The document discusses the evolution of human resource management (HRM) from focusing on tangible resources to recognizing that human resources provide a competitive advantage. It outlines key aspects of HRM including attracting, developing, and maintaining a qualified workforce. Contemporary HRM balances legal/ethical concerns with business needs. HRM strategies now define critical positions and leverage talent, recognizing knowledge as a key resource. Emerging challenges include diversity, technology, privacy, and global issues.

1. The Nature of Human
Resource Management

2. • All organizations strive to achieve their goals by combining various
resources into goods and services.
• Traditional what are important to managers are:
• Investment ,sales revenues, bank loans to cover expenses
• Material resources
• Now the managers are beginning to view:
• Less tangible resources to gain competitive advantage

3. • Ex. Knowledge-based resources
• Information for decision making, competitive strategies
• This tends to reside in the people
• Experts now recognize that no set of resources is vital than human
resources

4. Human Resources
• Are the people an organization employs tp carry out various jobs,
tasks, and functions in exchange for wages and salaries and other
benefits.
• Human Resource Management
• Refers to the comprehensive set of managerial activities and tasks concerned
with attracting , developing, and maintaining a qualified workforce in ways
that contribute to organizational effectiveness.

5. Contemporary Human Resource Management
• Aside from people as source of competitive advantage
• Passage of civil rights made it clear that organizations has to find ways to to
hire, reward and manage people within the limit of law.
• Balancing of legal and ethical concerns with the need to survive and be
profitable
• Hiring of professional who can balance these roles to avoid financial and legal
fees.

6. • To view HRM as part of legal enforcement of an organization
• Challenges faced by HRM 1980s-1990s
• Not able to compete effectively in the global market
• Merging-redundancy in roles
• Knowledge become critical in gaining competitive advantage

7. • Strategies
• Define strategies
• Fully dispersed knowledge
• Shrinking the more traditional roles by outsourcing.
• Advantage
• Eliminate jobs that are repetitious
• Efficient operations because they perform similar task to any organizations

8. • Firms beginning to realize that not all positions and employees
contribute equally to firm performance.
• Some positions are critical for effective performance ( this should
receive lion’s share of attention) because turnover is costly for “stars”

9. • Ethics
• Diversity
• Test scores
• Since Sept.11 2001 – security issues was considered in the workplace
• Security of records
• Open communication
• Terrorism attacts result to limit of immigration
• Shooting in the US of innocent people leads to recognition of such event as
threat to workplace, mental health issues or personal problems.

10. Evolution of HRM
• Businesses are run by families
• Industrial revolution –large scale operation of businesses
• Scientific management –structuring individual jobs to maximize
efficiency and productivity
• Origins of HR Functions
• GE 1908
• Hiring more workers
• Need to handle grievance, wages, salary, record keeping
• Ford set up employment department – hiring role is at the line supervisors functions or
office managers

11. • HRM arise after the passage of Civil rights in 1964
• Considerations on:
• Diversity
• Discrimination
• HR managers are compliance managers and strategic partners
• Develop strategies and tactics to leverage talented people into competitive advantage.
• Responsive to technological innovation

12. • HRM in Electronics Age
• New approaches to data analysis
• Patterns of behavior
• Preferences
• Surveillance Technology
• Monitor employees with consideration of ethics and privacy
• Training and Job Analysis
• Can now communicate and inform easily but it leads to discussions of privacy
and ethics
• Need for qualified workers with IT (knowledge workers)

13. • Emerging Challenges
• Financial challenges
• Race
• Diversity
• Gay managers
• Immigration
• Terrorism
• Religion
• Pandemic

14. • Go green
• Paperless communication
• Less carbon footprints
• CSR
• Conscious capitalism – treating social and financial outcome as
complimentary
• Triple bottom line- Profit, people, planet

15. • Goals of HRM
1. Facilitating Organizational effectives
2. Enhancing productivity
3. Complying with legal and Social Obligation
4.Promoting growth

16. • The Setting for Human Resource Management
Line management – operations , financial, marketing
Staff Management - provide indirect or support functions
new forms of org. design- teams, more decentralized
Line managers today are involved in performance evaluation, making
recommendations on salary, interventions on performance

17. • Center of excellence- where the HR supports those that provide
higher quality services. Other functions are for outsourcing.
• Consulting operation-expected to be responsive to the needs of the
other functional areas

18. • The Human Resource Department in Smaller Versus Large
Organizations.
• Smaller
• Line managers handle the HR
Bigger
with separate departments for recruitment, selection, wages and
salaries. Training and development

19. • The Human Resource Management System
• An integrated and interrelated set of elements that recognizes the
interdependence among various tasks and functions that must be preformed.