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Transcript of ACE HRM introduction
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Introduction to HumanResource Management
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In Brief:
We will know: what Human Resource
Management is, how it relates to the
management process, and how it is changing
in response to trends in the workplace. It
illustrates how all managers can use HR
concepts and techniques, HR’s role in
strategic planning and improvedorganizational performance, the
competencies required of HR managers
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Interesting Issues:
Human Resources play a key role in helping
companies meet the challenges of global
competition. Strategic objectives to lower
costs, improve productivity and increase
organizational effectiveness are changing the
way every part of the organization, including
the HR department, does business.
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Introduction
The World of Work - continues to change, but at aneven more rapid pace.
HR must understand the implications of:
globalization technology changes
workforce diversity
changing skill requirements
continuous improvement initiatives
the contingent work force
decentralized work sites
and employee involvement
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Understanding CulturalEnvironments
Today’s business world is truly a global village.This term refers to the fact that businesses currently
operate around the world.
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Understanding CulturalEnvironments
HRM must ensure that
employees can operate in the appropriate language
communications are understood by a multilingual work force
Ensure that workers can operate in cultures that differ on
variables such as
status differentiation
societal uncertainty
assertiveness
individualism
HRM also must help multicultural groups work together.
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The Changing World ofTechnology
Has altered the way people work.
Has changed the way information is created,stored, used, and shared.
The move from agriculture to industrializationcreated a new group of workers – the blue-collar industrial worker.
Since WWII, the trend has been a reductionin manufacturing work and an increase inservice jobs.
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The Changing World ofTechnology
Knowledge Worker - individuals whose jobs are
designed around the acquisition and application of
information.
Why the emphasis on technology:
makes organizations more productive
helps them create and maintain a competitive
advantage provides better, more useful information
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The Changing World ofTechnology
How Technology Affects HRM Practices Recruiting
Employee Selection
Training and Development
Ethics and Employee Rights
Motivating Knowledge Workers
Paying Employees Market Value
Communication
Decentralized Work Sites
Skill Levels
Legal Concerns
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Workforce Diversity
The challenge is to make organizations more
accommodating to diverse groups of people.
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Labor Supply
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The Management Process
Planning
Organizing
Leading Staffing
Controlling
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Human Resource Managementat Work
What Is Human Resource Management
(HRM)?
The policies and practices involved in carrying out
the ―people‖ or human resource aspects of a
management position, including recruiting,
screening, training, rewarding, and appraising.
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Human Resource Managementat Work
HumanResource
Management(HRM)
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Human Resource Managementat Work
Acquisition
Training
Appraisal
CompensatingLabor Relations
Health andSafety
Fairness
HumanResource
Management(HRM)
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Personnel Aspects of aManager’s Job
Conducting job analyses
Planning labor needs and recruiting job candidates
Selecting job candidates
Orienting and training new employees
Managing wages and salaries
Providing incentives and benefits
Appraising performance
Communicating
Training and developing managers
Building employee commitment
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Personnel Mistakes
Hire the wrong person for the job
Experience high turnover
Have your people not doing their best
Waste time with useless interviews
Have your company in court because of discriminatory actions
Have your company cited by OSHA for unsafe practices
Have some employees think their salaries are unfair and
inequitable relative to others in the organization
Allow a lack of training to undermine your department’s
effectiveness
Commit any unfair labor practices
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Basic HR Concepts
The bottom line of managing:
Getting results
HR creates value by engagingin activities that produce the
employee behaviors that the
company needs to achieve
its strategic goals.
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Line and Staff Aspects of HRM
Line manager
A manager who is authorized to direct the work of
subordinates and is responsible for accomplishing
the organization’s tasks.
Staff manager
A manager who assists and advises line
managers.
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Line Managers’ HRM
Responsibilities
1. Placing the right person on the right job
2. Starting new employees in the organization (orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining creative cooperation and developing smooth working
relationships
6. Interpreting the firm’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining department morale
10. Protecting employees’ health and physical condition
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Human Resource Managers’
Duties
Functions ofHR Managers
Line Function
Line Authority
Implied Authority
Staff FunctionsStaff Authority
Innovator
Employee Advocacy
CoordinativeFunction
Functional Authority
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Human Resource Specialties
Recruiters
EEO
Coordinators
Labor Relations
Specialists
TrainingSpecialists
Job Analysts
CompensationManagers
HumanResource
Specialties
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FIGURE 1 –1
HR Organization Chart
for a Large Organization
Source: www.hr.wayne.edu/orgcharts.php. Accessed May 6, 2007.
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FIGURE 1 –2 HR Organizational Chart (Small Company)
FIGURE 1 3 Employment and Recruiting Who Handles It?
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FIGURE 1 –3 Employment and Recruiting—Who Handles It?
(Percentage of All Employers)
Source: HR MAGAZINE, BNA/Society for Human Resource Management , 2002.
Reproduced with permission via Copyright Clearance Center.
Note: Length of bars represents prevalence of activity among all surveyed employers.
Who handles in your institution??
The Changing
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The ChangingEnvironment of Human
Resource ManagementGlobalization Trends
Technological Trends
Trends in the Nature of Work
Workforce Demographic Trends
Changes and Trendsin Human Resource
Management
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The Changing Role ofHuman Resource Management
NewResponsibilitiesfor HR Managers
Measuring the HRM
Team’s Performance
Managing with the
HR Scorecard
Process
Creating High-
Performance Work
Systems
Strategic Human
Resource
Management
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TABLE 1 –1 Technological Applications for HR
Application Service Providers (ASPs) and technology outsourcing
Web portalsPCs and high-speed access
Streaming desktop video
The mobile Web and wireless net access
E-procurement
Internet- and network-monitoring software
Bluetooth
Electronic signatures
Electronic bill presentment and payment
Data warehouses and computerized analytical programs
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High-Performance WorkSystem Practices
Employment security
Selective hiring
Extensive training
Self-managed teams/decentralized decision making
Reduced status distinctions
Information sharing
Contingent (pay-for-performance) rewards Transformational leadership
Measurement of management practices
Emphasis on high-quality work
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Benefits of a High-PerformanceWork System (HPWS)
Generate more job applicants
Screen candidates more effectively
Provide more and better training Link pay more explicitly to performance
Provide a safer work environment
Produce more qualified applicants per position Hiring based on validated selection tests
Provide more hours of training for new employees
Conduct more performance appraisals
FIGURE 1 –5 Five Sample HR Metrics
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GU 5 e Sa p e e csHR Metric* How to Calculate It
Absence rate # of days absent in month
× 100 Average # of employees during month × # of
workdays
Cost per hire Advertising + agency fees + employee referrals + travel cost of
applicants and staff + relocation costs + recruiter pay and benefits
Number of hires
HR expensefactor
HR expense
Total operating expense
Time to fill Total days elapsed to fill job
requisitions
Number hired
Turnover rate Number of separations during month× 100
Average number of employees during monthSources: Robert Grossman, ―Measuring Up,‖ HR Magazine , January 2000, pp. 29 –35; Peter V. Le Blanc, Paul Mulvey, and Jude T. Rich, ―Improving the Return on Human Capital: New Metrics,‖
Compensation and Benefits Review , January/February 2000, pp. 13 –20; Thomas E. Murphy and Sourushe Zandvakili, ―Data and Metrics-Driven Approach to Human Resource Practices: Using
Customers, Employees, and Financial Metrics,‖ Human Resource Management 39, no. 1 (Spring 2000), pp. 93 –105; [HR Planning , Commerce Clearing House Incorporated, July 17, 1996;]
SHRM/BNA 2000 Cost Per Hire and Staffing Metrics Survey ; www.shrm.org. See also, SHRM Research ―2006 Strategic HR Management Survey Report,‖ Society for Human Resource Management..
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Measuring HR’s Contribution
The HR Scorecard
Shows the quantitative standards,
or ―metrics‖ the firm uses to
measure HR activities.
Measures the employee behaviors
resulting from these activities.
Measures the strategically
relevant organizational outcomes
of those employee behaviors.
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The Human ResourceManager’s Proficiencies
New Proficiencies
HR proficiencies
Business proficiencies
Leadership proficiencies
Learning proficiencies
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HR Certification
HR is becoming more professionalized.
Society for Human Resource
Management (SHRM) SHRM’s Human Resource Certification
Institute (HRCI)
SPHR (senior professional in HR)
certificate
PHR (professional in HR)
certificate
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HR Certification (Cont)
Nepal
Universities with HR Diploma Degree
MCAN- Strategically planning
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The Human Resource Manager’s
Proficiencies (cont’d)
Managing within the Law
Equal employment laws
Occupational safety and health laws
Labor laws
Managing Ethics
Ethical lapses
Sarbanes-Oxley in 2003
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Basic Themes
HRM is the responsibility of every manager .
HR managers must defend their plans and
contributions in measurable terms.
All personnel actions and decisions have
strategic implications.
All managers rely on information technology.
Virtually every personnel decision has legal
implications.
Th Pl f thi B i
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The Plan of this course: BasicThemes
Reality in Nepalese Context
Donald Trump, Jack Welch,
BKC, Anil S,
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Based on your personal experiences, listten examples showing how you did use(or could have used) human resource
management techniques at work orschool.
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1) situations where they have improved theefficiency of their work through the use of technology made available to them through humanresource systems; 2) employed the services of non-
traditional workers (or been employed as a non-traditional worker); 3) developed metrics tomeasure how they have added value in terms of human resource contributions; 4) kept themselves
abreast of employment law in order to minimize riskto their company; 5) Utilized self-service HRtechnology; 6) employed High Performance WorkSystems concepts in their job/department.