units of time.
Productivity requires:
Effectiveness: getting the job done whenever and
however it must be done; “Did we do “the right
things?”
Efficiency: how many organizational resources we
used in getting the job done; “Did we do things right?”
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6. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
HR Managers’ Challenges: Control
 HR managers have no direct control over people,
specifically their:
• Productivity.
• Job satisfaction.
• Turnover.
• Absenteeism.
 Therefore they must create workplace conditions
that foster employee willingness and desire to come
to work and perform effectively and efficiently.
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7. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
HR Managers’ Challenges: Job Satisfaction,
Turnover and Absenteeism
 They are all interrelated with productivity, and affect
employee (and therefore organizational)
performance.
 Job satisfaction: the extent to which people like
their jobs and the environment in which they
work.
 Turnover: the permanent loss of workers, which
costs the organization in many ways.
 Absenteeism: failure of an employee to report to
work as scheduled.
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8. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
The HRM Strategic View
HRM’s shift from reactive to proactive (i.e.
taking on a strategic role), which took hold
within the past 30 years, gives the
organization a sustainable competitive
advantage, because HRM efforts are critical to
being able to carry out organizational plans
and reach goals that have been defined by the
overall strategic plan.
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9. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
The Main Goals of Strategic HRM
To encourage employees through motivation,
leadership, environmental analysis and
organizational changes that work to improve
job satisfaction.
 Doing so engages employees, which in turn
increases productivity and job satisfaction, and
lowers absenteeism and turnover.
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10. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Technology and Knowledge
 The job of the HR manager changed from
administrator to strategic partner primarily
because the type of work we do today has
changed from requiring labor-intensive skills
to technology-intensive and knowledge skills.
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11. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
21st Century Talent Pool and Demographic
Challenges for HR Managers
 They will compete to hire and retain technologically
skilled workers due to a shortage of people with
the knowledge to perform these increasingly
complex jobs.
 They will need to be more culturally aware and
able to deal with individuals with significantly
different work ethics, cultural norms and even
language differences.
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12. David Gergen
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
 Advisor to 4 Presidents, Director of Harvard’s Center
for Political Leadership, and Senior Political Analyst
for CNN
 Interview with David Gergen—Cited in a book:
 John Coleman, Daniel Gulati, & W. Oliver Segovia
(2012). Passion & Purpose. Harvard Business Review
Press.
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13. David Gergen’s Metaphor
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
 Don’t be afraid of failure.
 Climbing Ladders
 Riding Waves
 Companies come and go quickly.
 You will have at least 7 or 8 jobs over the course of a
lifetime—3 of which have not been invented when
you graduate from college (p. 53).
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14. Rita G. McGrath
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
 (2013). The end of competitive advantage: How to
keep your strategy moving as fast as your business.
Boston, MA: Harvard Business Review Press. Harvard
Business Review Press.
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15. Rita G. McGrath
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
 People with skills and capabilities to help
organizations surf successive waves are being
rewarded.
 The resources that underlie competitive advantage
are increasingly embedded in the relationships
between people.
 Individuals need to be investing to maintain their
skills, stay relevant, and have compelling stories of
accomplishment to market their value to others.
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16. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Skills for Successful HR Management
 Technological skills – using methods and
techniques to perform a task.
 Human relations skills – the ability to work well
with individuals and groups.
 Conceptual and design skills – the ability to
evaluate a situation, identify and select reasonable
alternatives, and make decisions that implement
solutions.
 Business skills – analytical and quantitative skills
that help the manager understand and contribute
to the profitability of the organization.
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17. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Line vs. Staff Management
 Line managers control what the organization
does by creating and maintaining the
processes and people who create what the
business sells.
 Staff managers (HR managers) advise line
management about issues that are within
their fields of specialized knowledge.
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18. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Major HR Responsibilities of Line Management
 Legal considerations
 Labor cost controls
 Leadership and motivation
 Training and development
 Appraisal and promotion
 Safety and security of employees
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19. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
HR Manager Responsibilities: Disciplines within
HRM
 Legal: EEO and Diversity Management
 Staffing
 Training and Development
 Employee Relations
 Labor and Industrial Relations
 Compensation and Benefits
 Safety and Security
 Ethics and Sustainability
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20. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
HRM Careers
 Professional associations and certification programs
that help you obtain and advance in HR jobs:
 The Society for Human Resource Management
(SHRM).
 American Society for Training and Development
(ASTD)
 WorldatWork—Compensation, benefits,
performance management.
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21. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Professional Liability
The organization and managers with authority
to make organizational decisions can be sued
by employees who feel their rights under
employment laws have been violated.
Therefore you need to understand HRM
concepts as thoroughly as possible.
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22. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Practitioner’s
Model
for
HRM
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23. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Practitioner’s Model for HRM - Section I:
Strategy, the legal environment and diversity
management are the basis for everything else that a
21st century HR manager does; they are the most critical
to the organization’s basic stability and success.
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24. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Practitioner’s Model for HRM
Getting the right people into the right jobs allows
the organization to get its work done successfully
over long periods of time.
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25. High Performance Work Systems
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
 Comprehensive employee recruitment and selection
 Compensation and Performance Management
 Information sharing
 Employment involvement and training
 Purpose:
 talented and motivated workforce
 Sustained competitive advantage
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26. Jeffery Pfeffer
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
 Thomas D. Dee Professor of Organizational Behavior
at the Stanford Graduate School of Business
 (1998) The Human Equation: Building profits by
putting people first. Harvard Business Review Press
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27. Pfeffer’s Seven (7) Practices of Successful
Organizations
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
 1. Employment security
 2. Selective hiring of new personnel
 3. Self-managed teams and decentralization
 4. Comparatively high compensation contingent on
organizational performance
 5. Extensive training
 6. Reduced status distinctions and barriers
 7. Extensive sharing of financial and performance
information throughout the organization
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28. Google
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
 Google’s campus in San Francisco, CA has 23
restaurants.
 Google provides free food and drinks to employees
and their guests
 Google issues electronic devices to employees so
that they can work at anytime, anywhere
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29. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Practitioner’s Model for HRM
Managing people through training, evaluation,
development, counseling, and employee and
labor relations to keep them satisfied and
productive.
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30. The New Human Resource Management Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Practitioner’s Model for HRM
Rewarding and maintaining workers through
compensation and benefits packages, and
protecting worker safety and health, to ensure
ongoing organizational success.
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