Human Resource- is the total of knowledge, skills, creative abilities, talents, aptitudes, values, attitudes & beliefs of an organization’s workforce
HRM views people as an important resource or asset to be used for the benefit of the organization, employees and society. But humans unlike other resources in the context of work and management cause problems.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
This document discusses the key functions of human resource management: staffing, human resource development, motivation and evaluation, employee provisions, and industrial relations. It provides details on the processes involved in each function, such as human resource planning, job analysis, recruitment, selection, training, performance management, and health and safety. The functions are interrelated and affect each other. The goal of human resource management is to utilize people effectively to achieve organizational objectives.
Chapter 1. Fundamental Human resource Management abuun1
This document discusses 6 key challenges facing human resources management: 1) responding strategically to competitive changes, 2) competing, recruiting, and staffing globally, 3) setting and achieving corporate social responsibility and sustainability goals, 4) advancing HRM with technology, 5) containing costs while retaining top talent and maximizing productivity, and 6) leveraging diversity. It provides examples and explanations of each challenge and how HR managers can address issues like globalization, technology changes, cost containment, and diversity.
This chapter discusses how cultural environments affect human resource management practices and identifies organizational assets and core HR competencies. It defines human capital and the seven categories of HR activities, and describes how technology and roles in HR are changing. The chapter outlines the goals of HRM and six challenges facing HR today, including organizational cost pressures, economic and job changes, globalization, workforce demographics, HR technology, and measuring HR impact.
Human Resource Development (HRD) and Human Resource Management (HRM) both focus on developing employees but with different aims. HRD aims to develop employees' full potential and improve organizational performance through opportunities like training and mentoring. HRM aims to improve productivity and focuses on issues like compensation and hiring. Both are influenced by factors like business strategies, legislation, and social change. While HRM views employees as costs, HRD believes all employees have potential that can be developed to benefit both the employee and organization.
HRM involves managing people within an organization from recruitment to retirement. It aims to select the right people for the right jobs and integrate them to help achieve individual and organizational objectives. The core functions of HRM include planning human resources needs, recruiting and selecting employees, training and developing staff, managing compensation and benefits, maintaining workplace safety and employee relations, and ultimately separating employees when they leave the organization. HRM is a strategic approach to managing people and is important for organizational effectiveness and performance.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
This document discusses the key functions of human resource management: staffing, human resource development, motivation and evaluation, employee provisions, and industrial relations. It provides details on the processes involved in each function, such as human resource planning, job analysis, recruitment, selection, training, performance management, and health and safety. The functions are interrelated and affect each other. The goal of human resource management is to utilize people effectively to achieve organizational objectives.
Chapter 1. Fundamental Human resource Management abuun1
This document discusses 6 key challenges facing human resources management: 1) responding strategically to competitive changes, 2) competing, recruiting, and staffing globally, 3) setting and achieving corporate social responsibility and sustainability goals, 4) advancing HRM with technology, 5) containing costs while retaining top talent and maximizing productivity, and 6) leveraging diversity. It provides examples and explanations of each challenge and how HR managers can address issues like globalization, technology changes, cost containment, and diversity.
This chapter discusses how cultural environments affect human resource management practices and identifies organizational assets and core HR competencies. It defines human capital and the seven categories of HR activities, and describes how technology and roles in HR are changing. The chapter outlines the goals of HRM and six challenges facing HR today, including organizational cost pressures, economic and job changes, globalization, workforce demographics, HR technology, and measuring HR impact.
Human Resource Development (HRD) and Human Resource Management (HRM) both focus on developing employees but with different aims. HRD aims to develop employees' full potential and improve organizational performance through opportunities like training and mentoring. HRM aims to improve productivity and focuses on issues like compensation and hiring. Both are influenced by factors like business strategies, legislation, and social change. While HRM views employees as costs, HRD believes all employees have potential that can be developed to benefit both the employee and organization.
HRM involves managing people within an organization from recruitment to retirement. It aims to select the right people for the right jobs and integrate them to help achieve individual and organizational objectives. The core functions of HRM include planning human resources needs, recruiting and selecting employees, training and developing staff, managing compensation and benefits, maintaining workplace safety and employee relations, and ultimately separating employees when they leave the organization. HRM is a strategic approach to managing people and is important for organizational effectiveness and performance.
Human resource management is broader in scope than traditional personnel management. It views people as a vital asset and investment rather than just a cost. It involves managing all people in an organization, including top management, middle management, consultants, part-time workers, etc. across both formal and informal settings. The goals of human resource management are to accomplish both organization and individual goals using participatory, flexible and innovative developmental strategies based on a total systems approach respecting the individual and society.
INTRODUCTION OF HUMAN RESOURCE MANAGEMENTRITA KAKADE
The document provides an introduction to human resource management. It discusses key concepts such as the importance of HRM, its functions and scope. It also covers topics like human resource development, human resource planning, job analysis, job description and job specification. The summary is as follows:
1. The document introduces concepts related to human resource management such as its importance, functions, scope, human resource development and human resource planning.
2. It discusses processes involved in human resource management like job analysis, which results in job descriptions and job specifications.
3. Key aspects of job analysis, job descriptions and job specifications are outlined.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
Human resource management involves managing employees and the workplace. The document provides an overview of HRM, including its concept, scope, history and functions. It discusses the objectives of HRM in developing effective workforces and linking management with employees. The functions of HRM encompass activities such as staffing, training, compensation and employee relations. HR managers undertake various roles like advising management, administering HR programs, facilitating employee development, and representing employees.
HRIS being the most important tool is needed for the modern trends in the organization.This slides gives the brief introduction related to the HRIS topic and the history of HRIS.
Meaning of HRM, Importance of HRM, Objectives and Functions, process of HRM, Systems and Techniques, Role of human resource manager, duties and responsibilities of human resource manager, typical organization set up of human resource department.
Human Resource Information System (HRIS) is a system used to collect, record, store, manage and present data related to an organization's human resources. HRIS was first introduced in the 1950s and became more widely adopted in organizations in the 1980s and 1990s. HRIS systems help with functions like employee records management, payroll, compliance, forecasting future needs, and assisting managers with relevant data. The key benefits of HRIS include saving time, saving costs, and allowing for better work reallocation within an organization.
Human resource planning is a process of forecasting future personnel needs and the availability of personnel to meet those needs in order to ensure that the right number and type of people are available at the right time and place. It involves forecasting demand and supply of personnel, developing programs to fulfill needs, implementing those programs, and evaluating their effectiveness. Effective HRP requires aligning HR strategies with organizational objectives, obtaining management support, maintaining accurate personnel records, using appropriate forecasting techniques, and revising plans and processes over time.
The document discusses the strategic role of human resource management. It explains that HR involves carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The responsibilities of HR include both line managers who directly oversee employees and staff managers who assist and advise line managers. An effective HR department formulates strategy with top management and uses metrics to demonstrate how HR activities achieve strategic goals and business outcomes. The role of HR is evolving to focus more on business objectives and demonstrating return on investment through metrics like turnover and training costs.
The document discusses the functions of human resource management which include planning, organizing, staffing, directing, and controlling as managerial functions and employment, human resource development, compensation management, and employee relations as operational functions. It also outlines the roles of HR executives as service providers, administrative experts, facilitators, consultants, auditors, change agents, and employee advocates.
Human resource information systems (1)Bhagya Silva
An HRIS is a system used to collect, store, and analyze information about an organization's human resources. It aims to provide accurate, relevant, and timely information about employees and their functions at a reasonable cost. Key components of most HRIS systems include personal employee data, work history, training records, skills inventory, and career development plans. HRIS systems benefit HR managers, professionals, and employees by increasing efficiency, effectiveness, and integrating HR technologies like compensation, staffing, and training. Common applications of HRIS include job descriptions, HR planning, recruitment, performance management, and training and development.
This document discusses human resource information systems (HRIS). It begins by defining HRIS as a systematic way to store and analyze employee data to aid decision making. The objectives of HRIS are to provide comprehensive and up-to-date information at a reasonable cost while ensuring data security and privacy. HRIS contains information on jobs, positions and people. It supports strategic, tactical, and operational human resource functions. Common HRIS subsystems include recruitment, payroll, and performance appraisal. Implementing HRIS involves planning, analysis, design, implementation and maintenance. HRIS provides benefits like faster data retrieval and processing, reduced costs, and more effective decision making. However, limitations include potential expenses and issues with computer literacy.
Human resource managers face several challenges, including hiring the right employees, engaging long-tenured staff, succession planning, managing change, developing work culture during mergers and acquisitions, upholding ethics and values, balancing work and personal life, retaining employees, addressing stress and conflict, restructuring organizations, and managing a diverse global workforce. Key responsibilities involve selecting candidates that fit the company culture, maintaining employee morale, preparing for future leadership needs, adapting to shifts in policies and goals, blending different company cultures, setting ethical standards, providing flexibility, minimizing turnover, mitigating workplace issues, adapting organizational structures to changing conditions, and handling cultural differences internationally.
The document discusses the role of technology in human resource planning and management. It describes how information technology can help with workforce analytics, scheduling, and skills inventories. It also explains how technology supports replacement charts and succession management through applications that track employee data, performance reviews, competencies, and development opportunities. Overall, the document outlines how human resource information systems and software help optimize workforce management and strategic decision making.
The document discusses the evolution of human resource management in India from ancient to modern times. It describes how HR practices developed from welfare-focused approaches in the early 1900s to becoming more strategic and integrated with organizational goals by the late 20th century. Key aspects of modern HR addressed include outsourcing functions, the role of HR in knowledge management, change management, and managing diversity. The goals of HR are also outlined as including acquiring talent, developing skills, ensuring career growth, and instilling organizational values.
Human resources managers must scan the organizational environment and formulate strategies in response to trends. Technological advances require technically skilled employees and impact organizational structure. Factors to consider include technology, organizational structure, employee values and attitudes, management trends, demographics, human resource utilization, and international developments. Successfully addressing a changing environment through strategic planning and adaptation provides organizations with a competitive advantage.
The document discusses various aspects of human resource management including definitions, scope, and key functions like recruitment, selection, and training. It defines HRM as concerned with procuring, developing and maintaining a firm's workforce. Recruitment aims to attract suitable candidates while selection differentiates applicants to identify the best fit. Training helps develop employees' skills and align them with organizational objectives.
How To Setup an HR Department: A Step by Step GuideRecruiterbox
http://recruiterbox.com/blog/5-recruiting-tools-for-setting-up-an-hr-department/ | Creating an HR department is a crucial step for every expanding small business. When the HR department is created, it should develop a plan for overseeing every step of employee management, from an applicant tracking system through the exit process.
Foundations of Human Resources Management RebekahSamuel2
This document provides an introduction to foundations of human resource management (HRM). It defines key terms like human, resource, and management. It explains that people are the most important asset of an organization and that HRM aims to match organizational needs to employee skills and abilities. The document also outlines goals, importance, and examples of high-performance work practices of HRM. It describes common HRM functions like job analysis, human resource planning, recruiting, selection, training, compensation, performance management, and retention.
This document provides an overview of profiling and talent management. It discusses defining talent acquisition and differentiating the sourcing and selection processes. It also covers articulating a business case for effective talent management, outlining the seven steps in a common talent acquisition process, and conducting job-fit and organization-fit analyses to develop selection criteria and methods. The document then explores developing behavior-based and situation-based interview questions, designing evaluation processes, understanding legal responsibilities, and highlighting onboarding strategies.
Human resource management is broader in scope than traditional personnel management. It views people as a vital asset and investment rather than just a cost. It involves managing all people in an organization, including top management, middle management, consultants, part-time workers, etc. across both formal and informal settings. The goals of human resource management are to accomplish both organization and individual goals using participatory, flexible and innovative developmental strategies based on a total systems approach respecting the individual and society.
INTRODUCTION OF HUMAN RESOURCE MANAGEMENTRITA KAKADE
The document provides an introduction to human resource management. It discusses key concepts such as the importance of HRM, its functions and scope. It also covers topics like human resource development, human resource planning, job analysis, job description and job specification. The summary is as follows:
1. The document introduces concepts related to human resource management such as its importance, functions, scope, human resource development and human resource planning.
2. It discusses processes involved in human resource management like job analysis, which results in job descriptions and job specifications.
3. Key aspects of job analysis, job descriptions and job specifications are outlined.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
Human resource management involves managing employees and the workplace. The document provides an overview of HRM, including its concept, scope, history and functions. It discusses the objectives of HRM in developing effective workforces and linking management with employees. The functions of HRM encompass activities such as staffing, training, compensation and employee relations. HR managers undertake various roles like advising management, administering HR programs, facilitating employee development, and representing employees.
HRIS being the most important tool is needed for the modern trends in the organization.This slides gives the brief introduction related to the HRIS topic and the history of HRIS.
Meaning of HRM, Importance of HRM, Objectives and Functions, process of HRM, Systems and Techniques, Role of human resource manager, duties and responsibilities of human resource manager, typical organization set up of human resource department.
Human Resource Information System (HRIS) is a system used to collect, record, store, manage and present data related to an organization's human resources. HRIS was first introduced in the 1950s and became more widely adopted in organizations in the 1980s and 1990s. HRIS systems help with functions like employee records management, payroll, compliance, forecasting future needs, and assisting managers with relevant data. The key benefits of HRIS include saving time, saving costs, and allowing for better work reallocation within an organization.
Human resource planning is a process of forecasting future personnel needs and the availability of personnel to meet those needs in order to ensure that the right number and type of people are available at the right time and place. It involves forecasting demand and supply of personnel, developing programs to fulfill needs, implementing those programs, and evaluating their effectiveness. Effective HRP requires aligning HR strategies with organizational objectives, obtaining management support, maintaining accurate personnel records, using appropriate forecasting techniques, and revising plans and processes over time.
The document discusses the strategic role of human resource management. It explains that HR involves carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The responsibilities of HR include both line managers who directly oversee employees and staff managers who assist and advise line managers. An effective HR department formulates strategy with top management and uses metrics to demonstrate how HR activities achieve strategic goals and business outcomes. The role of HR is evolving to focus more on business objectives and demonstrating return on investment through metrics like turnover and training costs.
The document discusses the functions of human resource management which include planning, organizing, staffing, directing, and controlling as managerial functions and employment, human resource development, compensation management, and employee relations as operational functions. It also outlines the roles of HR executives as service providers, administrative experts, facilitators, consultants, auditors, change agents, and employee advocates.
Human resource information systems (1)Bhagya Silva
An HRIS is a system used to collect, store, and analyze information about an organization's human resources. It aims to provide accurate, relevant, and timely information about employees and their functions at a reasonable cost. Key components of most HRIS systems include personal employee data, work history, training records, skills inventory, and career development plans. HRIS systems benefit HR managers, professionals, and employees by increasing efficiency, effectiveness, and integrating HR technologies like compensation, staffing, and training. Common applications of HRIS include job descriptions, HR planning, recruitment, performance management, and training and development.
This document discusses human resource information systems (HRIS). It begins by defining HRIS as a systematic way to store and analyze employee data to aid decision making. The objectives of HRIS are to provide comprehensive and up-to-date information at a reasonable cost while ensuring data security and privacy. HRIS contains information on jobs, positions and people. It supports strategic, tactical, and operational human resource functions. Common HRIS subsystems include recruitment, payroll, and performance appraisal. Implementing HRIS involves planning, analysis, design, implementation and maintenance. HRIS provides benefits like faster data retrieval and processing, reduced costs, and more effective decision making. However, limitations include potential expenses and issues with computer literacy.
Human resource managers face several challenges, including hiring the right employees, engaging long-tenured staff, succession planning, managing change, developing work culture during mergers and acquisitions, upholding ethics and values, balancing work and personal life, retaining employees, addressing stress and conflict, restructuring organizations, and managing a diverse global workforce. Key responsibilities involve selecting candidates that fit the company culture, maintaining employee morale, preparing for future leadership needs, adapting to shifts in policies and goals, blending different company cultures, setting ethical standards, providing flexibility, minimizing turnover, mitigating workplace issues, adapting organizational structures to changing conditions, and handling cultural differences internationally.
The document discusses the role of technology in human resource planning and management. It describes how information technology can help with workforce analytics, scheduling, and skills inventories. It also explains how technology supports replacement charts and succession management through applications that track employee data, performance reviews, competencies, and development opportunities. Overall, the document outlines how human resource information systems and software help optimize workforce management and strategic decision making.
The document discusses the evolution of human resource management in India from ancient to modern times. It describes how HR practices developed from welfare-focused approaches in the early 1900s to becoming more strategic and integrated with organizational goals by the late 20th century. Key aspects of modern HR addressed include outsourcing functions, the role of HR in knowledge management, change management, and managing diversity. The goals of HR are also outlined as including acquiring talent, developing skills, ensuring career growth, and instilling organizational values.
Human resources managers must scan the organizational environment and formulate strategies in response to trends. Technological advances require technically skilled employees and impact organizational structure. Factors to consider include technology, organizational structure, employee values and attitudes, management trends, demographics, human resource utilization, and international developments. Successfully addressing a changing environment through strategic planning and adaptation provides organizations with a competitive advantage.
The document discusses various aspects of human resource management including definitions, scope, and key functions like recruitment, selection, and training. It defines HRM as concerned with procuring, developing and maintaining a firm's workforce. Recruitment aims to attract suitable candidates while selection differentiates applicants to identify the best fit. Training helps develop employees' skills and align them with organizational objectives.
How To Setup an HR Department: A Step by Step GuideRecruiterbox
http://recruiterbox.com/blog/5-recruiting-tools-for-setting-up-an-hr-department/ | Creating an HR department is a crucial step for every expanding small business. When the HR department is created, it should develop a plan for overseeing every step of employee management, from an applicant tracking system through the exit process.
Foundations of Human Resources Management RebekahSamuel2
This document provides an introduction to foundations of human resource management (HRM). It defines key terms like human, resource, and management. It explains that people are the most important asset of an organization and that HRM aims to match organizational needs to employee skills and abilities. The document also outlines goals, importance, and examples of high-performance work practices of HRM. It describes common HRM functions like job analysis, human resource planning, recruiting, selection, training, compensation, performance management, and retention.
This document provides an overview of profiling and talent management. It discusses defining talent acquisition and differentiating the sourcing and selection processes. It also covers articulating a business case for effective talent management, outlining the seven steps in a common talent acquisition process, and conducting job-fit and organization-fit analyses to develop selection criteria and methods. The document then explores developing behavior-based and situation-based interview questions, designing evaluation processes, understanding legal responsibilities, and highlighting onboarding strategies.
This document provides an introduction to human resource management. It defines HRM as managing an organization's workforce in a way that optimizes their skills and abilities to meet organizational goals. While technology can replace some human tasks, humans are still needed for judgment, operation of technology, and continuous development. The objectives of HRM are to maximize employee contributions and productivity while achieving individual and societal goals. Key functions of HRM include strategic planning, staffing, training, compensation, and employee relations. The role of an HR manager is to develop and administer policies to make optimal use of human resources through activities like planning, change management, employee development, and administration.
Strategic human resource management links a company's strategic business plan and objectives to developing and deploying human resources. It is important because human assets do not depreciate over time like physical assets, but rather increase in value with experience. Strategic HRM looks beyond daily transactions to focus on cross-cultural issues from global operations, facilitating corporate culture changes needed to adapt to global competition, and managing employees across developing and developed countries as business plans shift to tap growing consumer markets worldwide.
This document provides an overview of key concepts in human resource management (HRM). It defines HRM and explains how effective HRM practices can contribute to improved organizational performance. The document discusses how HRM is involved in activities like strategic planning, talent management, and developing high-performance work systems. It also outlines the responsibilities of HR departments and the skills needed in HRM professionals. Trends in HRM discussed include areas like competency-based HRM, engagement and enabling employees, and ensuring alignment between HR strategies and organizational goals.
This document provides an overview of human resource management. It discusses why human resources are important for organizations, defining HRM, the evolution of HRM from personnel management to strategic HRM, philosophies of HRM, objectives and major functions of HRM including procurement, development, integration, and maintenance. It also covers the strategic importance of HRM, the link between HRM and firm performance, HRM roles in delivering results based on the Dave Ulrich model, and several models of HRM including the Michigan/matching model, human resource cycle, Harvard model, and Guest model.
1Part One - Human Resource Management.pptTaddeseGashaw
This document provides an overview of an introductory human resource management course being offered in September 2021. The course objectives are to discuss HRM philosophies, approaches to recruitment and selection, staffing strategies, employee management, and ensuring a positive work environment. The course will cover topics like job analysis, planning, recruitment, training, performance reviews, compensation, and emerging trends. Teaching methods will include lectures, case studies, collaborative and independent learning. The course is divided into parts covering the nature of HRM, organizing the HR function, and strategic HRM.
HRM plays a key role in organizational effectiveness. It does so through establishing goals and vision, implementing processes like training and compensation, and engaging employees. Measuring effectiveness can be complex, using models like assessing goals, resources, processes, and stakeholder satisfaction. HRM contributes by developing workforce capabilities through practices like recruitment, performance management, and rewards. This helps drive key performance areas and ultimately organizational objectives, leading to successful firms.
What is human resource management, Nature, Scope, Objectives and Ethical issu...Sakthi Srinivasan
This document discusses human resource management, including its nature, scope, objectives, and ethical issues. It defines HRM as the process of acquiring, training, evaluating, and compensating employees while also addressing labor relations, health, safety, and fairness concerns. The key functions of HRM are planning, organizing, staffing, directing, and controlling human resources. The objectives of HRM are to help the organization reach its goals, efficiently employ workforce skills, motivate employees, increase job satisfaction, develop quality of work life, and communicate HR policies. Ethical issues in HRM include employment practices, compensation plans, discrimination, performance appraisal, and employee privacy.
The document discusses key concepts in human resource management including principles like strategic integration, organizational flexibility, commitment, and quality. It covers topics such as strategic HRM, flexibility in the workforce, commitment among employees, and promoting a culture of quality. HR functions like performance appraisal, training and development, compensation, and maintaining the workforce are examined. Contemporary issues and desired outcomes of effective HRM are also summarized.
1. Human resource management involves planning, organizing, and managing an organization's human resources in a way that benefits both employees and the business.
2. The key functions of HRM include recruitment and hiring, training and development, compensation and benefits, employee relations, and performance management.
3. HRM aims to maximize employee performance and satisfaction to help achieve organizational goals and strategies.
This document discusses the scope and functions of human resource management (HRM). It begins by outlining the wide range of activities covered by HRM from hiring to retirement. Key HRM functions include human resource planning, recruitment, training, performance evaluation, compensation, and motivation. The importance of HRM is discussed at the individual organization level, as a profession, and for society and national development. Strategic human resource management (SHRM) treats people as strategic partners to achieve competitive advantage through long-term planning. Factors like globalization and technology influence the strategic approach to HRM.
The document provides an introduction to human resource management. It defines HRM as the study of activities regarding people working in an organization. The objectives of HRM include obtaining the right employees to fulfill strategic goals, creating an encouraging organizational climate, and maintaining performance standards. The functions of HRM encompass strategic planning, staffing, training, compensation, and employee relations. Emerging trends in HRM include a greater strategic role, increased use of technology, and a focus on globalization's impact like higher workforce mobility and skills mismatches.
This document defines human resource management (HRM) and discusses its key aspects. HRM involves acquiring, training, appraising, and compensating employees to achieve organizational goals efficiently. The document outlines HRM functions like recruitment, training, performance management, and compensation. It discusses the importance of HRM at the enterprise, individual, societal and national levels. Finally, it covers the history, evolution, scope, policies and approaches of HRM.
This document provides information on human resource management (HRM). It defines HRM as the total knowledge, skills, and abilities of an organization's workforce. It discusses that HRM aims to develop and manage the human element of an enterprise. The document outlines the main functions of HRM such as recruitment, training, performance appraisal, and compensation. It also discusses the nature, scope, objectives and process of HRM. Finally, it compares HRM with personnel management and outlines the role of an HRM manager.
The document provides an overview of key concepts in human resource management (HRM). It defines HRM as the policies and practices involved in recruitment, training, rewarding, and managing employees. The goals of HRM are to attract, retain, and motivate employees to help achieve organizational goals. Core HR activities include strategic planning, staffing, training, compensation, health and safety, and employee relations. Challenges to modern HRM include globalization, technology changes, and managing a diverse workforce. The role of HRM is shifting from administrative to more strategic involvement in organizational decision-making.
This document discusses human resource management (HRM). It begins by outlining some of the challenges faced by organizations that impact HRM, such as global competitiveness, workforce diversity, and technology changes. It then defines HRM as planning, organizing, directing, and controlling human resources to help organizations and individuals meet their objectives. The document outlines the evolution, nature, scope, objectives, functions, influencing factors, and futuristic vision of HRM. It concludes by stating that HRM should be linked to strategic goals and objectives to improve business performance and develop flexible organizational cultures.
human resource development and human resource management, and its concept, meaning characteristics and significance in service organizations. it is very useful and resourceful to those who are searching information about the significance of hard and hrm in the service sector.
Similar to Fundamentals of Human Resource Management (20)
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
1. Fundamentals of HRM
Block one
Human Resource Management in Practice
• Overview of HRM and introduction
• Trends in HRM
• Equal Employment Opportunity
• Human Resource Planning and Job Analysis
• Recruiting
• Foundations of Selection and Placement
1
2. Introduction
• Human Resource- is the total of knowledge, skills, creative abilities,
talents, aptitudes, values, attitudes & beliefs of an organization’s
workforce
• HRM views people as an important resource or asset to be used for
the benefit of the organization, employees and society. But humans
unlike other resources in the context of work and management
cause problems.
• HRM as the process of acquiring, training, appraising, and
compensating employees, and of attending to their labor relations,
health and safety, and fairness concerns.
• HRM is the organizational function that deals with issues related to
people = people dimension in management
• HRM is the art of procuring, developing & maintaining competent
workforce to achieve organizational goals in an effective & efficient
manner
• HRM is the process of bringing people and organizations together
so that the goals of each other are met.
3. Cont...d
• Getting and keeping good people is critical to the success of every organization
whether it is public or private
• HRM functions: two types
• Managerial functions: planning, organizing, directing and controlling = staffing
• Operative functions: consist of procurement, development, motivation &
compensation, maintenance, integration function and emerging issues.
• Procurement: consists of job analysis, human resource planning, recruitment,
selection, induction and orientation, and internal mobility.
• Development: consists of training, executive development, career planning &
development, human resource development
• Motivation and compensation: consists of job design, scheduling, motivation, job
evaluation, performance appraisal, compensation administration, and incentives &
benefits
• Maintenance: deals with health and safety, employee welfare, and social security
measures
• Integration function: discipline, teams and teamwork, collective bargaining,
employee participation and empowerment, industrial relations, trade unions and
employee association
• Emerging issues: personal records, HR audit, HR research, HR accounting, HR
information systems, stress and counselling, and international HRM
4. Nature of Human Resource Management
• HRM
– The design of formal systems in an organization to ensure effective and efficient
use of human talent to accomplish organizational goals.
– As a series of integrated decisions that form employment r/nship
– Since every organization is made up of people, acquiring their services, developing
their skills, motivating them to higher levels of performance & ensuring that they
continue to maintain their commitment to the organization are essential to
achieving organizational objectives
– Scope: starts from the employee’s entry till the exit of the same
5. Cont…d
• Who Is an HR Manager?
– In the course of carrying
out their duties, every
operating manager is, in
essence, an HR manager.
– HR specialists design
processes and systems
that operating managers
help implement.
– Play an advisory role
6. 6
Cont…d
•HRM aims to improve the productive contribution of
individuals while simultaneously attempting to attain other
societal and individual employee objectives.
•Regardless of where they work or what their jobs are, people
are motivated by the same things: inspiring work, fair
compensation, good management, a supportive and friendly
workplace, and open communications. They stay in or leave any
sector
•Employees are the greatest assets of organizations and the
ability to attract and retain them is the key driver of future
success
7. HRM: Importance
• HRM is important for the following reasons:
– HRM deals with the most important resource
• Whose usefulness Increases over time
• Who puts other resources to proper use
• Capable of enlargement- produce extra ordinary things when inspired
– contributes to the development and growth of the organization
– enables the creation of healthy culture in the organization
– assists the organization in its strategic direction; and represents &
advocates for the employees
– manages people for competitive advantage:
• Ensuring employment security
• Build self-managed teams, decentralized decision making
• Set relatively high compensation- contingent on performance
• Arrange for extensive training
• Ensure reduced status differentials
• Facilitate information sharing 7
8. Cont...d
– HRM can help organizations achieve results quickly, efficiently &
effectively
– Helps not to make mistakes like:
– Hiring the wrong person for the job
– Experiencing high turnover
– Having employees not doing their best
– Wasting time with useless interviews
– Having your company taken to court because of discriminatory action
– Having your company cited under federal occupational safety laws for
unsafe practices
– Having some employees think their salaries are unfair and inequitable
relative to others in the organization
– Commit any unfair labor practices
8
9. Human Resources as a Core Competency
• Strategic Human Resources Management
– Organizational use of employees to gain or keep a competitive advantage against
competitors.
• Core Competency
– A unique capability in the organization that creates high value
and that differentiates the organization from its competitors.
• HR based core competencies
– Organizational Culture: the shared values and beliefs of the workforce
– Productivity
• A measure of the quantity and quality of work done, considering the
cost of the resources used.
• A ratio of the inputs and outputs that indicates the value added by an
organization.
– Quality Products and Services
• High quality products and services are the results of HR-enhancements to
organizational performance.
9
12. 12
• To assist the organization to attract the right quality & number of
employees
• To orient new employees to the organization & place them
• To develop, disseminate and use job descriptions, performance standards
and evaluation criteria
• To help establish adequate compensation systems and administer them in
an efficient and timely manner
• To foster a safe, healthy and productive work environment
• To ensure compliance with all legal requirements in so far as they relate to
management of workforce
• To help maintain a harmonious working relationship with employees and
unions where present
• To foster a work environment which facilitates high employee
performance, and
HRM: Objectives
13. 13
• To help the organization reach its goals
• To utilize the skills and abilities of the workforce efficiently
• To provide the organization with well trained & motivated
employees
• The major aim of the human resource department is to
contribute to organizational effectiveness. Human resource
management is not an end in itself; it is a means of helping
the organization to achieve its primary objectives.
• HRM as a support function and as a function of every
manager
HRM: Organizational Objectives
14. 14
HRM: Societal and employee Objectives
To help to be responsive to the needs and challenges of society
while minimizing the negative impact of such demands upon the
organization.
To increase the employee’s job satisfaction & self actualization to
the fullest level
To assist employees in achieving their personal goals, at least in so
far as these goals enhance the individual’s contributions to the
organization.
16. Features of HRM
Strategic- that is, planned, deliberate, seeking to achieve set objectives
Capabilities- that is, deals with people resources with potential (knowledge, skills,
attitudes) which can be developed to organizational success
Competitive advantage- by taping into and developing these capabilities,
organizations give themselves an edge over their rivals
Integrated- that the range of things under HRM (recruitment, selection of
employees, their training and development, how they are rewarded) is looked at
together not as separate things
Concerned with employees, both as individuals & as a group
Development of HR- covers all levels & categories-
unskilled/skilled/technical/professional/clerical/managerial
Applies to all types of organizations
Is a continuous process
Aims at attaining the goals of the organization
Responsibility of all line and staff managers
16
17. Core Values of HRM
The core values of HRM states that:
The human beings are the crucial aspects of every organization. The greater is
the commitment of the human resource, the more successful is the
organization
An individual is a whole person. He/she brings all aspects of his/her
personality, attitudes, traits and behavior to the work place
All people represent the organization. The building, equipment, and other
resources are productive only because they are being handled by the hyper
generic force of humans
People are different from each other. They vary in abilities, nature, personality,
religion, etc. People are also influenced by social, economic and environmental
factors.
Human resources have to be acquired, developed, and motivated to give
higher performance and also must be retained
The success of an organization depends on the satisfaction of organizational
needs and employees needs. There are various hierarchical levels in an
organization. The people who manage (the managers) and the people who are
at work (subordinates). The effective coordination and commitment between
managers and subordinates is essential for organizational success. Apart from
that, healthy relationships are to be maintained with consumers, share
holders, entrepreneurs, government and suppliers. 17
18. HRM Strategy and Business Result
• Fig. 1.4
HR Strategy
Training &
development
Reward
management
Recruitment
& selection
Performance
mgt
Career mgt
Business
Result
Business
strategy
18
19. 1.2 Trends in HRM
• HRM has evolved considerably over the past century, and
experienced a major transformation in form and function
primarily within the past two decades.
• Driven by a number of significant internal and external
environmental forces, HRM has progressed from a largely
maintenance function, with little if any bottom line impact, to
what many scholars and practitioners today regard as the
source of sustained competitive advantage for organizations
operating in a global economy.
19
20. HRM Challenges Facing Organizations
• 1. Economic Challenges
• Globalization of Business (sales expansion, cut labor costs, forming
partnerships, seeking new foreign products/services to sell)
• Implication: more competition, pressure to lower costs, to make
employees more productive
• Benefits: some thing better for less to consumers, reaching millions
• Threats: less secure jobs (outsourcing), working harder
– Reflect on the perspective that “globalization is good for the long run as it
lowers the costs of goods and services”. Do you agree? Why/Why not?
– Challenge of Productivity Improvement
– Pressures of global competition causing firms to adapt by lowering
costs- and increasing productivity.
– Threats of terrorism
21. 21
2. Technological Challenges
• Computerization: growth of information technology
• Automation
Occupational shifts from manufacturing and agriculture to service
industries and telecommunications.
• Improved communication & quick dissemination of information
• Decentralized work sites e.g., virtual organizations, telecommuting
• Technological developments will require training & retraining of both
workers and managers. Rise of the international corporation is proving
new challenges for personnel function.
HRM Challenges Facing Organizations…
22. 3. Demographic Challenges
• The Increasing Number of Women in the Workforce
• Shift Towards Knowledge Workers
• Educational Attainment of Workers
• Increasing Racial/Ethnic Diversity
• Younger workforce
• More Part-time and Contract Workers: caused by:
Need for flexibility in staffing levels
Increased difficulty in firing permanent employees.
Reduced legal liability from contract employees
HRM Challenges Facing Organizations…
22
23. 4. Cultural Challenges
• Attitudes Towards Work
• Ethnic Diversity
• Attitudes Towards Governments
Organizational members need to adapt to cultures, systems & techniques different
from their own. HRM must develop mechanisms that will help multicultural
individuals work together. As background, languages, age, custom differences
become more prevalent, employees conflict is likely to increase. HRM must make
every effort to acclimate different groups to each other, find ways to build teams
and thus reduce conflict
HRM Challenges Facing Organizations…
23
24. HRM Challenges facing organizations
• Organizational Cost Pressures and Restructuring
– Mergers and Acquisitions
– “Right-sizing”—eliminating of layers of
management, closing facilities, merging with other
organizations, and out placing workers
• Intended results are flatter organizations, increases in
productivity, quality, service and lower costs.
• Increasing costs, loss of employee loyalty, and turnover
of valuable employees.
– HR managers must work toward ensuring cultural
compatibility in mergers.
24
25. HRM Challenges facing organizations
• Increasing government role: In future private organizations will have to
co-ordinate their labour welfare programmes with those of the
government. Private sector will be required increasingly to support
government efforts for improving public health, education training and
development and infrastructure.
• Occupational health and safety: Due to legislative presence and trade
union movement, HRM will have to be more healthy and safety conscious
in future.
• Organizational development: in future, change will have to be initiated
and managed to improve organizational effectiveness. Top management
will become more actively involved in the development of human
resources.
• New work ethic: greater focus will be on project and team forms of
organization. As changing work ethic requires increasing emphasis on
individual, jobs will have to redesigned to provide challenge.
25
26. HRM Challenges facing organizations
• Development planning: HRM will be involved increasingly in
organizational planning, structure, composition etc. Greater cost-
consciousness and profit-orientations will be required on the part of the
HR department.
• Better appraisal and reward systems: organizations will be required to
share gains of higher periodicity with workers more objectively and result
oriented systems of performance, appraisal and performance linked
compensation will have to be developed.
• New personnel policies: new and better polices will be required for the
work force of the future. Traditional family management will give way to
professional management with greater forces on human dignity.
26
27. Top 10 Overall Trends Affecting HR
and the Workplace
1. Rise in healthcare costs
2. Focus on domestic security
3. Use of technology to
communicate
4. Complexity of legal
compliance
5. Use of technology to perform
HR functions
6. Focus on global security
7. Preparing for next wave of
retirement (i.e., labor shortage)
8. Use and development of e-
learning
9. Exploring of jobs to developing
countries
10.Changing definition of family
27
28. The Role of HR in Organizations
• Boosting Productivity
• Preparing the Organization for Change
• Building Employee Commitment and Morale
• Involvement in Determining and
Implementing the Strategic Direction of the
Organization
28
29. FUTURE ROLE OF PERSONNEL MANAGERS
Some of the emerging trends in the role of personnel manager are as
follows:-
• HR managers of future will have to stress upon overall development of
human resources in all respects.
• The scope of HRM will be extended to cover career planning and
development, organization development, social justice, etc.
• Enlightened trade unions will become an active participant in the
organization and management of industry.
• The HR manager will be required to act as a change agent through greater
involvement in ‘environmental scanning and development planning. They
will have to devote more time to promote changes than to maintain the
status quo.
29
30. FUTURE ROLE OF PERSONNEL MANAGERS
• The HRM function will become more cost-conscious and
profit oriented. Instead of merely administering HR activities,
the HR department will have to search out opportunities for
profit improvement and growth.
• Greater authority and responsibilities will be delegated to HR
managers particularly in the field of employee welfare
services.
• HR managers will have to continuously retrain themselves to
avoid obsolescence of their knowledge and skills.
30
31. Changing Roles of HR ManagementChanging Roles of HR Management
Fig. 1.5 Note: Example percentages are based on various surveys.
32. Strategic Role for HR
• Administrative Role
• Operational Role
• Employee Advocate Role
• Strategic Role
– “Contributing at the Table” to organizational results
– HRM becomes a strategic business partner by:
• Focusing on developing HR programs that enhance organizational
performance.
• Involving HRM in strategic planning at the onset.
• Participating in decision making on mergers, acquisitions, and downsizing.
• Redesigning organizations and work processes
• Accounting and documenting the financial results of HR activities.
• Some HR people get this, some don’t…CEOs want those that
do and oust those that don’t
34. Trends for HR in the 21st
Century
• Becoming the employer of choice
• Winning the war for talent
• Contributing to the organization as a strategic business
partner
• Cultivating leadership through e-learning and development
• Recognizing the workforce as a profit center
• Thinking globally while complying locally
• Incorporating flexibility and adaptability into the organization
• Embracing technology as the underlying facilitator
34
35. Ethics and HR Management
Firms with High Ethical Standards
Are more likely to reach strategic goals.
Are viewed more positively by stakeholders
Are better able to attract and retain human
resources.
Ethics and Global Differences
Different legal, political, and cultural factors in
other countries can lead to ethical conflicts for
global managers.
38. 1.3 Legal Issues in HRM
• Must consider the law when deciding:
◦ Which employee(s) to hire
◦ How to compensate employees
◦ What benefits to offer
◦ How to accommodate employees with dependents
◦ How to accommodate employees with disabilities
◦ How and when to fire employees
◦ How to manage health and safety
38
39. Why obey the law (related to employment)?
Organizations are embedded in society
◦ Must also serve social interests
It’s all about fairness
◦ Employment laws are intended to ensure fair
treatment of employees
◦ Clarifies rights and responsibilities for all
parties
Other benefits
◦ Fair treatment of employees may have
positive organizational impact
39
40. Ethiopian Basic labor law information
1. Constitutional law
• Constitution of the Federal Democratic Republic of Ethiopia 1994
2. Labor codes, general labor and employment acts
Labor Proclamation No. 377/2003.
3. Human rights
• Political Parties Registration Proclamation (No. 46 of 1993).
• Peaceful Demonstration and Public Political Meeting Procedure Proclamation
(No. 3 of 1991).
• Ethiopian Human Rights Commission Establishment Proclamation No. 210 /
2000
4. Employment policy, promotion of employment and employment services
Private Employment Agency Proclamation (No. 104 of 1998).
5. Disabled workers
• Right to Employment of Persons with Disability Proclamation No. 568/2008.
40
41. Ethiopian Basic labor law
information…6.Education, vocational guidance and training
• Higher Education Proclamation No. 650/2009.
• Technical and Vocational Education and Training Proclamation No. 391/2004.
7. Hours of work, weekly rest and paid leave
• Public Holidays and Rest Day Proclamation (No. 16 of 1975).
8. Protection against particular hazards
• Radiation Protection Proclamation No. 571/2008.
9. Administration and financing
• Social Security Authority Establishment Proclamation (No. 38 of 1996).
10. Public and civil servants
• Federal Civil Servants Proclamation No. 515/2007.
• Public Servants' Pensions Proclamation. Proclamation No. 345/2003
11. Migrant workers
• Immigration Proclamation No. 354/2003.
12. Seafarers
• Maritime Code of 1960.
• Maritime Sector Administration Proclamation No. 549/2007.
41
42. Labor Proclamation No. 377/2003
Part 1: General (short title, definitions and scope)
Part 2: Employment relations (contract of employment, termination of
employment, home work contract, contract of apprenticeship)
Part 3: Wages (determination and payment)
Part 4: Hours of work, weekly rest and pubic holidays
Part 5: Leave (annual leave, leave for family events, union leave, leave for
special purposes, sick leave)
Part 6: Working conditions of women and young workers (general
provisions, minimum age -14 years -, maternity leave, limits of hours of
work and night and overtime for young workers)
42
43. Labor Proclamation No. 377/2003
Part 7: Occupational safety, health and working environment
(preventive measures, occupational injuries, degree of
disablement, employment accident benefits)
Part 8: Collective relations (trade unions and employers
associations and collective agreements)
Part 9: Labor dispute (definitions, labor courts, conciliation,
the Labor Relations Board, strike and lock-out)
Part 10: Period of limitation and priority of claims
Part 11: Enforcement of labor law (labor administration,
employment service, labor inspection)
Part 12: Penalty and transitory provisions
43
44. EEO
• Equal Employment Opportunity
– The right to employment and advancement without regard to race, religion,
sex, color or national origin
• Has implication for almost every activity in HRM
• HR officials and managers in every functions of the organization are
involved
• EEO programs are implemented to:
– Prevent employment discrimination in the workplace
– Take remedial action to offset employment discrimination
• Top managers must get involved in EEO issues and programs
• Operating managers must assist:
– Attitude changes about protected-category employees
– Help all employees adjust to changes EEO brings to the work place
44
45. How did EEO emerge?
• Three main factors that led to the development of EEO:
– Changes in societal values
– The economic status of women and minorities
– The emerging role of government regulation
• Civil Rights Act
– Prohibits discrimination against employees on the basis of: Race, Colour, Religion, Sex, &
National origin
– Prohibits discrimination with regard to any employment condition
• Discrimination
– When someone is denied a job or position for non job related reasons
– Giving unfair advantage or disadvantage to members of one group over
members of another group
– Two categories:
45
46. Discrimination
• Disparate Treatment: Intentional discrimination
• Unequal treatment
• Prejudiced actions
• Employers apply different standards or treatment to different groups of
employees or applicants based upon a protected category
• Plaintiff must first establish a prima facie case proving disparate
treatment
• Disparate impact
• Unintentional discrimination
• Focus on impact not intent
• Unequal consequences or results
• Same rule different consequence
• Occurs when a racially neutral employment practice has the effect of
disproportionately excluding a group based upon a protected category
46
47. Bona Fide Occupational Requirements
• Text refers to them as BFO Qualifications
• What is a BFOR / BFOQ?
– A job requirement that legally overrides human
rights protection
– Allowed when characteristics needed to carry out
the essential job requirements are related to a
prohibited ground
– E.g., religious schools may hire only teachers of a
particular faith
47
48. Bona Fide Occupational Requirements
Examples of court cases involving BFORs
– Policy of mandatory retirement for firefighters
after age 60
– 1982 Supreme court decision stated that being
under 60 was not a BFOR
• Inadequate evidence suggesting that reaching age 60
resulted in inability to perform the job
48
49. Bona Fide Occupational Requirements
Examples of court cases involving BFORs
• Canadian Coast Guard
– Applicant with complete hearing loss in one ear
was excluded from officer cadet training
– Coast guard cited the condition was a safety risk
– BFOR claim was denied because employer’s
evidence of the safety risk was inadequate
49
50. Supreme Court Case re:
BC Fire Fighter
• Woman employed in elite firefighting unit by
province of BC for more than 2 years
• New fitness tests were introduced for unit
• She failed one of new tests (run 2.5 km in 11
minutes) and was fired
• Union grieved – got appealed to Supreme Court
• Court sided with complainant
– BC gov’t had failed to establish the fitness
requirement as a BFOR – lack of evidence
showing inability to meet it was a safety risk
50
51. Bona Fide Occupational Requirements
When BFORs are upheld:
Theatrical productions
◦ That require actors with particular characteristics
Use of gender as selection criterion
◦ E.g., Male nursing attendants to provide bathing,
etc. for male hospital patients
◦ E.g., prison guards must be of same sex as
prisoners being guarded
51
52. Criteria used to assess BFOR
In this decision, the court established 3 criteria to
assess appropriateness of BFORs
1. Is the standard rationally connected to the
performance of the job?
1. Was the standard established in an honest and good
faith belief that it was necessary to accomplish the
purpose identified in stage 1?
1. Is the standard reasonably necessary to accomplish
its purpose? (i.e., must show it is impossible to
accommodate employees without imposing undue
hardship on employer)
52
53. Cont...d
• Retaliation : revenge
• EEO laws prohibit retaliation against employees who:
– Oppose discriminatory practices or
– Participate in a protected investigation, proceeding or hearing
• Retaliation includes:
– Termination
– Denial of promotion or job benefits
– Demotion, suspension or threats
53
54. Harassment
• Harassment based on any of the prohibited grounds
– No clear definition
– Occurs when a member of an organization treats an
employee in an offensive manner because of
employee’s sex, race, religion, etc.
– Unwanted behaviour that creates a hostile work
environment
– May include verbal abuse, threats, display of
offensive material, practical jokes that cause
embarrassment, unwelcome remarks, innuendo, etc.
• Sexual Harassment
• Considered as a form of sex discrimination under the Civil Rights
Acts
54
55. Sexual Harassment
• Unsolicited or unwelcome sex- or gender-based conduct that
has adverse employment consequences for target
• Includes range of behaviours
◦ Verbal – comments, etc.
◦ Non-verbal – display of pornographic material
◦ Physical – unwelcome touching
◦ Other – sexual activity exchanged for positive
employment consequences; threats of negative
consequences if advances are rejected
◦ Quid pro quo- exchange of sexual favors for job benefits
55
56. Sexual Harassment
3 characteristics of SH identified:
1. Encounters must be unsolicited, unwelcome,
and expressly or implicitly known by the
respondent to be unwelcome;
2. The conduct must either continue despite
complainant’s protests or, if the conduct
stops, the complainant’s protests must have
led to negative employment consequences;
and
3. The complainant’s cooperation must be due to
employment-related threats or promises 56
57. Pregnancy Discrimination Act
• To protect pregnant women from employment discrimination
• Prohibits employers from discrimination in providing
employee benefits such as:
– Vacation time
– Sick leave
– Health insurance
• Pregnancy to be treated on same basis as any other medical
problem or disability
57
58. Civil Rights Act
• Allows plaintiffs (a person who brings suit in a court) to seek
compensatory and punitive damages for intentional
discrimination
• Allows plaintiffs to demand jury trial for intentional
discrimination claims
58
59. Cont...d
Equal Pay Act
Established the concept of equal pay for equal work
Prohibits wage differentials based on gender between men and women
performing the same work in organizations
Comparable Worth
Persons performing jobs of similar worth should receive comparable pay
Age Discrimination in Employment
Protects individuals 40 years of age and older from employment
discrimination based on their age
The act covers the actions of:
Private employers with 20 or more employees
Employment agencies
Labour organizations with at least 25 members
Federal, state and local governments
59
60. Cont...d
Disabilities Act
Prohibits discrimination against qualified individuals with disabilities on the
basis of these disabilities in all aspects of employment
Private employers with 15 or more employees
State and local government employers
Affirmative Action in Organizations
An effort to give preference in employment to women or other minorities
Employment criteria justified by capacity to perform a job
Actions appropriate to overcome the effects of past or present
practices, policies or other barriers to EEO
Two types of affirmative action plans:
Voluntary
Involuntary
60
61. Cont...d
• EEO programs are designed to eliminate bias
in HRM programs
• The role of EEO and the law as a significant
force in shaping HRM policies and programs is
an accepted fact in society
• The law, executive orders, and court
interpretations will continue to influence
every phase of HRM programs and activities
61
62. 62
Glass Ceiling
Invisible barrier in
organizations that
prevents many women
and minorities from
achieving top-level
management positions
63. 63
Affirmative Action Programs
An approach developed by
organizations with government
contracts to demonstrate that
workers are employed in proportion
to their representation in the firm's
relevant labor market
Editor's Notes
Chapter 1: Strategic Importance of Human Resource Management
Chapter 1: Strategic Importance of Human Resource Management