HRM CHAPTER 01

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Human Resource ManagementHuman Resource Management

Chapter 1Orlando V. Griego, PhD


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Proverbs 28:10

Lead good

people down a

wrong path and

you'll come to a

bad end; do goodand you'll be

rewarded for it.


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I-OpenersFind a partner: answer 5 and the last one in blue (below):

Ive attained:

I break:

I concentrate on:

I define:

I establish:

I finalize:

I gather:

I hunt for:

I idolize:

I treat:

I juggle: I know:

Ive learned:

I make:

I nourish:

I organize: I produce:

I questions:

Ive reengineered:

I satisfy:

The most interesting thing about me is __________________

The most interesting thing about ___ is (to be stated by your partner):


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Class Norms

Classroom behaviors:

______________________

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Breaks & Exit Strategy:

______________________ ______________________

Other:

______________________

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______________________ ______________________


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The Syllabus


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Whatdo you wanttolearn or focus on inthis course?________________________

____________

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After studyingthischapter,After studyingthischapter,youshouldbe able to:youshouldbe able to:After studyingthischapter,After studyingthischapter,youshouldbe able to:youshouldbe able to:

1. Explain what human resourcemanagement (HR) is and how

it relates to the management

process.

2. Give at least eight examplesof how managers can use HR

concepts and techniques.

3. Illustrate the HR managementresponsibilities of line and

staff (HR) managers.

4. Provide a good example thatillustrates HRs role in

formulating and executing

company strategy.



process.







company strategy.


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Chapter 1Questions

1.1. Explain what human resourcesExplain what human resourcesmanagement is and how itmanagement is and how itrelates to the managementrelates to the managementprocess?process?

2.2. Give at least four examples ofGive at least four examples ofhow managers can use HRhow managers can use HRconcepts and techniques.concepts and techniques.

3.3. Illustrate the HR managementIllustrate the HR managementresponsibilities of line and staffresponsibilities of line and staff(HR) managers.(HR) managers.

4.4. Provide a good example thatProvide a good example thatillustrates HRs role inillustrates HRs role informulating and executingformulating and executingcompany strategy.company strategy.

5.5. Explain why metrics andExplain why metrics andmeasurement are crucial tomeasurement are crucial totodays HR managers and whattodays HR managers and whatthey are using.they are using.


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Slide for your own reviewSlide for your own review


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The Managers HumanResource ManagementJobs

Management process

The five basic functions ofplanning, organizing, staffing,leading,and controlling.

Human resource management(HRM)

The policies and practicesinvolved in carrying outthe

people or human resource

aspects ofa managementposition, including recruiting,screening,training,rewarding,and appraising.


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Basic HRConcepts

Getting results The bottom line of managing

HRcreates value by engaging

in activities that produce

the employee behaviorsthe company needs to

achieve its strategic

goals.


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Line and Staff Aspects ofHRM

Line manager A manager who is

authorized to directthe work ofsubordinates and is

responsible foraccomplishingtheorganizations tasks.

Staff manager

A manager who assistsand advises linemanagers.


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Line ManagersHRMLine ManagersHRMResponsibilitiesResponsibilities

Placing the right person on theright job

Starting new employees in theorganization (orientation)

Training employees for jobsnew to them

Improving the job performanceof each person

Gaining creative cooperationand developing smooth workingrelationships

Interpreting the firms policiesand procedures

Controlling labor costs

Developing the abilities of eachperson

Creating and maintainingdepartment morale

Protecting employees health

and physical condition


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Functions ofthe HRManager

A line function The HR manager directs

the activities of thepeople in his or her owndepartment and inrelated service areas

(like the plant cafeteria). A coordinative function

HR managers alsocoordinate personnelactivities, a duty oftenreferred to as functional

control.

Staff (assist and advise)

functions

Assisting and advisingline managers is the

heart of the HRmanagers job.


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HRand Authority

Authority The rightto make

decisions, directotherswork,and give orders.

Implied authority

The authority exerted byan HR manager by virtueof others knowledge thathe or she has access totop management.

Line authority The authority exerted by

an HR manager bydirectingthe activities ofthe people in his or herown departmentand inservice areas.


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Employee Advocacy

HRmust take responsibilityfor:

Clearly defininghowmanagement should be

treating employees. Making sure employees

have the mechanismsrequired to contestunfairpractices.

Representthe interests ofemployees within theframework of its primaryobligation to senior

management.


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Examples ofHRJob Duties

Recruiters Search for qualified job

applicants.

Equal employment

opportunity (EEO)

coordinators Investigate and resolve

EEO grievances, examineorganizational practicesfor potential violations,

and compile and submitEEO reports.

Job analysts

Collectand examineinformation about jobs toprepare job descriptions.


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A ChangingHREnvironment

Globalization

Technological

Advances

ExportingJobs

The Nature of Work

Workforce

Demographics


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MeasuringHRs Contribution

Strategy

The companys long-term plan forhow itwillbalance its internalstrengths and weaknesses withits external opportunities and

threats to maintain a competitiveadvantage.

HR managers today are more

involvedin partnering with their top

managers in both designing and

implementing their companies

strategies.

Top managementwants to see,precisely,how the HR managersplans will make the companymore valuable.


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MeasuringHRs Contribution

The HRScorecard 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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Benefits ofaHighPerformance WorkBenefits ofaHighPerformance WorkSystem (HPWS)System (HPWS)

Generate more job applicantsGenerate more job applicants

Screen candidates more effectivelyScreen candidates more effectively

Provide more and better trainingProvide more and better training

Link pay more explicitly to performanceLink pay more explicitly to performance

Provide a safer work environmentProvide a safer work environment Produce more qualified applicants perProduce more qualified applicants per

positionposition

More employees are hired based onMore employees are hired based on

validated selection testsvalidated selection tests

Provide more hours of training for newProvide more hours of training for newemployeesemployees

Higher percentages of employeesHigher percentages of employees

receiving regular performance appraisals.receiving regular performance appraisals.


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The New HRManager

New Proficiencies

HR proficiencies

Business proficiencies

Leaders

h

ipproficiencies

Learning proficiencies


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Effects CFOs Believe Human CapitalHas on Business Outcomes

Figure 16Source: Steven H. Bates, Business Partners, HRMagazine, September 2003, p. 49


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The New HRManager

Ethics andHR

Ethicallapses (e.g.,Enron,Martha Stewart)

Sarbanes-OxleyAct in 2003

Intended to curb erroneouscorporate financial

reporting: Requires CEOs and CFOs to

certify their companies periodic

financial reports.

Prohibits personalloans to

executive officers anddirectors.

Requires CEOs and CFOs to

reimburse their firms for bonuses

and stock option profits if

corporate financial statements

subsequently require restating.


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HRProfessionalCertification

HR is becoming moreprofessionalized.

Society forHuman

Resource Management

(SHRM) SHRMs HumanResource CertificationInstitute (HRCI)

SPHR (sen

iorprofessionalin HR)

PHR (professionalin

HR)

certificate


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HRand Technology

Benefits of technologicalapplications for HR

Intranet-based employeeportals through whichemployees can self-serviceHR transactions.

The availability ofcentralized call centersstaffed with HRspecialists.

Increased efficiency of HR

operations. The development of data

warehouses of HR-relatedinformation.

The ability to outsourceHR activities to specialistservice providers.


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After studyingthischapter,After studyingthischapter,youshouldbe able to:youshouldbe able to:After studyingthischapter,After studyingthischapter,youshouldbe able to:youshouldbe able to:



process.







company strategy.



process.







company strategy.

HRM CHAPTER 01

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