This document summarizes key topics from Chapter 1 of the textbook "Fundamentals of Human Resource Management". It discusses that HRM aims to attract, hire, retain, motivate and train employees to give organizations a competitive advantage. It also outlines how HRM must operate in a changing global, technological, and diverse work environment subject to various regulations. Continuous improvement, employee involvement, and ethics are important aspects of modern HRM.
Human Resource Management (HRM) is the term used to describe formal systems devised for the management of people within an organization. The responsibilities of a human resource manager fall into three major areas: staffing, employee compensation and benefits, and defining/designing work.
Human Resource ManagementHuman Resource Management
Human Resource ManagementHuman Resource Management
[AUTHOR REMOVED AT REQUEST OF ORIGINAL PUBLISHER]
U N I V E R S I T Y O F M I N N E S O T A L I B R A R I E S P U B L I S H I N G E D I T I O N , 2 0 1 6 . T H I S E D I T I O N A D A P T E D F R O M A
W O R K O R I G I N A L L Y P R O D U C E D I N 2 0 1 1 B Y A P U B L I S H E R W H O H A S R E Q U E S T E D T H A T I T N O T R E C E I V E
A T T R I B U T I O N .
M I N N E A P O L I S , M N
Human Resource Management by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike
4.0 International License, except where otherwise noted.
http://creativecommons.org/licenses/by-nc-sa/4.0/
http://creativecommons.org/licenses/by-nc-sa/4.0/
http://open.lib.umn.edu/humanresourcemanagement
http://creativecommons.org/licenses/by-nc-sa/4.0/
http://creativecommons.org/licenses/by-nc-sa/4.0/
Contents
Publisher Information viii
Chapter 1: The Role of Human Resources
1.1 What Is Human Resources? 2
1.2 Skills Needed for HRM 11
1.3 Today’s HRM Challenges 16
1.4 Cases and Problems 27
Chapter 2: Developing and Implementing Strategic HRM Plans
2.1 Strategic Planning 31
2.2 Writing the HRM Plan 41
2.3 Tips in HRM Planning 49
2.4 Cases and Problems 53
Chapter 3: Diversity and Multiculturalism
3.1 Diversity and Multiculturalism 56
3.2 Diversity Plans 62
3.3 Multiculturalism and the Law 70
3.4 Cases and Problems 79
Chapter 4: Recruitment
4.1 The Recruitment Process 82
4.2 The Law and Recruitment 91
4.3 Recruitment Strategies 97
4.4 Cases and Problems 109
Chapter 5: Selection
5.1 The Selection Process 113
5.2 Criteria Development and Résumé Review 118
5.3 Interviewing 124
5.4 Testing and Selecting 132
5.5 Making the Offer 139
5.6 Cases and Problems 142
Chapter 6: Compensation and Benefits
6.1 Goals of a Compensation Plan 147
6.2 Developing a Compensation Package 151
6.3 Types of Pay Systems 155
6.4 Other Types of Compensation 170
6.5 Cases and Problems 182
Chapter 7: Retention and Motivation
7.1 The Costs of Turnover 187
7.2 Retention Plans 193
7.3 Implementing Retention Strategies 207
7.4 Cases and Problems 218
Chapter 8: Training and Development
8.1 Steps to Take in Training an Employee 224
8.2 Types of Training 230
8.3 Training Delivery Methods 237
8.4 Designing a Training Program 244
8.5 Cases and Problems 261
Chapter 9: Successful Employee Communication
9.1 Communication Strategies 267
9.2 Management Styles 279
9.3 Cases and Problems 287
Chapter 10: Managing Employee Performance
10.1 Handling Performance 291
10.2 Employee Rights 308
10.3 Cases and Problems 319
Chapter 11: Employee Assessment
11.1 Performance Evaluation Systems 325
11.2 Appraisal Methods 332
11.3 Completing and Conducting the Appraisal 345
11.4 Cases and Problems 354
Chapter 12: Working with Labor Unions
12.1 The Nature of Unions 361
12.2 Collective Bargaining 373
12.3 Administration of the Collective Bargaining Agre ...
Human Resource ManagementHuman Resource ManagementHumaLizbethQuinonez813
Human Resource ManagementHuman Resource Management
Human Resource ManagementHuman Resource Management
[AUTHOR REMOVED AT REQUEST OF ORIGINAL PUBLISHER]
U N I V E R S I T Y O F M I N N E S O T A L I B R A R I E S P U B L I S H I N G E D I T I O N , 2 0 1 6 . T H I S E D I T I O N A D A P T E D F R O M A
W O R K O R I G I N A L L Y P R O D U C E D I N 2 0 1 1 B Y A P U B L I S H E R W H O H A S R E Q U E S T E D T H A T I T N O T R E C E I V E
A T T R I B U T I O N .
M I N N E A P O L I S , M N
Human Resource Management by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike
4.0 International License, except where otherwise noted.
http://creativecommons.org/licenses/by-nc-sa/4.0/
http://creativecommons.org/licenses/by-nc-sa/4.0/
http://open.lib.umn.edu/humanresourcemanagement
http://creativecommons.org/licenses/by-nc-sa/4.0/
http://creativecommons.org/licenses/by-nc-sa/4.0/
Contents
Publisher Information viii
Chapter 1: The Role of Human Resources
1.1 What Is Human Resources? 2
1.2 Skills Needed for HRM 11
1.3 Today’s HRM Challenges 16
1.4 Cases and Problems 27
Chapter 2: Developing and Implementing Strategic HRM Plans
2.1 Strategic Planning 31
2.2 Writing the HRM Plan 41
2.3 Tips in HRM Planning 49
2.4 Cases and Problems 53
Chapter 3: Diversity and Multiculturalism
3.1 Diversity and Multiculturalism 56
3.2 Diversity Plans 62
3.3 Multiculturalism and the Law 70
3.4 Cases and Problems 79
Chapter 4: Recruitment
4.1 The Recruitment Process 82
4.2 The Law and Recruitment 91
4.3 Recruitment Strategies 97
4.4 Cases and Problems 109
Chapter 5: Selection
5.1 The Selection Process 113
5.2 Criteria Development and Résumé Review 118
5.3 Interviewing 124
5.4 Testing and Selecting 132
5.5 Making the Offer 139
5.6 Cases and Problems 142
Chapter 6: Compensation and Benefits
6.1 Goals of a Compensation Plan 147
6.2 Developing a Compensation Package 151
6.3 Types of Pay Systems 155
6.4 Other Types of Compensation 170
6.5 Cases and Problems 182
Chapter 7: Retention and Motivation
7.1 The Costs of Turnover 187
7.2 Retention Plans 193
7.3 Implementing Retention Strategies 207
7.4 Cases and Problems 218
Chapter 8: Training and Development
8.1 Steps to Take in Training an Employee 224
8.2 Types of Training 230
8.3 Training Delivery Methods 237
8.4 Designing a Training Program 244
8.5 Cases and Problems 261
Chapter 9: Successful Employee Communication
9.1 Communication Strategies 267
9.2 Management Styles 279
9.3 Cases and Problems 287
Chapter 10: Managing Employee Performance
10.1 Handling Performance 291
10.2 Employee Rights 308
10.3 Cases and Problems 319
Chapter 11: Employee Assessment
11.1 Performance Evaluation Systems 325
11.2 Appraisal Methods 332
11.3 Completing and Conducting the Appraisal 345
11.4 Cases and Problems 354
Chapter 12: Working with Labor Unions
12.1 The Nature of Unions 361
12.2 Collective Bargaining 373
12.3 Administration of the Collective Bargaining Agre ...
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
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Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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1. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
Chapter 1
HRM in a Changing
Environment
2. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
Introduction
Strong employees = competitive advantage.
HRM is a subset of management. It has five main
goals:
Goals
of
HRM
hire
employees
attract
employees
retain
employees
motivate
employees
train
employees
3. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
HRM helps employees understand other countries’
political and economic conditions.
Understanding Cultural Environments
Countries have different
values
morals
customs
political, economic, and legal systems
HRM operates in a global business environment.
4. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
Understanding Cultural Environments
TOP 10 LEAST-FREE COUNTRIES
1. North Korea
2. Zimbabwe
3. Cuba
4. Burma
5. Eritrea
6. Venezuela
7. Dem. Rep. of Congo
8. Comoros
9. Libya
10. Sao Tome & Principe
The Heritage Foundation’s Index of Economic Freedom rates
183 countries on openness to trade, business, investment,
and property rights. The U.S. was #6 in 2009. North Korea is
the most repressed.
2009 Country Rankings, see www.heritage.org/index/Ranking.aspx
TOP 10 FREE COUNTRIES
1. Hong Kong
2. Singapore
3. Australia
4. Ireland
5. New Zealand
6. United States
7. Canada
8. Denmark
9. Switzerland
10. United Kingdom
5. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
The Changing World of Technology
HRM operates in a technologically changing
environment.
Thomas Friedman:
Globalization 1.0
(1492-1800)
Driven by transportation
Globalization 2.0
(1800 -2000)
Driven by communication
Globalization 3.0
(2000 -????)
Driven by technology
3.0 fueled by instant communication and the Internet.
Globalization 2.0
(1800 -2000)
Driven by communication
Globalization 3.0
(2000 -????)
Driven by technology
Globalization 1.0
(1492-1800)
Driven by transportation
Globalization 2.0
(1800 -2000)
Driven by communication
Globalization 3.0
(2000 -????)
Driven by technology
Globalization 1.0
(1492-1800)
Driven by transportation
Globalization 2.0
(1800 -2000)
Driven by communication
Globalization 3.0
(2000 -????)
Driven by technology
Globalization 1.0
(1492-1800)
Driven by transportation
Globalization 2.0
(1800 -2000)
Driven by communication
6. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
1. Learning as a Way of Being by Peter B. Vaill
2. Thinking for a Living: How to Get Better Performance and
Results from Knowledge Workers by Thomas H. Davenport
3. Information Anxiety 2 by Richard S. Wurman
The Changing World of Technology
The IT field is growing.
Knowledge workers focus on the acquisition and
application of information for decision making.
Some books for aspiring knowledge workers:
7. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
The Changing World of Technology
HRM information systems help to
facilitate HR plans
make decisions faster
clearly define jobs
evaluate performance
provide desirable, cost-effective benefits
8. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
The Changing World of Technology
HR managers use technology to:
recruit, hire, and train employees
motivate and monitor workers
research fair compensation packages
communicate throughout the
organization
evaluate decentralized employees’
performance
9. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
Workforce Diversity
HRM has moved from the melting pot
assumption to celebrating workforce diversity.
The U.S. Dept. of the Interior’s Web site
www.doi.gov/diversity/8major2.htm overviews major
U.S. civil rights legislation.
The Civil Rights Acts of 1964 and 1991
Equal Pay Act of 1963
Americans with Disabilities Act of 1990
The Age Discrimination in Employment Act
The Rehabilitation Act
10. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
Workforce Diversity
Today’s workers want a healthy work/life
balance.
They
can work any time, from almost anywhere
work more than 40 hours per week
are part of a dual-income household
#1 reason
for leaving a company:
lack of work schedule flexibility
11. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
The Labor Supply
HR managers monitor the labor supply.
Trend is to rightsize: fit company goals to
workforce numbers.
For agility, companies build a contingent
workforce of
part-time workers
temporary workers
contract workers
12. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
Continuous Improvement Programs
HR managers help workers adapt to continuous improvement changes
through retraining, providing answers, and monitoring expectations.
continuous
improvement
components
empowerment
of employees
accurate
measurement
concern for
total quality
focus
on
customer
concern for
continuous
improvement
13. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
Employee Involvement
It’s all about employee empowerment through
involvement, which increases worker productivity
and loyalty.
See http://workhelp.org/joomla/content/view/284/ for
managerial tips on empowering employees.
Employee Involvement Concepts
delegation • participative management
work teams • goal setting • employer training
14. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
Other HRM Challenges
Challenges for HRM:
The recession has brought layoffs and low
morale.
Increased offshoring means jobs can move
overseas, even HR.
Today’s spate of mergers and acquisitions
increase HR’s role.
15. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
A Look at Ethics
Code of ethics: a formal statement of an
organization’s primary values and the ethical rules
it expects members to follow.
HR managers must take part in enforcing ethics
rules.
Video: Robert Lane, Ethics at Deere
Sarbanes-Oxley Act of 2002
Requires proper financial recordkeeping
for public companies
16. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
True or False?
1. HRM should assume all countries have the same cultures.
False!
2. Technology and information technology have little impact on HRM.
False!
3. Today’s workforce is composed of diverse groups.
True!
4. Rightsizing is a strategy companies use to balance their labor supply.
True!
5. Continuous improvement programs eliminate change in an organization.
False!
6. Employee empowerment increases worker involvement and productivity.
True!
7. HRM is affected by the economy.
True!
8. HRM can play a vital role in enforcing ethical codes of conduct.
True!