Downloaded 17 times
Uploaded byJahanvi Bansal
hrm
The document outlines the contents of a human resource management course organized into six parts: 1) HR management in perspective, 2) meeting HR requirements, 3) developing HR effectiveness, 4) implementing compensation and security, 5) enhancing employee relations, and 6) international HR management and audits. It also provides an overview of the goals and responsibilities of human resource management departments in organizations and how they help achieve organizational objectives through policies, procedures, budgets, and information systems that support HR functions like staffing, training, compensation, and labor relations.
hrm
- 1.
- 2. Contents in Brief •Part One: HR Resources Management in Perspective – Development of HR Management: Challenges – EEO and Affirmative Action: The Environment • Part Two: Meeting HR Requirements – Job Requirements – HR Planning and Recruitment – Selection
- 3. Contents in Brief •Part Three: Developing Effectiveness in HR – Training – Career Development – Appraising and Improving Performance • Part Four: Implementing Compensation and Security – Managing Compensation – Incentive Compensation – Employee Benefits – Safety and Health
- 4. Contents in Brief •Part Five: Enhancing Employee Relations – Employee Rights and Discipline – Labor Relations – Collective Bargaining and Contract Administration • Part Six: International HR Management and HR Audits – International HR Management – Creating High Performance Systems
- 5. Why are youstudying HRM? HRM CAREER ASPIRANTHRM CAREER ASPIRANT NEED AS A MANAGER OF PEOPLENEED AS A MANAGER OF PEOPLE Evaluating Talent Motivating People Successful Organization Staffing Organization Job Decision UNDERSTAND PEOPLE WORK RELATIONSHIPSUNDERSTAND PEOPLE WORK RELATIONSHIPS LEARN THE CONTENT UNDER WHICH PEOPLE PERFORMLEARN THE CONTENT UNDER WHICH PEOPLE PERFORM
- 6. Core Competencies • Integrated knowledgesets within an organization that distinguish it from its competitors and deliver value to customers.
- 7. Human Resource Management HumanResource Management: Contribute to Organizational Goals Personnel: Record Keeping Management Oriented
- 8. Personnel Management vs. Human ResourceManagement PERSONNEL MANAGEMENT • Coordinates functions of the personnel program • Involves a functional approach • Emphasizes behavior and interpersonal relations • Success judged by results achieved through functions of the personnel program HUMAN RESOURCES MANAGEMENT • Coordinates personnel management with organization planning • Involves a system approach • Emphasizes environments and issues • Success judged by contributions to cost reductions and profit growth or service objectives
- 9. Early Development (Pre-1920’s) • FactorySystem: Industrial Revolution • Mass Production • Scientific Management • Efficiency • Workers Pressed – Labor Union Strife
- 11. Later Developments (Post-1920’s) • TheHuman Relations Movement • Emergency Relations Movement • Government Regulations • Technology Revolution
- 12. Foundations of HumanResourcesFoundations of Human Resources ManagementManagement SCIENTIFIC MANAGEMENT HUMAN RELATIONS BEHAVIORAL SCIENCE Provides a basis for: Focuses attention upon: Is an extension of human relations that: • Determining the best work methods in order to: - individual differences among employees - interpersonal relations at work - informal group behavior - employee attitudes and opinions - leadership techniques - communication practices - involves an inter- disciplinary approach - views the organization as a dynamic system - is concerned with the total organizational climate - is oriented toward both economic and humanistic objectives - retains concern for employee participation, group behavior, and interpersonal relations - improve efficiency - place right employee in the right job - teach employees the right methods • Establishing time standards in order to: - appraise performance - eliminate unsatisfactory performance - reward superior performance
- 13. Overall Framework for HR •Globalization • Technology • Managing change • Intellectual capital • Market response • Cost containment • Planning • Staffing • Job Design • Training • Appraisal • Compensation • Diversity • Age distribution • Gender issues • Education levels • Employee rights • Privacy issues • Work Attitudes • Work and family Current Focus COMPETITIVE CHALLENGES HUMAN RESOURCES MANAGEMENT EMPLOYEE CONCERNS
- 14. Functional Specialization • Staffing/Planning • BroaderJob Design • Recruitment • Selection • Training Staff • Development • Performance Management • Compensation Management/Incentive • Labor Relations/Global Teamwork Still Essential to Achieve Organizational Goods
- 15. Competencies of HRCompetenciesof HR ProfessionalsProfessionals BUSINESS CAPABILITIES MANAGING CHANGE PROCESSES HUMAN RESOURCES Financial, Strategic, Technological Diagnosis, Influence, Contracting, Intervention, Problem Solving, Relationships, Communication Staffing, Development, Appraisal, Rewards, Organizational Planning Communication
- 16. Professionalization of Human Resource Management 1.Code of Ethics 2. Literature and Research 3. Body of Knowledge/University Level Courses Development of Professional Organizations
- 17.
- 20. 1. Experimentation andresearch is encouraged. 2. Organized body of information and knowledge has been accumulated. 3. The exchange of information is promoted through professional meetings and publications. 4. Adherence to an established code of ethics is prescribed. 5. University curriculums for developing practitioners have been created. 6. A program for accrediting practitioners has been established. Professional Characteristics of Human Resources Management
- 21. As a memberof the Society for Human Resource Management, I pledge myself to: Maintain the highest standards of professional and personal conduct. Strive for personal growth in the field of human resource management. Support the society’s goals and objectives for developing the human resource management profession. Encourage my employer to make the fair and equitable treatment of all employees a primary concern Strive to make my employer profitable both in monetary terms and through the support and encouragement of effective employment practices. Instill in the employees and the public a sense of confidence about the conduct and intentions of my employer. Maintain loyalty to my employer and pursue its objectives in ways that are consistent with the public interest. Uphold all laws and regulations relating to my employer’s activities. Refrain from using my official positions, either regular or volunteer, to secure special privilege, gain or benefit for myself. Maintain the confidentiality of privileged information. Improve public understanding of the role of human resource management. Code of Ethics
- 22. Human Resource Management • Goals/MissionStatements/Visions • Policies • Procedures/Practice I.U. Human Resources
- 23. • NCR SharedValues • Walmart Value Statement • J&J Credo • Marathon Statement of Principles Corporate Mission Statements
- 24. Objectives Where are wegoing? • Essential for Planning Purpose • Rapid Decisions • Consistent Decisions/Reliable • Control of Process • Feedback and Re-evaluation
- 25. Policies • Need • Formulationby Management and Workforce Teams • Written in clear terms; No misunderstandings • Communication/Dissemination – How? IU Staff Policy Manual
- 26. Sample HR Policy Statement Subject: OvertimeHours and Pay Purpose: To ensure equitable payment of overtime compensation to eligible employees in accordance with all applicable provisions of federal and state law. Guidelines: • The company’s workweek runs from Monday through Sunday, with normal operating hours scheduled from 8 a.m. Monday through 5 p.m. Friday. The normal daily work schedule for employees consists of an eight-hour day within a 24-hour period. The normal weekly schedule consists of a 40-hour week. Employees are entitled to a daily one-hour unpaid lunch period, and to two 15-minute paid break periods each day.
- 27. Sample HR Policy Statement CONTINUED. . . • Business demands or production deadlines occasionally may require some employees to work overtime, which means more than eight hours in a 24-hour day or more than 40 hours in a week. Supervisors will try to inform employees well in advance of any overtime requirement. Employees may not work more than their scheduled daily or weekly hours without written authorization from their supervisor. In assigning overtime, supervisors will seek to distribute extra hours equitably among employees who have the required skills and abilities to perform the necessary work. • All employees considered “nonexempt” under the Fair Labor Standards Act will be paid at the rate of time and one-half (1 1/2 times their regular rate of pay) for all hours worked in excess of 40 in one week. Scheduled holidays, vacation days, and time off for jury duty will be considered hours worked for purposes of calculating overtime. Unscheduled absences or time off for sickness, emergencies, or other personal reasons will not be considered hours worked for overtime purposes.
- 28. Sample HR Policy Statement CONTINUED. . . • Nonexempt employees who work on company-recognized holidays will be paid their regular rate for the extra hours worked, in addition to their regular holiday pay. However, no “pyramiding” of paid holiday work time, treating it as hours worked for weekly overtime computation purposes is allowed. • Employees considered “exempt” under the Fair Labor Standards Act will be compensated for abnormal amounts of extra time worked. Exempt employees will be paid their straight-time rate for all extra authorized hours worked in excess of 46 in a week. • Compensatory time off is not available to any employee--exempt or nonexempt--for work in excess of regularly scheduled hours. • Nonexempt employees must record their daily work hours either on time clocks in their department or time cards supplied by their supervisor. Occasional minor differences--five minutes or less--between a nonexempt worker’s scheduled time and recorded work-time will be ignored. Exempt employees must complete and turn in to their supervisor a weekly report indicating how many hours they spent on exempt work an how many, if any, on nonexempt work. • Employees who falsify their own or another worker’s time record will be subject to severe penalties, up to and including dismissal.
- 29. Procedures • Implement Policies •Chronological Steps • Periodic Review • Modify as Needed IU Staff Handbook for Professional Staff
- 30. Human Resources Management: Goals,Policies, and Procedures Audit results against organizational goals Review of procedures Review of policies Modification if needed Modification if needed Possible action for adjustment needed Org. goals Results achieved Procedures (steps) for taking actions Policies (guidelines) governing action Actions to achieve goals Org. goals to be achieved
- 31. Human Resource Management InformationSystem • Accurate Data • Computer Requirement • Inventories of Talents (KSAs) – Knowledge – Skills – Abilities • KSA: Education and Work Experience What are the Talent/Abilities of theWhat are the Talent/Abilities of the Workforce?Workforce?
- 32. Human Resources Information Systems (HRIS) •Computerized system that provides current and accurate data for purposes of control and decision making.
- 37. Human Resource Management Budget •Support for Managers • Maintain Policies and Communication Vehicles • Financial Plan/HR Budgets • HRIS • Processes and Flows • Surveys and Studies • Support Staff
- 38. Organization of HumanResources Department Employment Division Recruitment Interviewing Testing Placement Orientation Reassignments Terminations Records Employee Development Division Training Program Operators Supervisors Apprentices Training Instructors Facilities Materials Compensation Division Job Analysis Job Evaluation Work Standards Wage Surveys Employee Classification Labor Relations Division Collective Bargaining Legal Grievance Suggestion Plans Bargaining Associations Human Resources Planning Division Forecasting Personnel Inventories Planning Models Resource Information Career Paths Safety Division Safety Campaigns Engineering Inspections Education Accident Investigation Records Awards Medical Division Examinations First Aid Medical Facilities Health Program Treatment and Services Personnel Research Division Records and Reports Statistical Analysis Manuals Systems and Procedures Policies Personnel Audits Opinion surveys Employee Benefits Division Pensions Profit Sharing Savings Insurance Cafeteria Publications Recreation Counseling Parking Miscellaneous Equal Opportunity Employer Affirmative Action Planning Records Discrimination Complaints Counseling and Liaison Human Resources Manager
- 39. Qualifications for aCareer in HRM Academic Training Courses • General education (behavioral sciences, English, communications, psychology, mathematics, and business courses including accounting, marketing, and others) • Human resources management • Supervision • Labor relations • Organizational behavior • Personnel and organizational psychology • Sociology • Law • Electronic data processing • Statistics • Economics • Industrial engineering Extracurricular Activities • Professional organizations • Publications staffs • Student Personnel Association • Leadership roles in organizations
- 40. Qualifications for aCareer in HRM Personal Qualifications • Integrity • Determination • Competency • Dependability • Fair-mindedness • Good mental health • A sense of humor • Ability to tolerate frustration • A flexible approach to problems • Ability to communicate effectively • Patience • Objectivity towards others • Cooperative and understanding attitude • Ability to listen effectively • Human Relations skills Desirable Employment Experiences • Experience at the operating level • Experience in positions of leadership SHRM: HR Jobs SHRM: HR News Online Occupational Outlook Handbook
- 41. HR Objectives HR Procedures HR Policies HR Budgets Organizational Objectives Processes ofMgmt Planning Organizing Staffing Directing Controlling HR Functions Performed Job Analysis Recruitment Selection Development Performance Appraisal Compensation Labor Relations
- 42. Responsibilities of Human Resource Department •In-house Consultant • Structure of Department • Jobs in Human Resources Management
- 43. Line vs. StaffAuthority Line Authority (Production Manager) Staff Authority (HR Manager) Derived from: Superior through delegation Directives, regulations, assignments, etc. Knowledge, information and expertise in functional area Includes right to: Exercise discretion Give orders and direction Take disciplinary action Coordinate and control performance of a function Provide consultation and service in functional areas Exercised over: Subordinates in line of authority (Chain of Command) Other members of the organization in the performance of a particular function
- 44. Human Capital • Theknowledge, skills, and abilities of individuals that have economic value to an organization.
- 45. HRM AS ACOMPETITIVE BUSINESS MODEL The Competition Edge: Comes from HR • Value of Talent • Rare Talent (hire, train, motivate best) • Not Easy to Duplicate (Teams/Individuals) • Organized Workforce
- 46. COMPETITIVE CHALLENGES CHANGE PROFESSION What arethe “Competitive Challenges?” • Globalization • Technology • Change • Human Capital • Market Forces • Worldwide Demographics • Workforce Partnerships
- 47. GLOBILIZATION IMPACT Differences/Issues • Geographies • Cultures •Laws • Business Practices • Rewards
- 48. TECHNOLOGY IMPACT • Laborvs. Knowledge • Education Levels • Systems – HRIS - ERP – Database - E-Commerce • Websites for Info “Changes the Enterprise Work Processes”
- 49. HRM WEBSITES • CornellSchool of Industrial & Labor Relations • Society of HRM • TCM Training & Development • U.S. Dept. of Labor • BPO Home Page
- 51. IMPACT OF CHANGE • NoStatus Quo • Always on Cutting Edge • Staff Talents Must Adjust • Very High People Resistance • Creates Stress/Pressure/Adoption
- 52. IMPACT ON HUMANCAPITAL (Not just Financial Capital) • Competition Through People • Balance Sheet Item? • People Investment – High Rewards for Performance – Use Talents Wisely – Enhance Talents – Organize Skill Sets
- 53. Impact on Global Competitive Marketplaces •Talent is Global • Quality Products are Essential • Business Process Management creates Competitiveness • Cost constantly Removed • Speed to Market is Essential
- 54. IMPACT FROM ENHANCING GLOBAL COSTCONTROL • Creates Downsizing • Creates Mergers/Acquisitions • Creates Reorganization for Efficiency • Forces Outsourcing • Encourages Temporary Workforce – Temporary Workers – Contract Employees/Leasing
- 55. GLOBAL DEMOGRAPHIC CHANGES • Diversity •Age Distribution • Gender Distribution • Rising Levels of Education • Employee Rights – Legal • Employee Privacy • Attitudes Toward Work • Balancing Life Goals with Work Goods
- 56. Hot Links toHRM Articles: HRM Trends Alternative Work Schedules Free Agents
Editor's Notes
- #16 Making changes up to here took about 3 hours. LKB