This document provides an overview of strategic human resource management. It begins by listing learning objectives related to defining HRM, identifying HRM functions and factors that influence HRM. It then discusses employer branding, corporate culture, and the utilization of individuals to achieve organizational objectives. The major HRM functions are identified as staffing, human resource development, compensation, and employee and labor relations. External environmental factors like the legal system, labor market and economy are described as influencing HRM. The roles of various individuals and departments in performing HRM tasks are also outlined.
This document discusses building positive employee relations through various human resource management practices. It covers defining employee relations and discussing methods for managing relations such as ensuring fair treatment, improving communication, and using employee involvement programs. It also addresses maintaining ethical behavior through fair disciplinary practices and creating an ethical organizational culture. Companies can become best places to work by cultivating trust, ensuring fair treatment, respecting employees, and having an HR philosophy that focuses on these factors.
The document discusses concepts related to job analysis, strategic planning, and human resource planning. It begins by outlining learning objectives covering topics like the importance of job analysis and disaster planning. It then provides details on conducting job analysis, including determining job requirements and developing job descriptions. The document also discusses using job analysis for legal compliance and strategic human resource planning. Finally, it covers strategic planning processes and challenges like managing worker surpluses or shortages through forecasting.
Dessler ch 09-performance management and appraisalShamsil Arefin
This PowerPoint presentation summarizes key concepts from Chapter 9 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler regarding performance management and appraisal. The presentation covers defining performance appraisal and management, setting employee goals and work standards, potential problems with appraisals and solutions, who should conduct appraisals, conducting effective appraisal interviews, and key terms from the chapter.
Performance evaluations serve three main purposes: two-way feedback between employees and employers, employee development, and legal documentation. However, performance management systems are imperfect and can focus too much on individuals, leading to strong emotions and conflicts. Several factors can also distort appraisals, such as leniency error, halo effect, and central tendency. To improve systems, organizations should use behavior-based and multiple ratings, provide ongoing feedback, and train appraisers. The evaluation process involves setting standards, measuring performance, discussing reviews, and initiating corrective actions when needed.
Job analysis is the process of determining the duties, responsibilities, skills, and qualifications required for a job. It involves collecting information about jobs through methods like interviews, questionnaires, and observation. This information is then used to write job descriptions that outline a job's duties and specifications that list required qualifications. Job analysis ensures legal and operational compliance and supports recruitment, performance evaluation, and training. It has evolved to focus more on competencies and empowering workers through enriched jobs with more responsibilities.
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.
This document summarizes key topics from Chapter 1 of the textbook "Fundamentals of Human Resource Management". It discusses how HRM operates in a global environment with different cultural values and business conditions. It also outlines how HRM has been impacted by technological advances, increasing workforce diversity, and the need for continuous improvement and employee empowerment programs. The changing labor market and economic conditions present ongoing challenges for HRM to address.
The presentation discusses establishing strategic pay plans and compensation trends. It covers determining pay rates by considering factors like skills, effort, and responsibility. Methods to ensure equity include salary surveys, job analysis, and incentive pay. Jobs are evaluated and grouped into pay grades using methods like point-based scoring or ranking. Competency-based pay and broadbanding are presented as current compensation trends. The appendix further explains quantitative job evaluation methods like factor comparison.
This document discusses building positive employee relations through various human resource management practices. It covers defining employee relations and discussing methods for managing relations such as ensuring fair treatment, improving communication, and using employee involvement programs. It also addresses maintaining ethical behavior through fair disciplinary practices and creating an ethical organizational culture. Companies can become best places to work by cultivating trust, ensuring fair treatment, respecting employees, and having an HR philosophy that focuses on these factors.
The document discusses concepts related to job analysis, strategic planning, and human resource planning. It begins by outlining learning objectives covering topics like the importance of job analysis and disaster planning. It then provides details on conducting job analysis, including determining job requirements and developing job descriptions. The document also discusses using job analysis for legal compliance and strategic human resource planning. Finally, it covers strategic planning processes and challenges like managing worker surpluses or shortages through forecasting.
Dessler ch 09-performance management and appraisalShamsil Arefin
This PowerPoint presentation summarizes key concepts from Chapter 9 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler regarding performance management and appraisal. The presentation covers defining performance appraisal and management, setting employee goals and work standards, potential problems with appraisals and solutions, who should conduct appraisals, conducting effective appraisal interviews, and key terms from the chapter.
Performance evaluations serve three main purposes: two-way feedback between employees and employers, employee development, and legal documentation. However, performance management systems are imperfect and can focus too much on individuals, leading to strong emotions and conflicts. Several factors can also distort appraisals, such as leniency error, halo effect, and central tendency. To improve systems, organizations should use behavior-based and multiple ratings, provide ongoing feedback, and train appraisers. The evaluation process involves setting standards, measuring performance, discussing reviews, and initiating corrective actions when needed.
Job analysis is the process of determining the duties, responsibilities, skills, and qualifications required for a job. It involves collecting information about jobs through methods like interviews, questionnaires, and observation. This information is then used to write job descriptions that outline a job's duties and specifications that list required qualifications. Job analysis ensures legal and operational compliance and supports recruitment, performance evaluation, and training. It has evolved to focus more on competencies and empowering workers through enriched jobs with more responsibilities.
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.
This document summarizes key topics from Chapter 1 of the textbook "Fundamentals of Human Resource Management". It discusses how HRM operates in a global environment with different cultural values and business conditions. It also outlines how HRM has been impacted by technological advances, increasing workforce diversity, and the need for continuous improvement and employee empowerment programs. The changing labor market and economic conditions present ongoing challenges for HRM to address.
The presentation discusses establishing strategic pay plans and compensation trends. It covers determining pay rates by considering factors like skills, effort, and responsibility. Methods to ensure equity include salary surveys, job analysis, and incentive pay. Jobs are evaluated and grouped into pay grades using methods like point-based scoring or ranking. Competency-based pay and broadbanding are presented as current compensation trends. The appendix further explains quantitative job evaluation methods like factor comparison.
This document discusses career development and provides an overview of traditional career stages. It explains that traditionally, organizations helped employees advance within the company through career development programs, but now individuals must take responsibility for their own careers. It also outlines Holland's vocational preferences model, Schein's career anchors, and Myers-Briggs typologies as tools to help match skills to careers and preferences. The document emphasizes that individuals are ultimately responsible for managing their own careers through reputation, self-knowledge, networking, continuing education, maintaining options, documenting achievements, and balancing specialist and generalist skills.
This chapter discusses personnel planning and recruiting. It covers the recruitment and selection process, including forecasting personnel needs, determining internal and external candidate sources, and evaluating recruiting effectiveness. The key steps in recruitment are deciding what positions to fill, building a candidate pool through sources like referrals, screening applicants, selecting candidates through interviews, and making offers. Effective recruiting requires evaluating factors like the job market and legal compliance.
This document provides an overview of training and development techniques discussed in Chapter 8. It begins with an introduction to employee orientation and the training process. It then discusses various training methods like on-the-job training, apprenticeship training, lectures, and computer-based training. It also covers management development, overcoming resistance to change, and evaluating training efforts. The document is from a 10th edition human resources textbook and aims to help readers understand key concepts around employee training.
This document discusses the key roles and goals of human resource management (HRM) in a changing global environment. It outlines how HRM must adapt to technological advances, workforce diversity, and continuous changes. The roles of HRM include attracting, retaining, and training employees while ensuring ethical compliance and monitoring the labor supply and economic conditions.
The chapter discusses employee recruitment and the goals and processes involved. It describes how recruitment aims to attract qualified candidates to fill jobs while discouraging unqualified applicants. The sources of recruitment discussed include internal promotions and referrals, external advertising, employment agencies, schools, job fairs, professional organizations, and online options. Constraints on the recruitment process and alternatives like temporary help services are also reviewed.
Job Analysis in HRM
Job Analysis is the SYSTEMATIC process of collecting and making judgments about all the important information related to a job.
Job analysis is the procedure through which you determine the duties and nature of the jobs and the kinds of people who should be hired for them.
Job: A group of tasks that must be performed in an organization to achieve its goals.
Position: The tasks and responsibilities performed by one person; there is a position for every individual in an organization.
Task: A distinct, identifiable work activity composed of motions
Responsibility: An obligation to perform certain tasks and duties.
This PowerPoint presentation summarizes key points from Chapter 7 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler regarding interviewing job candidates. The presentation covers the different types of interviews, such as selection, appraisal and exit interviews. It also discusses factors that can undermine an interview's usefulness, such as nonverbal behavior and impression management. Additionally, it provides suggestions for conducting effective interviews, such as preparing for the interview, structuring questions, establishing rapport, and closing the interview. The overall goal is to help the audience understand the interview process and how to effectively interview candidates.
The document discusses job specifications, which describe the knowledge, skills, education, experience, and abilities needed to perform a particular job. A job specification includes the required experience in years, necessary skills, knowledge, and characteristics based on a job analysis. It also lists the required and preferred education levels such as degrees, training, or certifications. An example is provided of a marketing manager job specification detailing responsibilities, experience requirements, education, skills, knowledge, and characteristics.
The document outlines the recruitment and selection process at Apple Inc. It discusses the 6 step process: 1) commence recruitment and develop documentation, 2) announce positions, 3) advertising, 4) review applications, 5) multiple interviews including group, phone, in-person, and one-on-one interviews, and 6) reference checks. Apple seeks candidates with vision, innovation, passion for the company's products, a drive for excellence, and a focus on contributing and engaging with customers.
The document discusses various topics related to the recruitment and selection process, including:
- Factors that affect recruitment like organizational culture and environmental factors like the job market.
- Sources of recruitment like internal promotions, job advertisements, employment agencies and educational institutions.
- Elements of the selection process like job analysis, application forms, interviews, tests and reference checks.
- Types of tests used in selection like aptitude, personality and situational tests.
- Key aspects of interviews like structure, preparation and evaluation.
Compensation management involves balancing the work-employee relationship through providing both monetary and non-monetary benefits to employees. It includes components such as pay, bonuses, stock options, health insurance, retirement benefits, and other perks. CEO compensation specifically refers to the total remuneration package of a company's Chief Executive Officer.
Employee Testing and Selection ( chapter 6 )Qamar Farooq
After studying this chapter, you should be able to:
1: Explain what is meant by reliability and validity.
2: Explain how you would go about validating a test.
3: Cite and illustrate our testing guidelines.
4: Give examples of some of the ethical and legal considerations in testing.
5: List eight tests you could use for employee selection, and how you would use them.
6:Explain the key points to remember in conducting background investigations.
The document is a PowerPoint presentation on Chapter 10 from the 11th edition of the textbook "Human Resource Management" by Gary Dessler. The chapter discusses managing employee careers, including: 1) comparing traditional and career planning-oriented HR focuses; 2) explaining the roles of employees, managers, and employers in career development; 3) describing issues to consider when making promotions; 4) enhancing diversity through career management; and 5) how career development can foster employee commitment. The presentation provides an overview of key topics in career management including the employer's role, making promotion decisions, enhancing diversity, and attracting older workers.
This chapter discusses employee safety and health. It covers the Occupational Safety and Health Act and the Occupational Safety and Health Administration (OSHA), which sets safety and health standards. The chapter examines causes of workplace accidents like unsafe conditions and employees' unsafe acts. It also discusses controlling workers' compensation costs, workplace exposure hazards, dealing with substance abuse, violence at work, and evacuation plans. The goal is to minimize unsafe acts by employees and deal with important occupational health problems.
Personnel Planning and Recruiting for Gary Dessler by Mohammad Ali Jaafar Ph....Mohammad Ali Jaafar
Explain the main techniques used in employment planning and forecasting.
List and discuss the main outside sources of candidates.
Effectively recruit job candidates.
Name and describe the main internal sources of candidates.
Develop a help wanted ad.
Explain how to recruit a more diverse workforce.
This ppt will be helpful for HR students in C & B for referring ch-9 Pay for performance : The evidence from Milkovich.
The plans for pay for performance hasnt been uploaded.
This topic isn't available easily on google.
This chapter discusses workplace health and safety. It covers the Occupational Safety and Health Act (OSHA), which established health and safety standards and enforcement. OSHA requires record keeping of injuries and illnesses and authorizes workplace inspections. Contemporary issues like workplace violence, indoor air quality, repetitive stress injuries, and stress are also discussed. The chapter describes how employee assistance programs and wellness programs can help address health issues.
Human resource management gerry dessler chapter#1Humza Ali
This document discusses the role of human resource management. It explains that HR involves carrying out the human resource aspects of a management position, such as recruiting, training, and rewarding employees. Both line managers and HR staff managers have responsibilities relating to HR. The HR department helps coordinate personnel activities and advises line managers. The role of HR is changing due to factors such as globalization, technology, and changing workforce demographics. HR professionals now require both business and HR proficiencies.
This chapter discusses internal employee relations and managing employee movement within an organization. It covers topics like discipline, termination, downsizing, transfers, promotions, resignations, and retirement. It describes the importance of retention and defines internal employee relations as HR activities associated with employee movement after joining. It explains the concept of employment-at-will and exceptions to it. It also discusses approaches to disciplinary action, the disciplinary process, terminations, demotions, downsizing, alternative dispute resolution, and the challenges of administering discipline globally.
This document provides an overview of global human resource management. It discusses topics such as the evolution of global business, global staffing approaches, compensation for expatriates and host country nationals, global human resource development, safety and health, and legal/political factors. The objectives are to describe the impact of globalization on HR and explain considerations related to areas like staffing, development, compensation and labor relations from a worldwide perspective.
This document discusses career development and provides an overview of traditional career stages. It explains that traditionally, organizations helped employees advance within the company through career development programs, but now individuals must take responsibility for their own careers. It also outlines Holland's vocational preferences model, Schein's career anchors, and Myers-Briggs typologies as tools to help match skills to careers and preferences. The document emphasizes that individuals are ultimately responsible for managing their own careers through reputation, self-knowledge, networking, continuing education, maintaining options, documenting achievements, and balancing specialist and generalist skills.
This chapter discusses personnel planning and recruiting. It covers the recruitment and selection process, including forecasting personnel needs, determining internal and external candidate sources, and evaluating recruiting effectiveness. The key steps in recruitment are deciding what positions to fill, building a candidate pool through sources like referrals, screening applicants, selecting candidates through interviews, and making offers. Effective recruiting requires evaluating factors like the job market and legal compliance.
This document provides an overview of training and development techniques discussed in Chapter 8. It begins with an introduction to employee orientation and the training process. It then discusses various training methods like on-the-job training, apprenticeship training, lectures, and computer-based training. It also covers management development, overcoming resistance to change, and evaluating training efforts. The document is from a 10th edition human resources textbook and aims to help readers understand key concepts around employee training.
This document discusses the key roles and goals of human resource management (HRM) in a changing global environment. It outlines how HRM must adapt to technological advances, workforce diversity, and continuous changes. The roles of HRM include attracting, retaining, and training employees while ensuring ethical compliance and monitoring the labor supply and economic conditions.
The chapter discusses employee recruitment and the goals and processes involved. It describes how recruitment aims to attract qualified candidates to fill jobs while discouraging unqualified applicants. The sources of recruitment discussed include internal promotions and referrals, external advertising, employment agencies, schools, job fairs, professional organizations, and online options. Constraints on the recruitment process and alternatives like temporary help services are also reviewed.
Job Analysis in HRM
Job Analysis is the SYSTEMATIC process of collecting and making judgments about all the important information related to a job.
Job analysis is the procedure through which you determine the duties and nature of the jobs and the kinds of people who should be hired for them.
Job: A group of tasks that must be performed in an organization to achieve its goals.
Position: The tasks and responsibilities performed by one person; there is a position for every individual in an organization.
Task: A distinct, identifiable work activity composed of motions
Responsibility: An obligation to perform certain tasks and duties.
This PowerPoint presentation summarizes key points from Chapter 7 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler regarding interviewing job candidates. The presentation covers the different types of interviews, such as selection, appraisal and exit interviews. It also discusses factors that can undermine an interview's usefulness, such as nonverbal behavior and impression management. Additionally, it provides suggestions for conducting effective interviews, such as preparing for the interview, structuring questions, establishing rapport, and closing the interview. The overall goal is to help the audience understand the interview process and how to effectively interview candidates.
The document discusses job specifications, which describe the knowledge, skills, education, experience, and abilities needed to perform a particular job. A job specification includes the required experience in years, necessary skills, knowledge, and characteristics based on a job analysis. It also lists the required and preferred education levels such as degrees, training, or certifications. An example is provided of a marketing manager job specification detailing responsibilities, experience requirements, education, skills, knowledge, and characteristics.
The document outlines the recruitment and selection process at Apple Inc. It discusses the 6 step process: 1) commence recruitment and develop documentation, 2) announce positions, 3) advertising, 4) review applications, 5) multiple interviews including group, phone, in-person, and one-on-one interviews, and 6) reference checks. Apple seeks candidates with vision, innovation, passion for the company's products, a drive for excellence, and a focus on contributing and engaging with customers.
The document discusses various topics related to the recruitment and selection process, including:
- Factors that affect recruitment like organizational culture and environmental factors like the job market.
- Sources of recruitment like internal promotions, job advertisements, employment agencies and educational institutions.
- Elements of the selection process like job analysis, application forms, interviews, tests and reference checks.
- Types of tests used in selection like aptitude, personality and situational tests.
- Key aspects of interviews like structure, preparation and evaluation.
Compensation management involves balancing the work-employee relationship through providing both monetary and non-monetary benefits to employees. It includes components such as pay, bonuses, stock options, health insurance, retirement benefits, and other perks. CEO compensation specifically refers to the total remuneration package of a company's Chief Executive Officer.
Employee Testing and Selection ( chapter 6 )Qamar Farooq
After studying this chapter, you should be able to:
1: Explain what is meant by reliability and validity.
2: Explain how you would go about validating a test.
3: Cite and illustrate our testing guidelines.
4: Give examples of some of the ethical and legal considerations in testing.
5: List eight tests you could use for employee selection, and how you would use them.
6:Explain the key points to remember in conducting background investigations.
The document is a PowerPoint presentation on Chapter 10 from the 11th edition of the textbook "Human Resource Management" by Gary Dessler. The chapter discusses managing employee careers, including: 1) comparing traditional and career planning-oriented HR focuses; 2) explaining the roles of employees, managers, and employers in career development; 3) describing issues to consider when making promotions; 4) enhancing diversity through career management; and 5) how career development can foster employee commitment. The presentation provides an overview of key topics in career management including the employer's role, making promotion decisions, enhancing diversity, and attracting older workers.
This chapter discusses employee safety and health. It covers the Occupational Safety and Health Act and the Occupational Safety and Health Administration (OSHA), which sets safety and health standards. The chapter examines causes of workplace accidents like unsafe conditions and employees' unsafe acts. It also discusses controlling workers' compensation costs, workplace exposure hazards, dealing with substance abuse, violence at work, and evacuation plans. The goal is to minimize unsafe acts by employees and deal with important occupational health problems.
Personnel Planning and Recruiting for Gary Dessler by Mohammad Ali Jaafar Ph....Mohammad Ali Jaafar
Explain the main techniques used in employment planning and forecasting.
List and discuss the main outside sources of candidates.
Effectively recruit job candidates.
Name and describe the main internal sources of candidates.
Develop a help wanted ad.
Explain how to recruit a more diverse workforce.
This ppt will be helpful for HR students in C & B for referring ch-9 Pay for performance : The evidence from Milkovich.
The plans for pay for performance hasnt been uploaded.
This topic isn't available easily on google.
This chapter discusses workplace health and safety. It covers the Occupational Safety and Health Act (OSHA), which established health and safety standards and enforcement. OSHA requires record keeping of injuries and illnesses and authorizes workplace inspections. Contemporary issues like workplace violence, indoor air quality, repetitive stress injuries, and stress are also discussed. The chapter describes how employee assistance programs and wellness programs can help address health issues.
Human resource management gerry dessler chapter#1Humza Ali
This document discusses the role of human resource management. It explains that HR involves carrying out the human resource aspects of a management position, such as recruiting, training, and rewarding employees. Both line managers and HR staff managers have responsibilities relating to HR. The HR department helps coordinate personnel activities and advises line managers. The role of HR is changing due to factors such as globalization, technology, and changing workforce demographics. HR professionals now require both business and HR proficiencies.
This chapter discusses internal employee relations and managing employee movement within an organization. It covers topics like discipline, termination, downsizing, transfers, promotions, resignations, and retirement. It describes the importance of retention and defines internal employee relations as HR activities associated with employee movement after joining. It explains the concept of employment-at-will and exceptions to it. It also discusses approaches to disciplinary action, the disciplinary process, terminations, demotions, downsizing, alternative dispute resolution, and the challenges of administering discipline globally.
This document provides an overview of global human resource management. It discusses topics such as the evolution of global business, global staffing approaches, compensation for expatriates and host country nationals, global human resource development, safety and health, and legal/political factors. The objectives are to describe the impact of globalization on HR and explain considerations related to areas like staffing, development, compensation and labor relations from a worldwide perspective.
This document provides an overview of chapter 3 from a human resource management textbook. It discusses several topics related to workplace diversity, equal employment opportunity, and affirmative action. Specifically, it defines key terms like diversity and discusses components of a diverse workforce such as different generations, minorities, immigrants, and persons with disabilities. It also outlines many important laws that promote equal employment like the Civil Rights Act, Americans with Disabilities Act, and Age Discrimination in Employment Act. Finally, it summarizes some landmark Supreme Court cases that have impacted equal opportunity and affirmative action.
This document provides an overview of Chapter 12 from a human resource management textbook on labor unions and collective bargaining. It covers key topics such as project labor agreements, reasons why employees join unions, union growth strategies, laws affecting collective bargaining, the collective bargaining process, preparing for and conducting negotiations, potential issues that can arise, and administering collective bargaining agreements. The chapter objectives are to describe these various concepts and processes related to unions and collective bargaining.
This document summarizes the key topics and learning objectives covered in Chapter 2 of the 13th edition of the textbook "Human Resource Management". The chapter discusses business ethics and corporate social responsibility. It covers defining ethics and sources of ethical guidance, legislating ethics through various acts, creating an ethical culture and code of ethics, the importance of ethics training, and defining and approaches to corporate social responsibility including sustainability and social audits. It also notes challenges to corporate social responsibility succeeding globally.
This document discusses topics related to maintaining a safe and healthy work environment. It covers resilience training, the role of the Occupational Safety and Health Administration (OSHA) in ensuring workplace safety, common workplace injuries and how to prevent them through ergonomics programs. Other topics include workplace violence, domestic violence, workplace bullying, and stress management through wellness programs. The overall goal is to educate about maintaining workplace safety and health.
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 provides an overview of key concepts in human resource management. It defines HRM as the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health, safety, and fairness concerns. The summary outlines the responsibilities of both line managers and HR managers in personnel management. It also discusses important trends influencing HRM, such as globalization, technological changes, workforce demographics, and the need for evidence-based strategic HRM practices. The document concludes by presenting the basic themes that will be covered in the book.
This document summarizes key points from Chapter 1 of the textbook "Human Resource Management" by Gary Dessler. It introduces human resource management (HRM) as the process of managing employee recruitment, training, performance evaluation, compensation, and labor relations. HRM is important for all managers to effectively achieve organizational goals. The chapter outlines responsibilities of both line and HR managers. It also discusses trends influencing HRM, like globalization, technology, and workforce demographics. Evidence-based HRM is defined as using data and research to inform HR decisions. The chapter concludes by outlining the book's focus on HRM's role in developing a diverse workforce to address current economic challenges.
This document summarizes key points from Chapter 1 of the textbook "Human Resource Management" by Gary Dessler. It introduces human resource management (HRM) as the process of managing employee recruitment, training, performance evaluation, compensation, and labor relations. HRM is important for all managers to effectively achieve organizational goals. The chapter outlines responsibilities of both line and HR managers. It discusses trends influencing HRM, like globalization, technology, and workforce demographics. Important HRM trends include strategic HRM, evidence-based HRM, and ethics management. The chapter concludes by presenting the book's overall themes of making HRM a shared responsibility, managing diversity, and using measurable evidence to demonstrate HRM's value in challenging economic times
The document discusses the strategic role of human resources management (HRM). It describes HRM as managing people to drive organizational performance and achieve strategic goals. The document outlines the evolution of HRM from scientific management to its current strategic role. It also discusses factors like technology, government regulations, and globalization that influence HRM policies and practices. Finally, it examines how HRM has become more professionalized with competency standards, certification programs, and codes of ethics.
HRM 301-The Strategic Role of HRM......PPTNayon Sarker
Human resource management (HRM) involves developing and carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The primary objective of HRM is to ensure an organization has a competent workforce. Specific HRM objectives include obtaining the right employees to meet goals, maintaining performance standards, and establishing harmonious employee relations. Effective HRM is important for organizations to avoid issues like high turnover, unmotivated employees, and legal problems regarding discrimination.
introduction to Human resource management (HRM)UttamPawDell
Human resource management (HRM) involves acquiring, developing, motivating and retaining employees. The document discusses the concept, objectives, functions and challenges of HRM. It explains that HRM treats employees as assets and aims to achieve organizational goals through proper utilization of human resources. The key functions of HRM include acquisition, development, motivation and maintenance of employees. HR managers face challenges such as recruiting and retaining talent, training employees, improving productivity and managing workplace diversity.
The chapter provides an overview of human resource management. It defines HRM and describes the major functions including planning, recruitment, development, compensation, and employee relations. It discusses who performs HR functions, such as operating managers, generalists, and specialists. The chapter outlines challenges for today's HR managers like managing diversity, regulatory changes, and technological advances. It emphasizes the importance of HR managers understanding business strategy and metrics to improve organizational performance. Finally, it provides guidelines for effectively communicating HR programs.
This document discusses the importance of human resource management and the key processes involved. It covers identifying and selecting employees, orientation and training, retaining employees, and contemporary HR issues. The HR processes are influenced by external factors like the economy, laws, and demographics. Tasks include job analysis, developing descriptions and specifications, recruitment, selection methods, performance management, and compensation.
The document discusses human resource management (HRM) and its functions. It begins by defining HRM as the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. It then discusses the key functions of HRM, including staffing, training, compensation, and employee relations. Finally, it emphasizes that HRM is important for all managers and outlines some personnel mistakes managers want to avoid, such as high turnover, hiring the wrong people, and allowing a lack of training.
This document discusses building positive employee relations. It defines employee relations as establishing and maintaining positive relationships between employees and employers. It discusses four methods for managing employee relations: ensuring fair treatment, procedural justice, distributive justice, and employee involvement programs. The document also covers topics like ethical behavior, fair disciplinary practices, communication programs, and diversity in discipline situations.
Human Resource management intrduction.pptxsiprath22402
Human resource management (HRM) is the practice of recruiting, hiring, deploying and managing an organization's employees. HRM is often referred to simply as human resources (HR). A company or organization's HR department is usually responsible for creating, putting into effect and overseeing policies governing workers and the relationship of the organization with its employees. The term human resources was first used in the early 1900s, and then more widely in the 1960s, to describe the people who work for the organization, in aggregate.
HRM is employee management with an emphasis on employees as assets of the business. In this context, employees are sometimes referred to as human capital. As with other business assets, the goal is to make effective use of employees, reducing risk and maximizing return on investment (ROI).
The modern term human capital management (HCM) is often used by large and midsize companies when discussing HR technology.
This PowerPoint presentation by Charlie Cook provides an overview of human resource management. It defines HRM and key concepts like the organization, manager, and management process. It also outlines the main HRM processes of acquisition, training, appraisal, compensation, labor relations, health and safety, and fairness. Important trends in HRM discussed include the strategic approach, evidence-based practices, ethics, and HR certification. Throughout, the presentation emphasizes that effective HRM is critical to organizational performance.
Fundamentals of Human Resource Management.pdfSMWahidurRahim1
This document discusses the fundamentals of human resource management from a textbook. It defines HRM as managing employees to achieve organizational objectives. The main HRM functions are identified as staffing, human resource development, performance management, compensation, safety and health, and employee relations. HRM activities can be performed by HR professionals, line managers, outsourcing firms, shared service centers, and professional employer organizations. The role of an HR professional is then outlined.
The document outlines Chapter 1 of a textbook on human resource management, introducing topics like the definition of HRM, the roles and responsibilities of line managers and HR staff, trends influencing HRM like globalization and new technologies, and the importance of evidence-based practices and strategic alignment of HRM functions. It provides an overview of the chapter's learning objectives and various concepts, processes, and models involved in HRM.
This chapter discusses human resource management (HRM) and its role in organizations. HRM involves developing and implementing policies that influence how employees behave, their attitudes, and performance. Effective HRM can improve employee and customer satisfaction while increasing productivity. HR departments are responsible for functions like recruitment, training, compensation and ensuring compliance with labor laws. Both HR professionals and other managers play a role in HRM. HR decisions should be made ethically and respect basic employee rights and fairness.
1. Human resource management (HRM) consists of an organization's policies, practices, and systems that influence employee behavior, attitudes, and performance in order to acquire and manage employees effectively.
2. HR departments are responsible for functions like recruiting, hiring, training, performance management, compensation, and ensuring compliance with labor laws.
3. Both HR professionals and other managers must understand HRM basics and ethics, making decisions that respect human rights and treat people fairly.
1. Human resource management (HRM) involves acquiring, training, appraising, and compensating employees while ensuring fair treatment regarding labor relations, health and safety. Effective HRM contributes to employee and customer satisfaction, innovation, productivity, and reputation.
2. Core responsibilities of HR departments include recruiting and hiring, training and development, performance management, administering pay and benefits, employee relations, policy administration, and legal compliance.
3. HRM aims to develop an organization's human capital and support its strategy through HR planning, managing change, and demonstrating the impact of HR practices on business outcomes. Ethical practices respect employee rights and treat people fairly.
This document summarizes key points from Chapter 1 of a human resource management textbook. It introduces human resource management and explains that HRM involves acquiring, training, evaluating, and compensating employees. It discusses the responsibilities of both line and staff managers in HRM. Finally, it outlines important trends influencing HRM, such as globalization, technological changes, and workforce demographic shifts, and how HRM must adapt to address these trends.
This document summarizes key points from Chapter 1 of a human resource management textbook. It introduces human resource management and explains that HRM involves acquiring, training, evaluating, and compensating employees. It discusses the responsibilities of both line and staff managers in HRM. Finally, it outlines important trends influencing HRM, such as globalization, technological changes, and workforce demographic shifts, and how HRM must adapt to address current economic challenges.
The document summarizes key topics related to indirect financial compensation (benefits) and nonfinancial compensation from Chapter 10 of a human resource management textbook. It defines benefits, legally required benefits like Social Security and workers' compensation, discretionary benefits including health insurance and retirement plans, and nonfinancial compensation factors like flexible work schedules and job content. Major health care legislation impacting benefits is also summarized, such as COBRA, HIPAA, and the Affordable Care Act.
This document discusses various aspects of direct financial compensation. It begins by outlining learning objectives related to executive pay, forms of compensation, equity in compensation, and determinants of compensation. It then covers determinants like the organization, labor market, job, legislation, and individual employee factors. Various compensation methods are examined, including job evaluation techniques, pay grades, performance-based plans, and benefits. Executive pay and its regulation are also addressed.
This document discusses performance management and appraisal. It covers topics such as employee engagement, the importance of performance management, defining performance appraisal and its uses. It describes the performance appraisal process and factors like environmental considerations. It also discusses different performance appraisal methods, potential problems, characteristics of an effective system, legal implications and how culture can impact appraisals.
This document discusses training and development in human resource management. It covers topics such as determining training needs, selecting training methods, and evaluating training programs. Specific training methods discussed include instructor-led training, e-learning, case studies, role playing, and on-the-job training. Factors that influence training and development include technological advances, the shortage of skilled workers, and the need for continuous learning. The document also explores trends like mobile learning and different delivery systems for training such as corporate universities, online education, and videoconferencing.
This document discusses the employee selection process. It covers the importance of selection and matching the right candidates to jobs. The selection process involves preliminary screening, reviewing applications and resumes, interviews, tests, and background checks. Interviews are a primary selection method but require structure and legal compliance to avoid biases. The goal is to select candidates most qualified for the job through valid and reliable screening methods.
This document discusses recruitment methods and sources. It begins by outlining learning objectives related to recruitment, including internal and external recruitment methods. It then discusses alternatives to recruitment like outsourcing. The recruitment process is described as attracting qualified candidates in a timely manner. Internal sources include job posting and referrals. External sources range from colleges to job boards. A variety of traditional methods are also outlined like advertising, agencies, and job fairs. The document stresses tailoring recruitment methods to the specific position and source. It concludes by discussing the trend of reshoring jobs back to the US.
E-business allows companies to execute transactions over the internet, including providing product information, placing orders with suppliers, allowing customers to place orders, track orders, receive payments, and more. It plays a significant role in many supply chains today. E-business can impact a company's responsiveness by enabling new revenues through direct sales and 24/7 access, and impact efficiency by reducing inventory, facility, transportation, and information costs. For a company to be successful with e-business, it must integrate the internet with existing distribution channels in a way that leverages the strengths of each.
Argos is a leading international producer of cement and concrete, with operations in Colombia, the US, and the Caribbean. It has nine cement plants in Colombia and two in the US, making it the fifth largest cement producer in Latin America. Argos is also a leader in the Colombian concrete market and the fourth largest concrete producer in the US, with over 300 plants across its markets. The company was founded in Colombia in 1934 and has since expanded its operations through mergers and acquisitions. It focuses on building strong market positions through strategic planning and internationalization.
Burger King needs to improve its marketing and publicity strategies to better compete with McDonald's. Currently, BK has a wide portfolio of quality products but does not effectively promote them. The document recommends implementing unconventional below-the-line marketing tactics to reach consumers' unconscious minds. These could include viral videos, merchandising, printed articles, and increased advertising on local TV and radio channels. Strengthening community partnerships and loyalty programs are also suggested to attract new customers and increase brand awareness.
The document discusses the Theory of Constraints (TOC), an overall management philosophy introduced by Dr. Eliyahu M. Goldratt. TOC helps organizations continually achieve their goals by identifying the core constraints blocking them, then devising strategies to overcome those constraints. It uses a five-step process to identify the constraint, exploit it, subordinate everything else to addressing it, elevate its performance, and re-evaluate if the constraint has shifted. TOC has been applied successfully across industries to improve production, project management, distribution, supplier relations, and marketing. It provides an integrated problem-solving methodology to develop sustainable strategies that benefit all stakeholders.
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Corporate culture is the system of shared values, beliefs, and habits within an organization that interacts with the formal structure to produce behavioral norms.Throughout this text the importance of various topics related to corporate culture will be described. The first topic related to corporate culture, employer branding, is discussed next.
Employer branding is what the company stands for in the public eye. As such, the focus on employer branding is becoming increasingly important for organizations. Brands imply what employees will get from working there, and why working for the company is a career and not just a job. As more Gen Y-ers enter the workforce, firms may need to alter their brand in order to attract and retain these young people, who view having fun in an engaging work environment as important as a good salary. An employer brand embodies the values and standards that guides employee behavior. Through employer branding, people get to know what the company stands for, the profiles it hires, the fit between jobs and people, and the results it recognizes and rewards. Every company has a brand which could be the company of choice or the one of last resort. A robust employment brand attracts people and makes them want to stay. In fact, most workers want to belong to an organization that embraces the ideas and principles they share.
Managers in organizations get things done through the efforts of others. Consequently, managers at every level must concern themselves with Human Resource Management, or HRM. Individuals dealing with human resource matters face a multitude of challenges, ranging from a constantly changing workforce to ever-present government regulations, technology changes, and economic conditions. Furthermore, global competition has forced both large and small organizations to be more conscious of costs and productivity. Taken together, these factors make effective HRM more critical than ever before.
The five functional areas associated with effective HRM are: staffing, human resource development, compensation, safety and health, and employee and labor relations.
Staffing is the process through which an organization ensures that it always has the right number of employees, with the appropriate skills, in the right jobs at the right time, to achieve organizational objectives. The staffing process involves job analysis, human resource planning, recruitment, and selection.
Job analysis is the systematic process of determining the skills, duties, and knowledge required for performing the jobs in an organization. It impacts virtually every aspect of HRM, including planning, recruitment, and selection.
Human resource planning is the systematic process of matching the internal and external supply of people with the job openings that are anticipated for the organization.
The data collected as part of the human resource planning enables the recruitment process and other HR actions.
Recruitment is the process of attracting enough qualified people to apply for jobs with an organization.
Selection is the process of identifying which of these applicants are best suited for particular positions and for the organization in general.
Human resource development is a major HRM function consisting of training and development; career planning and related development activities; organization development; and performance management, and appraisal.
Training is designed to provide employees with the knowledge and skills they need to be effective in their present roles.
Development involves long-term learning and professional growth that goes beyond the employees’ current jobs.
Career planning is an ongoing process whereby individuals set career goals and identify ways to achieve them.
Career development is a formal approach used by the organization to ensure that people with the proper qualifications and experiences are available for promotion or reassignment when needed.
Organization development (OD) is a planned and systematic attempt to make the organization more effective, typically by creating a more positive behavioral environment. OD efforts are usually used to influence an entire system, such as a company or a plant.
Performance management is a goal-oriented process that is directed toward ensuring that organizational processes are in place to maximize the productivity of employees, teams, and ultimately, the organization.
Performance appraisal is a formal system of review and evaluation of individual performance. Sometimes it also includes team performance. It affords employees the opportunity to receive feedback on their strengths and areas for development. Performance appraisal helps employees stay on track, which often leads to greater satisfaction and productivity.
The question of what constitutes a fair day’s pay has concerned management, unions, and workers for a long time. A well-thought-out compensation system provides employees with adequate and equitable rewards for their contributions to meeting organizational goals. Compensation consists of direct financial compensation, indirect financial compensation, and nonfinancial compensation.
Organizations provide two types of financial compensation to employees.
Direct compensation is the pay that an employee receives in the form of wages, salaries, commissions, or bonuses.
Indirect compensation is often referred to as benefits, and includes things such as paid vacations, sick leave, holidays, and medical insurance.
Nonfinancial compensation includes the things that an employee receives or derives from the job or the organization that do not have cost for the organization. These could include the satisfaction that an employee receives from doing the job itself, the psychological well-being an employee feels from working on a team, or enjoyment of the physical environment in which the employee works.
Employees who work in a safe environment and enjoy good health are more likely to be productive. The higher productivity, coupled with lower long-term healthcare costs, benefits the organization. Today, federal and state legislation reflects societal concern, and most organizations have become attentive to their employees’ safety and health.
Businesses are required by law to recognize a labor union and bargain with it in good faith if the firm’s employees want the union to represent them. In the past, this relationship was an accepted way of life for many employers, but most firms today would rather have a union-free environment. When a labor union represents a firm’s employees, the human resource activity is often referred to as industrial relations, which handles the job of collective bargaining.
Internal employee relations are the HRM activities associated with the movement of employees within the organization, such as promotions, demotions, terminations, and resignations.
All HRM functions are highly interrelated and management must recognize that decisions in one area affect other areas. For instance, a firm that emphasizes recruiting top-quality candidates but neglects to provide satisfactory compensation is wasting time and money. If a firm pays below-market wages, the firm will always be hiring and training new employees, only to see the best leave for higher wages.
The firm often has little, if any, control over how the external environment impacts the task of managing its human resources. External factors include the legal considerations, labor market, society, political parties, unions, shareholders, competition, customers, technology, the economy, and unanticipated events. Each factor, either separately or in combination with others, can enable or hinder the accomplishment of HRM tasks within the firm.
A significant external force affecting HRM relates to federal, state, and local legislation and the court decisions interpreting this legislation. In addition, presidential executive orders have a major impact on HRM. These legal considerations affect virtually the entire spectrum of human resource policies.
Potential employees located within the geographic area from which employees are recruited comprise the labor market. The labor market is always changing, and these shifts inevitably cause changes in the workforce which can affect the way management must deal with the workforce.
The public does not accept, without question, the actions of firms in the business world today. To remain acceptable to the general public, a firm must accomplish its purpose while acting ethically and responsibly.
Ethics is the discipline dealing with what is good and bad, or right and wrong, and with moral duty and obligation.
Corporate social responsibility is the implied, enforced, or felt obligation of managers, acting in their official capacities, to serve or protect the interests of stakeholders inside and outside the organization.
A union is comprised of employees who have joined together for the purpose of dealing collectively with their employer. In a unionized organization, the union—rather than the individual employee—acts as a third party to negotiate work agreements with management. Wage levels, benefits, and working conditions for millions of employees reflect decisions made jointly by unions and management.
The owners of a corporation are called shareholders. Because shareholders have invested money in the firm, they may at times challenge decisions made by management. Shareholders wield increasing influence, and management may be forced to justify the merits of a particular program in terms of how it will affect future projects, costs, revenues, profits, and even how it will benefit society as a whole.
Firms may face intense competition in both their product or service and labor markets. Unless an organization is in the unusual position of monopolizing the market it serves, other firms will be producing similar products or services. To compete effectively, a firm must also compete for and retain competent employees.
Customers are the people who actually use a firm’s goods and services. Because sales are crucial to a firm’s survival, management has the task of ensuring that its employment practices enhance the ability of its workforce to provide top-quality goods and services. This capacity is directly related to the skills, qualifications, and motivation of the organization’s employees.
A rapidly developing trend is the increased mobility of tasks performed by HR professionals. Cloud computing and the use of mobile devices are changing the way HR work is performed and the change is moving at an amazing pace.
With the cloud there is no more expensive, capital-intensive hardware and infrastructure and no more expensive, time-consuming, staff-intensive upgrades. Cloud computing permits businesses to buy and use what they need, when they need it.
The world has never before seen the rapid rate of technological change that is occurring today. While the development of technology has created new roles for HR professionals, it also places additional pressures on them to keep abreast of new HR technology. With the increased sophistication of technology has come the ability to design more useful human resource information systems (HRIS).
A HRIS is any organized approach for obtaining relevant and timely information on which to base human resource decisions. HRIS are used to obtain and track relevant information for human resource decisions. Primary HR responsibilities, such as recruitment, selection, oversight of legal and regulatory compliance, benefits administration, and the safeguarding of confidential employee information, cannot be carried out effectively without an integrated HRIS.
The economy, on the whole and in its various segments, is a major environmental factor affecting HRM. Generally speaking, when the economy is booming, it is more difficult to recruit qualified workers. On the other hand, when a downturn is experienced, as with the recent recession, more applicants are typically available. To complicate this situation even further, one segment of the country may be experiencing a downturn and another a boom. This variation in supply and demand is also true for obtaining qualified workers in different industry and professional areas.
Unanticipated events are occurrences in the external environment that cannot be foreseen. These events cause major modifications in the performance of many human resource functions in the affected firms. Every disaster, whether man-made or natural, requires a tremendous amount of adjustment with regard to human resource management. On a global level, think of the many different ways HR was affected when major earthquakes struck Japan, Haiti, and Chile.
Culture gives people a sense of how to behave and what they ought to be doing. Each individual gradually forms such perceptions over a period of time as the person performs assigned activities under the general guidance of a superior and a set of organizational policies. The culture existing within a firm influences the employees’ degree of satisfaction with the job, as well as the level and quality of their performance. The assessment of how desirable the organization’s culture is may differ for each employee. One person may perceive the environment as bad, and another may see the same environment as good. An employee may actually leave an organization in the hope of finding a more compatible culture.
The people who perform the HRM tasks have changed dramatically in recent years, and today there is no longer a typical HR department. Many organizations continue to perform the majority of HR functions internally, but not always by the HR department itself.
As internal operations are examined, questions are raised, such as:
Can some HR tasks be performed more efficiently by line managers or outside vendors?
Can some HR tasks be centralized or eliminated altogether?
Can technology perform some of the tasks that were previously done by HR personnel?
One apparent fact is that all functions are being scrutinized for efficiency and are subject to cost-cutting, including HR.
In light of the changing needs of organizations, the HR profession continues to evolve. Many HR departments continue to get smaller because others outside the HR department are now performing certain HRM functions. HR outsourcing, shared service centers, professional employer organizations, and line managers now assist in many traditional human resource activities.
Historically, the human resource manager was responsible for all HR functions and acted in an advisory capacity, working with line managers to help them deal with their areas’ human resource matters. The HR manager was primarily responsible for coordinating the management of human resources to help the organization achieve its goals. There was a shared responsibility between line managers and human resource professionals. Frequently, the line manager went to HR for guidance in topics such as selection, training, promotion, and taking disciplinary action.
HR outsourcing is the process of hiring external HR professionals to do the HR work that was previously done internally. The key to HR outsourcing success is to determine which functions to outsource, the extent to which they should be outsourced, and which functions to keep in-house. HR outsourcing focuses primarily on routine, transaction-oriented processes and clerical work. This permits HR to focus on more strategic areas. HR outsourcing is done basically in two ways: discrete services and business process outsourcing.
With discrete services, one element of a business process or a single set of high-volume repetitive functions is outsourced to a third party. Benefits such as retirement plan administration is one of the HR tasks most likely to be outsourced.
Business process outsourcing (BPO) represents the transfer of the majority of HR services to a third party. For example, Kraft Foods and IBM have a BPO agreement in which IBM performs workforce administration, compensation, and performance reporting for all of Kraft’s 98,000 employees spread across 72 countries.
As the recent recession wound slowly down and firms began to hire again some companies realized that they had lost their recruiting skills. Many had not kept up with the rapidly changing technology that is currently needed to successfully recruit in this new environment. To fill this gap, Recruitment Process Outsourcing companies are stepping in to fill this void in recruitment skills. The RPO market has grown rapidly, reaching $ 1.45 billion in 2011.
A Shared Service Center takes routine activities dispersed throughout the organization and consolidates them in one place. Shared service centers provide an alternative to HR outsourcing and can often provide the same cost savings. The most common HR functions that use SSCs are benefits administration, payroll, recruitment, global training and development, succession planning, and talent retention.
A professional employer organization (PEO) is a company that leases employees to other businesses. When a decision is made to use a PEO, the company releases its employees, who are then hired by the PEO. The PEO then manages the administrative needs associated with employees, pays their salaries, and manages their benefits. The PEO typically charges a fee based on the number of leased employees. Because the PEO is the employees’ legal employer, it has the right to hire, fire, discipline, and reassign an employee. However, the client company maintains enough control so it can run the day-to-day operations of its business.
PEOs have a number of advantages for employees. Because they provide workers for many companies, they often enjoy economies of scale that permit them to offer a wider selection of benefits at considerably lower costs because of the large numbers of employees in their pools. In addition, workers frequently have greater opportunities for job mobility. In addition, if a client organization suffers a downturn, the leasing company may be able to transfer employees to another client, avoiding both layoffs and loss of seniority.
A potential disadvantage to the client is erosion of employee loyalty. Regardless of any shortcomings, use of employee leasing is growing.
Individuals directly overseeing the accomplishment of the organization’s primary goals are line managers. As organizations change, line managers are performing some duties typically done by human resource professionals. This has been simplified by the automation of processes that require a manager’s approval, record-keeping, or input, and processes that support the manager’s job. Everything from recruitment and selection to performance appraisal and employee development can be automated to assist line managers.
Typically the same HR functions previously identified must be accomplished by small business but the manner in which they are accomplished may be altered. Small businesses often do not have a formal HR unit or an HRM specialist. Rather, line managers often handle the HR functions. The focus of their activities is generally on hiring and retaining capable employees. Some aspects of HR functions may actually be more significant in smaller firms than in larger ones. For example, a staffing mistake in hiring an incompetent employee who alienates customers may cause the business to fail. In a larger firm, such an error might be much less harmful.
Various designations are used within the human resource profession to differentiate roles and levels of responsibility.
An executive is a top-level manager who reports directly to the CEO or to the head of a major division.
A generalist performs tasks in many or all of the five HRM functions for dedicated client groups.
A specialist is typically concerned with only one of the five functional areas of HRM.
In this example, the vice president of industrial relations specializes primarily in union-related matters, and is both an executive and a specialist. An HR vice president is both an executive and a generalist who is responsible for a wide variety of functions. The compensation manager is a specialist, as is the benefits analyst.
It seems appropriate, as the 13th edition of Human Resource Management is published, to see how HR management has evolved over the past 30 plus years.
Traditionally, separate functions, such as staffing, training and development, compensation, safety and health, and labor relations, were created and placed under the direction of a human resource executive. Large firms might have had a manager and staff for each HR function that reported to the HR executive.
As we have seen, line managers, HR outsourcing, HR shared service centers, and professional employer organizations are now handling many of the traditional HR tasks. HR managers can tell you that there is no set pattern for how human resource tasks are now achieved. The only certainty is that the five previously identified HR functions must still be accomplished. Each company must choose the appropriate vehicle for doing these tasks based on its specific needs and goals.
A possible example of an evolving HR organization is presented here. The company has outsourced training and development, and the compensation function is now performed at a shared service center. Safety and health has been removed from HR and, because of its importance in this particular firm, reports directly to the CEO. Staffing activities remain under the strategic vice president for human resources, but many activities have been automated, and line managers are now more involved in the selection process.
A profession is a vocation characterized by a common body of knowledge and a procedure for certifying proficient members. Most professions have representative organizations that establish performance standards and permit members to exchange ideas of mutual concern. Several well-known organizations that serve the HR profession are the Society for Human Resource Management, the Human Resource Certification Institute, the American Society for Training and Development, and WorldatWork.
The largest national professional organization for individuals involved in human resource management is the Society for Human Resource Management. Its goals include defining, maintaining, and improving standards of excellence in the practice of human resource management. Founded in 1948, SHRM presently represents more than 250,000 individual members in over 140 countries, and has a network of more than 575 affiliated chapters in the United States.
One of the more significant developments in the field of HRM has been the establishment of the Human Resource Certification Institute, an affiliate of SHRM. Founded in 1976, HRCI created a certification program to establish standardized levels of training and work experience in the profession. HRCI offers three certifications for HR professionals—PHR (Professional in Human Resources), SPHR (Senior Professional in Human Resources), and GPHR (Global Professional in Human Resources).
The American Society for Training and Development is the world’s largest association dedicated to workplace learning and performance professionals. The ASTD Certification Institute has the Certified Professional in Learning and Performance credential to provide a way for professionals to establish a standard level of proficiency and knowledge of the field.
WorldatWork, originally founded in 1955 as the American Compensation Association (ACA), is a professional association focused on compensation, benefits, work–life effectiveness, and total rewards. These are the strategies that organizations use to attract, motivate, and retain an engaged and productive workforce. The WorldatWork Society of Certified Professionals certifies human resource professionals in the disciplines of compensation, benefits, and work–life.
Cultural differences among countries are a major factor influencing global business. This borderless world adds dramatically to the difficulty of managing human capital. Cultural differences are often the biggest barrier to doing business in the global market.
A country’s culture is the set of values, symbols, beliefs, languages, and norms that guide human behavior within the country.
Companies operating in the global environment recognize that national cultures differ and that such differences cannot be ignored. For example, a businessperson who travels from Switzerland to Italy goes from a country where meetings tend to be highly structured and expected to start on time, to one where meetings can be more informal and punctuality is less important. Recognizing the cultural differences present in a workplace can help managers achieve maximum effectiveness.